The Occupational Profile of the Volunteer Manager
Cristina Rigman (RO)
This workshop aims to engage participants in an active debate discussing whether volunteer management is an occupation in itself and the volunteer manager a full time job and which are the particular circumstances that support this vision. The workshop will tackle the questions of the ‘super-person’ that the volunteer manager should be, considering the complexity of the tasks a volunteer manager performs and the long list of personal qualities, professional skills and knowledge that the volunteer manager should have.
The term “quality” is often used as a very broad concept, but when we think about the quality and the volunteer involving organizations, quality refers to the learning and recognition of what the organization does well and what is trying to do / work better in the field of involvement and direct work with volunteers in the organization.
Skills and Training of Volunteer Managers
Alžbeta Frimmerová (SK)
This workshop will illustrate key elements of volunteer management training which are needed for volunteer manager development. Participants will discuss the skills gaps and training needs of volunteer managers, relevant curriculum, and learning outcomes of a complex volunteer management training. In addition to content, we will also discuss its length, time setting, selection of training techniques, and training materials. The workshop will also examine the critical skills and profile of a trainer in the area of volunteer management.
In the framework of the project ”Wake-Up Call: Volunteer Manager Role”, funded by the EU, European project partners have elaborated 4 outputs: an occupational profile for the volunteer manager, a set of quality standards in volunteer management, a curriculum for training volunteer managers and a procedure for validating skills of volunteer managers. The main topic of this workshop is the validation of volunteer managers’ experiences.
Dr. Réka Bikfalvi & Noémi Balázs (HU)
Burn out is a global health risk, that is likely to become a leading cause of death by 2030. Volunteers can be a particularly vulnerable group, putting extra efforts in their work often in overwhelming circumstances, without easy-coming rewards. Managers have a significant role in preventing subordinates’ burnout, which is why protecting volunteer managers’ mental health may multiply the positive effects of burn out prevention among their volunteer colleagues.
Of course, sometimes even a volunteer manager can say no. It is a job just like any other, with lots of beautiful people but also with pretty much complex situations when you just have to say “no”. Volunteers give their time selflessly, they work for the benefit of others and sometimes their managers feel bad if they are feeling bad about their coordinating position. Do you have trouble saying “no” to your volunteers? Do you struggle with time management and trying to satisfy everybody?
Iuliana Dinu (RO/UK)
The workshop offers an opportunity for the exchange of best practices for volunteer managers across Europe in their community work. It will provide an enriching experience for all participants. The workshop will: Facilitate an open dialogue with all the participants – volunteer managers and other stakeholders in order to change people’s attitudes towards involving vulnerable young people and adults in voluntary work; Open a consultation around the skills, training and support needed for people with disabilities and experiencing mental health difficulties in order to increase their access to voluntary work in the community; Enable Volunteer managers around Europe to develop new ideas of inclusive volunteer programmes.
Working with Employee Volunteers
Dominic Pinkney (UK)
A practical and interactive workshop on planning and delivering successful employee volunteering events (that businesses will pay for).
The workshop will include: Setting up the commercial agreement – how to deal with businesses and structure the deal; Preparing and planning the event – how to do it well as well as common mistakes; Managing the event on the day – structuring and organising the event to ensure employee volunteers have a satisfying experience; Reporting and impact – demonstrating the value of the volunteering; Building relationships – how to develop long-term partnerships with businesses and their employees.