From the Inside Out: A Corporate Volunteer Coordinator Shares His Best Ideas
As told to Susan Moscareillo, CVM
Editor, ManagingVolunteers.com
October 6th, 2003

From the first day I began managing the volunteer programs at the Baltimore Ronald McDonald House, the local office of a national corporation has provided me with some of my most reliable, enthusiastic volunteers. The sun comes up, the sun goes down, and this group can always be depended upon.

We all know from experience that not all businesses provide such quality volunteers. I asked the coordinator of the volunteers within the local office of the corporation to tell me his philosophy, his ways of work that make the program so successful year after year, so that I could share them with you.

He told me that managing the volunteer process begins with three basic building blocks:

Your employees must know who the community volunteering coordinators are within their business

Your employees must know what volunteer opportunities exist in the community

The primary community coordinator must create a network of coordinators within the various departments to facilitate the volunteering process and create enthusiasm

To be successful, the community coordinators must focus on these three areas:

(1) Involving management throughout the volunteer process. You cannot coordinate all volunteers without a “network.”

Ensure senior management supports community service by having them participate in volunteer activities.

Communicate results to management, especially volunteer hours per month.

Schedule monthly one-half hour meetings to review the monthly volunteer department/company calendar.

Discuss volunteer recognition in department meetings (commendations, articles in company newsletter).

(2) Developing community partnerships.

Diversity of volunteer tasks is important. Perhaps a large department or individual smaller departments can develop their own “community partner” to increase volunteer hours.

Ask the community partner if they have a “wish list” which can be supported by the department or the company.

Focus on seasonal events and offering support to the selected community partner.

Offer to serve on committees or the Board of your chosen community partner.

Encourage your employees to support the community partner/s financially.

(3) Sharing information about opportunities and the positive results with volunteers.

Distribute a monthly list of volunteer opportunities via e-mail or hard copy throughout the departments involved. Keep this list current.

Track volunteer hours per person or per department. Tracking can be accomplished via a shared database or manually.

Establish an agreed upon volunteer hours goal for the department or company.

Display photographs of volunteer activities on a “Wall of Fame” or on a table outside the break-room or in the lobby.

And, my expert reminds you as you plan and begin a corporate volunteer program for your employees, that volunteering is healthy not only improves the quality of life for the clients of your community partner, but for your employees. Successful volunteering is meaningful, easy, enjoyable and on-going for your employees.