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Document Type
Oral Presentation
Department
Leadership and Organizational Studies
Faculty Mentor
Dr Elizabeth Goryunova
Keywords
volunteers, recruitment, retention, motivation, social networking
Abstract
This study investigates the methods by which Volunteer Leaders of Volunteers (VLVs) form new teams of volunteers for a local community action initiative. The VLVs are trained and supported by staff at a small environmental/ social justice nonprofit to undertake a volunteer-run community energy-efficiency project. To ensure the success of the project, VLVs must form robust teams of volunteers to undertake the multi-month initiative. However, the lead volunteers of each new Community Build have had varying levels of success in recruiting robust teams to achieve their impact goals. Insufficient volunteerism on a planned project can result in burnout, discouragement, and attrition of volunteer leaders. Given the significant investment in training and support of these volunteer leaders, it is essential that they be trained in best-practices for volunteer team-building to increase their chances of a successful effort. This study seeks to discover the methods of recruitment common to successful team building efforts and often not seen in less successful efforts. A Qualitative Case Study approach is used. Ten VLVs were interviewed regarding the volunteer recruitment, retention, and development strategies they used when forming their initial team of volunteers and which of these strategies proved successful. The resulting qualitative data is coded and analyzed for themes and connections across VLV efforts. The resulting conclusions assist aspiring volunteer leaders in their quest to build a grassroots team to effect social change. An increase in the number and success of these grassroots teams will contribute to meaningful progress on large and complex environmental and social problems such as climate change, poverty, and racial inequities as well as a reduction in environmental and social despair.
How Do Volunteer Leaders Build Teams of Volunteers for Community Action?
This study investigates the methods by which Volunteer Leaders of Volunteers (VLVs) form new teams of volunteers for a local community action initiative. The VLVs are trained and supported by staff at a small environmental/ social justice nonprofit to undertake a volunteer-run community energy-efficiency project. To ensure the success of the project, VLVs must form robust teams of volunteers to undertake the multi-month initiative. However, the lead volunteers of each new Community Build have had varying levels of success in recruiting robust teams to achieve their impact goals. Insufficient volunteerism on a planned project can result in burnout, discouragement, and attrition of volunteer leaders. Given the significant investment in training and support of these volunteer leaders, it is essential that they be trained in best-practices for volunteer team-building to increase their chances of a successful effort. This study seeks to discover the methods of recruitment common to successful team building efforts and often not seen in less successful efforts. A Qualitative Case Study approach is used. Ten VLVs were interviewed regarding the volunteer recruitment, retention, and development strategies they used when forming their initial team of volunteers and which of these strategies proved successful. The resulting qualitative data is coded and analyzed for themes and connections across VLV efforts. The resulting conclusions assist aspiring volunteer leaders in their quest to build a grassroots team to effect social change. An increase in the number and success of these grassroots teams will contribute to meaningful progress on large and complex environmental and social problems such as climate change, poverty, and racial inequities as well as a reduction in environmental and social despair.
