Monday, 9 September 2013

It's time to ditch the word retention

Volunteer retention. It's one of those areas that people always ask about.

  • "How can we benchmark our retention rates against somebody else's?"
  • "How can we keep our volunteers for longer?"
  • "What can we do - what distinct action can we take - to retain volunteers?"

All good questions. All questions that seem simple but anyone with experience of working with volunteers will know are difficult to answer.

  • Why is it good if you hold onto someone for longer than I do? What if they stay longer but contribute less? Your retention rates may look better than mine but the actual impact of volunteers may be lower.
  • Do you want to keep your volunteers for longer? Sometimes I hear people wishing they could get rid of some of their volunteers? Sometimes a bit of turnover is a good thing.
  • Is there a discrete action we can take, a magic wand we can wave to make volunteers stay? I don't think so, for me retention is the outcome of a well managed volunteer programme. Lead and manage your volunteers well and they will want to stay.

The problem is the word retention. I'd like to ban the it from the volunteer management vocabulary all together.


For me, the word retention still carries with it that sense that we are striving to hold on to our volunteers for as long as possible. We want to get them through the door and then do everything we can to try and prevent them from leaving. Sometimes that's great - giving them a great experience, a good environment to work in etc. - and sometimes it's not so great - laying a guilt trip on them that if they leave the whole organisation will fall apart without them.

I just don't think that mindset is working anymore. In fact, as new generations of volunteers come on board - what Tom and Jonathan McKee call The New Breed of volunteers - I think the idea of retention is fundamentally flawed. Try and retain volunteers in the traditional sense (keep them as long as possible) and watch your volunteer base dwindle like sand slipping through your fingers.

My thinking goes something like this.

June is a new volunteer with your organisation. June's a busy person, balancing running her own business with other volunteering, family and all the other things that take up the time of a typical person in the 21st century.

June has just heard that at short notice (everything seems to be short notice these days!) she has to go out of the country for a month for work. Being conscientious June gives you, her volunteer manager a heads up about this as soon as she can. Your response?

"Well we were really counting on you to fill those shifts in the next few weeks. If you're not here we may have to cancel them and that means our clients will really suffer. Can you say no? Can you re-arrange and work around your volunteering?"

Put simply, my answer is no. And frankly, June resents your inflexibility. She loves her volunteering but her world doesn't revolve around it. It is, after all, something she does in her spare time, her precious spare time that she also has to fill with other things, like family and friends.

So June goes on her business trip and, when she gets back, she doesn't bother getting in touch with your organisation again. Instead she goes looking for someone who will give her the flexibility to balance her volunteering with the rest of her life whilst still making a difference to a good cause. Someone who, when June has to go away again, will say something like:

"Thanks for letting us know June. That's not a problem. We'll figure something out. Just let us know when you're back and we'll pick things up from there if you're still free."

That organisation has, in my view, the right approach to the R word, because retention isn't about handing onto people anymore, its about letting them go. Give people that flexibility and they'll keep coming back for more because so many others are training to retain them like they did in the past.

In short, to keep people volunteering we have to be willing to let them leave.

Of course this presents challenges for volunteer involving organisations. But all change does. Embracing the challenges and overcoming them is what we need to do.

Successful organisations and managers of volunteers will adapt, embrace flexibility and become more volunteer centred.

Those that still talk about retention, well I don't think we'll be talking about them for very much longer.

What do you think?

Have you changed the way you think about retention? How has that made a difference to your volunteers and your organisation?

I'd love to hear your thoughts.,

Monday, 2 September 2013

A new beginning for Do-It

Last week saw the announcement of the new home for Do-It, the English national volunteering database.

For over a decade Do-It has been the go to online resource for people to find out about volunteering opportunities in England. Every 45 seconds someone finds a volunteering opportunity through Do-It and 30% of them have never volunteered before. All this has been possible through the hard work of a dedicated team at YouthNet, the owners of Do-It, and their partners (mainly local Volunteer Centres).

However, in March 2013 YouthNet announced plans to find a new owner for Do-It and last week this was announced as a partnership led by the team behind, the network for social change connecting people, companies and organisations that want to change their world.

I think this is an excellent piece of news for the sector.

For starters,'s CEO, Jamie Ward-Smith, has a strong track record in this arena. Not only was Jamie instrumental in the establishment of Do-It back in 2001 but he has a strong track record in working with the local volunteering infrastructure, initially as CEO at Volunteer Centre Kensington ad Chelsea but also as a senior civil servant in the Blair Labour government when the Russell Commission was conducting it's work.

These strong links should not be underestimated in their importance. Put simply, without the information supplied by local Volunteer Centre's Do-It would not have the volume or quality of  volunteering opportunities that it does. Key to Do-It's continued survival and essential to it's future development is the relationship it has with Volunteer Centres and Jamie is well placed to drive this forward.

The there is the track record Jamie and the team have in driving social innovation in our sector. In just a few short years has become a key resources for volunteers and leaders & managers of volunteer programmes. That has built on the work of the Red Foundation, an initiative Jamie ran prior to and that I had the pleasure of working with on the Modernising Volunteering National Support Service whilst I was at Volunteering England.

Just as the link between Volunteer Centres and Do-It is important for the future, so it the creativity of the new partnership to innovate, especially around the development and integration of social media and microvolunteering. This is something I think and their partners are uniquely placed to deliver.

So this is good news for all of us, whether volunteer or manager of volunteers. Good news doesn't come along very often these days. Let's take the opportunity to celebrate with the new team behind Do-It as we wish them all success for the future.