As established, nonprofit organizations universally depend on volunteers to keep their foundations going. Individuals contribute significant amounts of skills, time, and energy to an extensive assortment of groups. They offer new approaches, ideas, and skills to the organizations they work with. They are involved in several of volunteer events for various reasons. However, agencies ought to develop volunteer management skills by including them in the planning processes (Doherty & Hoye, 2011) to take advantage of this trend to attract and retain volunteers.
Different ways exist that an organization can get volunteer contribution into its planning activities (Doherty & Hoye, 2011). If the team is beginning a strategic development process, the organization’s management ought to think about asking the volunteers who work in various areas within the organization to take part in the organization’s meetings (Doherty & Hoye, 2011). The volunteers will have a different standpoint from that of the members of the board as well as the staff due to the various roles they take part in including the fact that they may have inside information of various things, for instance, client responses to programs, opportunities for future work, or community views of the organization (Froelich, McKee & Rathge, 2011).
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When individuals in an organization agree that they need to have volunteer input in the decision-making and planning processes, the group will have varying policies on how to develop plans and make significant decisions to help the group succeed and meet its organizational goals. Therefore, the group should have info on any board direction materials it might have to allow new board members realize that volunteer contribution is essential and it ought to be sought by the organization (Froelich, McKee & Rathge, 2011). This will increase the odds that the volunteers will be more involved in the essential decision-making and planning processes within the group.
References
Doherty, A., & Hoye, R. (2011). Role ambiguity and volunteer board member performance in nonprofit sport organizations. Nonprofit Management and Leadership , 22 (1), 107-128.
Froelich, K., McKee, G., & Rathge, R. (2011). Succession planning in nonprofit organizations. Nonprofit Management and Leadership , 22 (1), 3-20.
