Culture Eats Volunteering for Breakfast - How Organisational Culture Impacts Volunteer Engagement

Peter Drucker's famous quote, "Culture eats strategy for breakfast," holds profound significance in the context of volunteer engagement. While volunteering teams may not be the primary drivers of organisational culture, their success is heavily influenced by the prevailing culture. 

This article delves into the intricate relationship between organisational culture and volunteer engagement, highlighting the critical role of CEOs and People Directors in fostering a culture that empowers volunteers to thrive.

The Impact of Organisational Culture on Volunteer Engagement:

A positive and supportive organisational culture is the cornerstone of successful volunteer engagement. When organisations embrace values like trust, flexibility, agency, openness, and inclusion, volunteers feel valued, respected, and empowered to contribute their best. Numerous studies have demonstrated the correlation between these values and volunteer satisfaction, retention, and overall effectiveness.

A recent quote I heard, resonated with me. “People don’t just quit organisations or leaders… they quit organisational cultures’.

The Role of CEOs in Shaping Organisational Culture:

CEOs play a pivotal role in shaping the organisational culture that permeates every aspect of an organisation, including volunteer engagement. They have the responsibility to set the tone, championing values that foster a welcoming and nurturing environment for volunteers. Effective CEOs lead by example, demonstrating these values in their interactions with all stakeholders, including volunteers.

The Importance of People Directors in Cultivating a Culture of Volunteering:

The appointment of a Chief People Officer (CPO) with a focus on culture is crucial for organisations that prioritise volunteer engagement. CPOs should possess a deep understanding of human behaviour and the unique motivations that drive volunteers. They should champion a culture that values both staff and volunteers, recognising their shared contributions to the organisation's mission.

Addressing Concerns about Housing Volunteering within HR Directorates:

While some volunteering professionals have expressed concerns about reporting directly into traditional HR directorates, it is important to recognise that the role of HR has evolved significantly. Progressive HR professionals understand that volunteers are not simply unpaid staff and appreciate the distinct dynamics of volunteer engagement. They increasingly (although not universally) recognise the importance of fostering a culture that respects the unique motivations and contributions of staff and volunteers. They recognise that central to their role is to create an environment in which everyone can flourish in delivery of organisational mission.

A Call to Action for Volunteering Professionals:

I want to throw the gauntlet to volunteering professionals.  I hope, we all believe  volunteering success to be as critical as staff success, and that culture crosses staffing and volunteering. 

If we believe more volunteering experience is needed at the top of the HR profession, we need to make it as much our business to understand HR as it is for HR professionals to understand volunteering. I want to encourage volunteering professionals to take CIPD qualifications and gain HR experience so that you can become future People Directors.

Volunteering professionals should embrace the opportunity to step into leadership roles, including CPO positions. Their firsthand experience with volunteer engagement and their understanding of the unique motivations of volunteers, and their understanding of human behaviour make them invaluable assets in shaping a culture that fosters volunteer success.

Attempts to distance volunteering from HR, in my view serve to cement volunteering as operational but not strategic, peripheral rather than central to the culture of the organisation. Volunteering should be a cross-cutting theme not just a departmental function. If we want volunteering to be central to organisational thinking, we need it at the heart of our culture.

We would not place HR in an operational team? Volunteering deserves to be equally central and cross cutting in our organisations.

Conclusion:

Organisational culture plays a decisive role in determining the success of volunteer engagement initiatives. By embracing a culture of trust, flexibility, agency, and openness, organisations can empower volunteers to make significant contributions to their missions. CEOs and People Directors have the responsibility to cultivate such a culture, ensuring that volunteers feel valued, respected, and empowered to thrive. The future of volunteer engagement hinges on the willingness of both volunteering and HR professionals to collaborate, share knowledge, and champion a culture that recognises the immense value of volunteers.

We need more volunteering professionals stepping up into director positions, and HR professionals taking the time to learn more about volunteering motivations. Only then will culture stop eating volunteering for breakfast.

Chris Wade, December 2023