When one thinks of not-for-profits, thoughts of volunteers immediately come next. Whether they work as members of the board, executive, on committees, or at the frontline, volunteers are the unpaid workforce that help not-for-profits thrive.
While training has always been a part of not-for-profits’ volunteer recruitment procedure, it has always been fraught with difficulties. Training may not be reinforced, as volunteers and staff may think it is not truly needed. Or, that it takes too much time; that it is not truly related to their roles, or that volunteers, who are already giving so much, give us just a little bit more, so we can ensure they are doing their jobs properly.
How can a not-for-profit encourage volunteers to show up for training and see its value? And how can a not-for-profit ensure that training needs are met across the organization when there are different views regarding volunteering, professional development and technology?
Shaminda Perera, Manager of Learning and Development at Volunteer MBC, shares some insights:
First, know the difference between learning and training
Learning is the continuous transformation of knowledge, skills and attitudes, and only occurs when these four components are present: knowledge sharing, education, training and experience.
Training comprises activities that support the knowledge, skills and attitudes required for a volunteer’s role. For learning to occur, concepts learned during training, must be applied. In other words, not-for-profits also need to adopt a learning culture.
Second, learning is wasted if it does not incorporate the organization’s mission and mandate
All of an organization’s operational, financial, administrative, and professional development, should be tied into its mission and mandate. When looked at in this perspective, training not only helps the volunteer work better, but also puts volunteer work into the larger context of helping the organization achieve its goals. Professional development plans should be put in place as part of the overall mission-based strategy, and not just in reaction to adverse circumstances.
Once learning is achieved, the not-for-profit should also give volunteers and staff the opportunity to transfer learning to others, by sharing the new processes they have learned, relaying their insights, or changed experiences.
Third, permission to fail is needed
Failure should be expected at the start of each training and within its implementation. Every learning development plan should include support and contingency plans.
Generally, support for learning is a reflection of the organization’s culture. If training is put in place as a reactive response, failure is more likely to occur.
As previously stated, organizations must provide opportunities for learning to be applied. Even in organizations where compliance training is mandatory, the training itself has to be relevant to everyday life, or it will be difficult for the volunteer to understand its relevance.
Fourth, consider delivering training by technology. BUT be aware of resistance and challenges that come with it
Training costs money. And, good training is too expensive to just apply without being sure of a good return. Or, specific training might be part of a grant, and should therefore show a Return on Investment (ROI).
One way to mitigate the costs of training is to present it virtually, using learning management systems. This allows for less expense, mass distribution, anytime-anywhere-any device access, self-paced engagement, and even, provides an incentive, if learning has education credits. However, the benefits of online training bring certain challenges. Technology also costs money, requires maintenance, must be efficiently rolled out across the organization, and its acceptance will vary based on the audience. Organizations must put procedures in place to ensure that it can meet these challenges.
When we consider the training audiences, more mature volunteers (who often have more time to volunteer), prefer in-person training that gives them opportunities for social interaction. Unfortunately, this training is more expensive, as it involves continuous costs for the trainer, travel, meals and accommodation. Younger volunteers (who have less time to volunteer) want their training to be easily accessible, and as mobile as possible. Once set up, this can mean fewer costs for the organization as a whole, but initial costs such as new software, implementation and hiring of staff still need to be factored in.
Fifth, embrace changing attitudes towards volunteering
For years not-for-profits have enjoyed free help, but huge shifts, such as different expectations from younger generations, less time commitments, and project-based volunteering, have made it more difficult to find long-term volunteers.
Short term volunteering is becoming another way to engage volunteers. While this works for volunteers who can now provide help and expertise without long term commitments, it means not-for-profits are now facing challenges in transfer of knowledge, and need to train more frequently.
In order to attract more volunteers, not-for-profits need to move away from the transactional one-way version of volunteering where help was offered, and just accepted from anyone who walked in. To remain competitive, the not-for-profit workforce (whether paid or unpaid) needs to be technologically savvy, efficient, knowledgeable and able to adapt to constant change. Volunteers need to be encouraged to grow personally and professionally with mentoring, education and opportunities for growth.
Surprisingly, Perera says, not-for-profits need to embrace a mindset where they welcome turnover. Not-for-profits gain fresh ideas. This can also lead to the creation of efficient processes, so that knowledge stays within the organization and programs and services continue undisrupted.
Wrapping it up
Training needs to be presented as a means to help the entire organization, not just the volunteer. The hope for all not-for-profits is that once learning becomes part of an organization’s strategy, the value of training will be evident to all, and become a normal part of volunteer recruitment, which in turn, helps not-for-profits thrive.
Temi Adewumi is Principal of TAGb Consulting, which helps not-for-profits implement technology that helps staff and volunteers work more efficiently.
Shaminda Perera is the Manager of Learning and Resource Development at Volunteer MBC and a freelance Learning Management Systems (LMS) developer with over 15 years of experience as an Adult Educator. Learn more about Shaminda at www.linkedin.com/in/ShamindaPerera or www.facebook.com/ConnectWithShaminda.