Nonprofit organizations aim to provide a social or public benefit rather than generate profits to distribute to owners and stockholders. Although some nonprofits such as Oxfam America rival the size of many for-profit companies and have large numbers of professional staff, the majority of the more than 1.8 million nonprofits in the United States are much smaller and depend on volunteers to accomplish their mission. However, the Corporation for National & Community Service estimates nonprofits only retain 65% of volunteers.
Time has value. The Do Good Institute at the University of Maryland estimates that each hour of volunteer time is worth $33.49 of value. But to sustain that value and minimize the time and investment of training, nonprofits must retain their volunteers.
What Volunteers Bring to a Nonprofit
Volunteers bring a wide range of experiences and perspectives to nonprofit organizations, shaped by their past work experiences, family and friends' input, media exposure, and what they have learned about volunteerism in school. Given these unique skill sets and experiences, volunteers can provide a broad array of services to the nonprofit such as clerical work, fundraising efforts, and engagement with clients. Nonprofits can propel their mission forward by matching volunteer abilities to the organization's work, increasing efficiency, and promoting commitment to the mission.
For example, critical to the operation of nonprofits are those volunteers who can detach themselves from individual clients while affirming their commitment to the overall mission of the nonprofit. This is particularly important in nonprofits that provide direct services to vulnerable populations such as those working in mental health, immigration, and poverty relief. Therefore, when seeking volunteers, nonprofits should recruit from an expansive range of areas to create a large pool of applicants to better match the organization’s needs to the volunteers' specific abilities.
What Volunteers Want from a Nonprofit
Volunteers are more likely to choose to commit to a nonprofit based on their expectations about the mission and its organizational effectiveness rather than what organizations formally promise. Volunteers expect training and preparation. They expect safety and they expect their efforts, skills, and time to be appreciated.
Some volunteers expect a more transactional relationship and are more attracted to nonprofits that can offer them clerical or work behind the scenes. Others have ideological motivations and seek out a value-driven position where they can easily see how their work benefits the community. Still, others desire a relational environment and are drawn to volunteer positions that allow them to build their social capital by increasing their social networks, friendships, and connections to the community. These volunteers desire a sense of belonging where they can feel connected to their team, express compassion towards clients in need, build confidence in their skills, and align their values with those of the organization. Each of these differences in expectation affects the type of relationship volunteers build with nonprofits.
How to Improve Volunteer Retention
While volunteers are more likely to feel content in their role if they are engaged and successful at accomplishing their tasks, it is ultimately commitment that drives their long-term loyalty and retention. Volunteer retention is essential to mission delivery and is critical to resource management given the costs of training and upskilling. Volunteer retention remains a challenge as commitment can be negatively affected by a focus on transactional management practices, or a lack of concern about volunteers’ out-of-pocket expenses. In contrast, commitment is increased by strategies that communicate organizational values, objectives, and results.
Volunteers’ expectations about what they can contribute to an organization are as important as their expectations about what they will receive. Both aspects influence their commitment and satisfaction. Understanding the interaction of these expectations, nonprofits can further improve volunteer retention by developing a psychological contract with their volunteers. A psychological contract is an agreement between a nonprofit organization and a volunteer about what each promises to bring to the relationship. There is no formal paperwork to be completed, but there is a risk that if the expectations are not fulfilled volunteers will move on from the organization.
Successful nonprofits build a strong psychological contract with their volunteers by knowing what the volunteers bring to the nonprofit, what volunteers want from their experience, and what nonprofits can do to meet those needs. Best practices often follow the Three C’s:
Connect: First impressions matter - volunteers begin making decisions about how they fit into the nonprofit from the first contact. It is important that nonprofits are truthful in onboarding about what they need and expect from volunteers. They should complete initial training so that volunteers have sufficient organizational support to perform their roles effectively. If the volunteers cannot complete their tasks, then their valuable time is wasted. Organizations should avoid creating a relationship that is solely transactional by emphasizing how volunteers will enhance the mission rather than hours served or tasks completed. A strong volunteer coordinator will keep all the volunteers working in the direction set by your nonprofit’s mission and goals.
Communicate: Nonprofits should provide organizational support through a volunteer coordinator who can effectively communicate with volunteers. Communication from management should be filtered so that volunteers feel free from bureaucracy and can better focus on the mission. Communication should not overwhelm volunteers with regulations but rather focus on mission and goals. Establishing clear paths for upward communication from volunteers and downward communication to volunteers increases engagement and commitment. Downward communication may include newsletters, updates, and message boards, while upward communication may include suggestion boxes, evaluations, surveys, and exit interviews.
Cohere: It is essential to inquire about the motivations of volunteers. One of the strongest motivations is values-based and those volunteers want to see that they are making a difference in the lives of the people the nonprofit serves. People need to feel that their work has meaning. Another key motivation is to enhance their lives through social interaction with other volunteers and the individuals served by the organization. Volunteering feels good. The Oxford Wellbeing Research Centre, Gallup, and the UN Sustainable Development Solutions Network collaborate to survey the world populace to determine the happiest nations. This report found that people living in nations with higher volunteerism have greater life satisfaction. This satisfaction is enhanced when volunteers are provided with explicit and tangible examples of their impact. Nonprofit volunteer managers should provide volunteers with evaluations of their work, opportunities for professional development, and recognition of their contributions that allow them to see their positive progress and growth.
Volunteer retention is not just about keeping individuals engaged but fostering meaningful relationships that align with the values and mission of the organization. By emphasizing connection, communication, and coherence, nonprofits can build strong psychological contracts with their volunteers, ensuring their time and contributions translate into long-term success for the organization and the communities they serve.