Skills-based volunteering is a strategic type of volunteerism that capitalises on individual or collective expertise, strengthening a not-for-profit (NFP) organisation’s capacity to achieve its mission. From a lawyer developing the by-laws for a newly formed NFP to an architect redesigning a school library, skills-based volunteering significantly expands the community impact of an organisation.

Skills-based volunteering can take on a myriad of forms, and commonly sees lengthier engagement between organisations than traditional volunteering models and pro bono projects.

While discussions of volunteerism generally focus on the gains for the benefiting NFP, attention should be given to the way such programs benefit skilled volunteers, as well as corporate partners.

Benefits for the volunteer

Skills-based volunteering provides an opportunity for volunteers to expand professional networks, take on leadership roles and gain personal satisfaction in giving back to the community.

Exposure to a diverse range of work habits, skill sets and personalities forces participants to adapt and solve difficult problems in a new environment. This adaptive leadership mindset can then be taken back and implemented in the employee’s own work environment.

Skills-based volunteering also reminds employees of the positive impact their unique abilities can have, which in turn enhances employee pride and retention.

Benefits for the corporate partner

For the corporate partner, skills-based volunteering is an opportunity to improve reputation and brand value. Consumer awareness of corporate social responsibility activities has undoubtedly increased in recent times and volunteering is considered a clear manifestation of strong business values. Being considered a good corporate citizen can lead to better relations with government agencies, regulatory bodies and the community more broadly.

Barriers to implementing a skills-based volunteering program

There are significant obstacles to bringing skills-based volunteering to scale. Below are just some of the barriers corporate partners, volunteers and NFPs face when it comes to being involved in a skills-based volunteering program:

• It’s often perceived as occupying a niche market unavailable to the larger part of the working population due to the fact that it’s a very resource-intensive form of corporate volunteering.
• NFP organisations frequently recruit the wrong volunteer to the wrong project, manage volunteers ineffectively and provide insufficient reward, making the volunteer feel as though their time has been wasted
• There is often a lack of infrastructure available within the NFP organisation to recruit and manage skilled volunteers
• Matching volunteer skills with the needs of an organisation can be challenging, especially when a corporate partner insists that corporate teams volunteer together
• It’s often difficult for the corporate partner to manage the expectations of the volunteer employees and the NFP organisation
• At times, alignment with a NFP organisation can confuse corporate goals and brand identity.

Solutions

Nevertheless, a range of measures can be employed to overcome such challenges when building a skills-based volunteering program, including:

• Having a defined project leadership that appropriately prepares for the program. The assignment should be scoped carefully and required resources precisely identified where possible. Clearly note deliverables and expectations, produce a realistic timeline and have an efficient point of contact for the skilled volunteers
• Treating skilled volunteers as you would any other member of staff. Create a job description and preparation pack containing all necessary information about the project. Learn about skilled volunteers’ background, interests, skills and goals for involvement and strive to develop an individualised role. Ask volunteers to give feedback to refine management techniques and demonstrate that volunteer satisfaction is important to the running of the program
• Explaining to skilled volunteers how their work is contributing to the achievement of your NFP’s mission. Maintaining a clear connection between the work of skilled volunteers and the benefit to the community served by the organisation will increase volunteer motivation, pride and retention
• Being selective about who you partner with. Engagement with an inappropriate partner is likely to be detrimental for all parties involved. If your NFP has existing corporate partners, utilising their services may be advantageous given that they are already familiar with the nature of the organisation and are predisposed to providing assistance. Attempt to create a relationship with a corporate partner for increased benefits over time, rather than a one-off engagement.