Focus of Research Effort

1. Glasgow 2014 “The Volunteers’ Legacy”Volunteering:Recruitment, Management and OutcomesK. TomazosWednesday 22nd February 2012

2. Focus of Research Effort • Selection and training as part of the pre-task stage of the participation. • Analysis of data provided by the organisers • staffing needs • tasks • Attitudes and levels of satisfaction, but also the expectations of the participants. • observation of volunteers at work • random interviews • Legacy, aftermath of the participation • impact of the experience on the volunteers • the extent to which the expectations of the volunteers have been met.

3. Theoretical Approach • Assumptions • Motivation • Altruism and Instrumentalism (Reciprocity): Altruistic Individualism? • Cost of Volunteering • Traditional Volunteering • Rise of New Volunteerism • Reflexive Volunteering • Volunteers Assets Model • The VAM and this Study • Volunteers at Mega Events

4. Volunteers and Mega Sports Events • A Volunteer labour force is critical to mega sports events such as the Olympic or Commonwealth games (Preuss, 2007: 207) • Without volunteers, such events would cease to exist (Goldblatt, 2002: 110) • The costs of running such events with paid labour would be prohibitive and, as such events increase in size and number, their reliance on volunteers has grown apace (Nichols and Ralston, 2010:169) • 2000 Olympic Games (Sydney): 70,000 volunteers • 2002 Commonwealth Games (Manchester): 10,500 volunteers • 2012 Olympic Games (London): 70,000 volunteers (required) • 2014 Commonwealth Games (Glasgow): 15,000 (required)

5. “New Volunteerism” • Challenge of recruiting and retaining volunteers in an era of a decline in civic engagement (Putnam, 1993; Stolle and Hooghe, 2003). • Reinventing the concept of volunteering as “revolving-door”, “drop-by”, or “plug-in” volunteering (Dekker and Halman, 2003; Eliasoph, 1998). • Self-driven and self-centred volunteering could provide a new impetus for an alternative volunteer movement using an army of dedicated individuals serving others while meeting their own needs and writing their own narrative of self-actualization (Micheletti, 2003; Handy and Srinivasan, 2004).

6. Reflexive Volunteering • Fundamentally entrenched in the active (re)design of individualised biographies and lifestyles (Hustinx and Lammertyn 2003: 238). • Reflexive volunteers invest a restricted amount of time, and perform a limited set of activities (Hustinx et al, 2010). • Scholars of volunteerism and participation document the assumed ‘passing’ of the traditional volunteer, the emergence and rise of the episodic volunteer (Cnnan and Handy, 2005; Handy, Brodeur and Cnaan, 2006; MacDuff, 2005), an apparent loss of social capital (Putnam, 2000), the emergence of postmodernism (Hustinx and Lammertyn, 2003), and problems of building citizenship and community spirit (Meijs and Brudney, 2007). • Have we been using the wrong model of volunteer work? • Need to focus on the organisation’s needs and how the potential volunteers’ assets (talents, capabilities, knowledge and expertise) could serve them best.

7. The Volunteer Assets Model • Service: Offering high availability but low assets (The traditional backbone of volunteer supply) • Star: Offering high availability that host organisations wish to engage precisely to benefit from their assets (high levels of professional training or accomplishment, influence in their community, association with important decision makers) • Sweat: Offering low availability and low assets. They include younger volunteers and students engaged in learning who may just be starting work in organisations and lack experience. They could also be highly professional experts who chose to perform outside their chosen career field (i.e doctors preparing meals etc) • Specialists: Offering low availability, but have high assets that they may wish to contribute (highly trained professionals spanning different fields). They may not have the opportunity (availability) to contribute these valuable skills on an on-going basis, but are attracted to episodic volunteering. (Devised from the work of Brudney and Meijs, 2009)

8. The VAM and this Study • Volunteer administrators should be encouraged to find a ‘fit’ between a potential volunteer’s interests, needs and motivations and what they as an organisation can offer to them. Getting the correct mix of expectations, motivations and outcomes could really make a difference in terms of a recruitment drive. • Looking at the model, any potential training could turn sweat and service volunteers into specialists, but also the training could be perceived as an added bonus which may affect availability, especially amongst less represented social groups for whom volunteering for 2014 could be the first form of formal training they may have received • Recruitment strategy should communicate to potential volunteers: • The context of the work, the time considerations, possible out of pocket costs, the training they offer, the qualifications and characteristics that would be ideal and the benefits to the volunteer. • The tasks and the skills needed could make the most use of the ‘stars’ volunteers, so that certain vital skills do not go wasted on the wrong task. • Another important aspect is taking care of the costs of volunteering participation and communicating that to the potential participants so that there is no imbalance between the costs and the rewards of the participation. The potential cost could be a potential barrier that perhaps keeps people with low assets away from volunteering for the Games and as such it should become perfectly clear to them that all costs would be covered.

9. Making the Most out of Volunteers • The “Volunteer- Fit” Model RECRUITMENT/ SELECTION Matching skills to tasks Inclusivity Volunteer’s Needs and Expectations TRAINING Transferable Skills Accredited Qualification COMMUNICATION Costs Benefits Organization’s Needs and Expectations MANAGEMENT Rotation Upholding Enthusiasm Identity Reinforcement THE EVENT Inspiration Community Ethos Change

10. New Model?

11. A Legacy Organization…. • Using the Manchester Event Volunteering (MEV) organization (Nichols and Ralston, 2010: p178) as a role model, Glasgow should perhaps set up a similar organization • Marketing Recruitment drives • Training- Develop a reliable and skilled workforce • Accreditation from a training body/ Further education Future Employment • Code of Good Practice Effective volunteer management/ Manual • Use of Social Media/ Network Branding/ Making Volunteering Cool • Effectiveness/ One Voice If all bodies work under the same umbrella organization, then the volunteer legacy agenda could be pushed more effectively

12. Today’s Seminar… • Brainstorming of ideas • Dialogue on the model and how it could be expanded, amended and perhaps tested (MRes Project) • Possible sources of funding available • Other ideas • Networking opportunities • Framing the research question

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