How to Generate Conflict Between Paid Staff and Volunteers
Document Author: Steve McCurley & Rick Lynch
- Don’t involve staff in the decisions as to if and how to utilize volunteers within the agency. Everybody loves a surprise.
- Don’t plan in advance the job descriptions or support and supervision systems for the volunteers. These things will work themselves out if you just give them time.
- Accept everyone who volunteers for a position, regardless of whether you think they are over-qualified or under-qualified. Quantity is everything.
- Assume that anyone who volunteers can pick up whatever skills or knowledge they need as they go along.
- If you do insist on training volunteers, be sure not to include the staff with whom the volunteers will be working in the design of the training.
- Assume that your staff already knows everything it needs about proper volunteer utilization. Why should they receive any better training than you did?
- Don’t presume to recognize the contributions that volunteers make to the agency. After all, volunteers are simply too valuable for words.
- Don’t reward staff who work well with volunteers. They are only doing their job.
- Don’t let staff supervise the volunteers who work with them. As a volunteer director, you should be sure to retain all authority over ‘your’ volunteers.
- Try to suppress any problems that come to your attention. Listening only encourages complaints.
- In case of disputes, operate on the principle that “The Staff is Always Right.” Or operate on the principle of “My Volunteers, Right or Wrong.” This is no time for compromise