Ethics in Volunteer Management begin with your role

In the realm of nonprofit and community service organisations, volunteers are often hailed as the lifeblood of operations, providing essential services that would otherwise strain budgets or go unmet. However, the management of these volunteers, a critical function that ensures their engagement, satisfaction, and effectiveness, frequently finds itself undervalued and under-resourced. This article delves into the ethical considerations surrounding volunteer management, highlighting the systemic issues that arise when this role is not given the prominence it deserves.

Firstly, it's crucial to acknowledge that many volunteer managers operate in part-time capacities, often juggling multiple responsibilities. This setup is not merely a matter of convenience but reflects a broader misunderstanding of the role's importance. When budget cuts loom, volunteer management is an easy target for reductions because its impact, though significant, isn't always quantifiable in immediate financial terms. This shortsightedness fails to recognise that effective volunteer management is an investment in the organisation's future, enhancing community relations, service delivery, and sustainability.

The core issue lies in the organisational hierarchy and the placement of volunteer managers. If you're responsible for volunteer engagement, you are the specialist in your organisation. Your expertise in understanding the nuances of volunteer motivation, retention, and management is unique. Yet, too often, these specialists find themselves reporting to managers who might not grasp the ethos of volunteer management. This leads to decisions that might prioritise short-term financial savings over long-term volunteer satisfaction and retention.

Here's where ethics come into play: if an organisation does not value volunteer management, it implicitly devalues volunteering itself. Volunteer managers are not just coordinators; they are the bridge between the organisation's mission and the community's willingness to contribute. They should be integral members of the senior leadership team, not an afterthought. Their insights are vital for strategic planning, especially in sectors where volunteerism is pivotal.

Professionals in volunteer management must adhere to their values, even if it means confronting uncomfortable truths or making difficult decisions like leaving a role where their worth is not recognised. When your expertise is devalued, it's a sign to seek an environment that respects the true value of volunteering. Organisations that genuinely value volunteerism will seek out and retain professionals who understand and can effectively manage this resource.

The ethical imperative for volunteer managers is clear: advocate for your role, educate your peers and superiors about the importance of volunteer management, and if necessary, move to an organisation that aligns with your professional values. This might seem drastic, but it's a stand for the integrity of volunteerism. Organisations that are serious about volunteering will recognise the importance of having a dedicated, knowledgeable, and empowered volunteer manager. They will understand that investing in this role is not just good ethics but good business.

In conclusion, the ethics of volunteer management demand recognition, respect, and strategic placement within organisations. Volunteer managers are not just facilitators; they are guardians of an organisation's commitment to its community. It's time for a shift in how we perceive and integrate this role into the fabric of organisational leadership, ensuring that volunteerism is not just utilised but celebrated and managed with the professionalism it deserves.