Barriers to Volunteering

Introduction

• Why don’t more people volunteer?
• What stops people making that first approach?
• What causes people to back out after making an initial enquiry?
• What makes people stop volunteering?

Why do so many organisations only have volunteers from a very narrow section of society? Just as the reasons why people do volunteer are complex and highly individual, so too are the reasons why people do not volunteer. However, there are common factors and lessons that can be learnt.

Reasons for not volunteering and giving up volunteering in Ireland.

Source : Tipping the Balance 2002

The most significant reason for not volunteering, therefore, is lack of time. Evidence shows that both the pace of people’s lives and the demands on their time is increasing. It is obviously very difficult to influence external factors such as lack of time and changes in personal circumstances. However, it is not impossible. For example, volunteerinvolving organisations could ask themselves whether the minimum time commitment they demand of volunteers could in fact be lowered to accommodate busy people. The table above also indicates that there are many other barriers to volunteering which can be lifted by organisations relatively easily.

Encouraging and maintaining involvement

It is possible to think of volunteer recruitment and retention in terms of a progression, with four types of people:

1. The doubter, or non-volunteer, with attitudes, characteristics and/or circumstances that prevent her/him from becoming involved in voluntary work
2. The starter, who has made an initial enquiry or application to volunteer
3. The doer, who has committed to being a volunteer and has begun voluntary work
4. The stayer, who persists and becomes a long-term volunteer.

While a certain volunteer turnover rate is natural, organisations that involve volunteers obviously aim for ‘stayers’. Yet there are key times at which they are vulnerable to not getting or not keeping volunteers. To make the transition from doubter to starter to doer to stayer as smooth as possible, interventions are needed to relieve these ‘pressure points’.

Removing the barriers

People do not volunteer or stop volunteering because they:

• have unanswered questions
• experience something that actively prevents them getting involved
• come up against something that puts them off

Their needs and expectations at all of the following stages have to be met:

Image of volunteering

Many people have perceptions about voluntary work and volunteers that are incomplete, outdated and negative. The breadth of voluntary activity and the fact that anyone can volunteer, regardless of sex, age, ethnicity, qualifications, etc, needs to be highlighted to make it more appealing and normal for all. Attractive and inclusive promotional materials are required to counter misconceptions, outline the benefits and thereby attract people of different backgrounds, motivations, interests and degrees of commitment.

Recruitment methods

Never having been asked to volunteer is a major reason for not doing it. Also, most people find out about volunteering opportunities through people they know. Groups of people who are currently excluded from volunteering are unlikely to be reached by word of mouth. A much wider range of innovative recruitment methods must be used by organisations, backed up by an infrastructure that makes it as easy for people as possible to gain information (primarily through volunteer centres, but also work places, educational establishments, community centres, etc).

Application procedures

People prefer application procedures which are not too bureaucratic and formal, but which are nevertheless efficient and welcoming. It must be easy to make contact with the organisation and response must be fast and friendly. Information must clearly explain what is involved in volunteering. Any screening or selection must take place as soon as possible; if an appropriate placement cannot be found, the potential volunteer must be referred elsewhere. If, after the initial contact, people feel ill at ease or pick up on any signs that there is no genuine interest in them, they will not come back.

Induction

A thorough induction process that is efficient and not too formal can reinforce a volunteer’s motivation and sense of identifying with the organisation. It should include an introduction to the organisation, the work, policies and procedures, etc. The actual work the volunteer does must be satisfying and enjoyable. If, during the first month, it becomes clear to the volunteer that the experience does not meet his or her initial expectations, s/he will not stay.

Training

Effective and appropriate training, both in the short-term and long-term, equips volunteers with skills and confidence, as well as reinforcing the idea that they are valued, which in turn will encourage them to stay. Accredited training is particularly attractive to those who are interested in improving their employability. In some instances, however, the requirement to undergo what might be perceived as excessive training can act as a barrier to involvement.

Approaches to volunteer management

Volunteers can find it off-putting if they are treated too formally; as if they were paid staff without a salary! They want their voluntary work to be well organised, but with a degree of informality and flexibility. Many show a preference for short-term voluntary work or other ways of putting a cap on their commitment. Feeling that too much work is left to too few individuals and feeling taken for granted are sure ways to demotivate volunteers. Six months or so after starting voluntary work, the volunteer makes a personal assessment about whether the work is coming into conflict with other parts of his or her life; this is a good time to undertake a review with that volunteer.

Organisational ethos/culture

Organisations that are most successful at attracting and recruiting volunteers are those with a culture that is volunteer Within such organisations, there is an ethos of volunteers being welcomed and valued both from the top down and from the bottom up. Such organisations are inclusive and diverse and create conditions in which volunteers feel that they can identify with the organisational philosophy and make a real difference.

Support

Volunteers need to know that there is someone they can go to for advice and support. This includes both personal support (supervision sessions, mentoring/peer support systems, volunteer socials, etc) but also support in terms of the underlying structure of the organisation (access to ongoing training, prompt and straightforward reimbursement of out-ofpocket expenses, recognition ceremonies, etc). Volunteers need to feel that they are being listened to and that their input matters. Most of all, they want to be respected and never taken for granted. A ‘crunch time’ is the first anniversary, as volunteers will undoubtedly be taking stock and thinking about whether they have any future role in the organisation; this is an excellent time to celebrate their involvement and possibly offer increased responsibilities.

Increasing diversity

Many organisations suffer from an underrepresentation by certain sectors of society. In order to encourage the involvement of a far wider range of people, the organisations must review their accessibility to those groups, both physical and attitudinal. For example:

• What are the attitudes towards potential volunteers who are seeking asylum?
• Does the building have wheelchair access?
• Are there age limits for volunteers?
• Is there a possibility of providing childcare?
• Can volunteers work from home?
• Does having a criminal record automatically disqualify someone from becoming involved?

In other words, are there any obstacles that can in fact be removed?