When researchers and practitioners around the globe conceive of the value of volunteers to nonprofit organisations, they nearly always point to the perceived low costs of having volunteers, and the difficulty of recruiting them. In survey research evaluating the advantages and disadvantages of volunteers, “cost savings” usually emerges as the top benefit, and the problematic nature of recruitment draws parallel attention as a drawback. In this research we ask a related question: Even if the (low) cost and (difficult) availability of volunteers were not considerations, why would an organisation still have a volunteer pool? In other words: What are the unique added values of volunteers for host organisations?
To address this question we begin by reviewing the relevant literature to develop a theoretical framework regarding the value of volunteers. The literature reveals that volunteers can add value in many ways, through, for example, developing their own human capital, contributing to societal goals, adding value for organizational beneficiaries, assisting their host organisations, and indeed sparing (some) costs for organisations. Although existing literature on this topic centers primarily on service-delivery and mutual-support organisations, most of the research can be extended to campaigning organisations as well. Based on the literature our theoretical framework proposes six unique volunteer values for nonprofit organizations: credibility, network effect, diversity, proximity, source of feedback, source of innovation.
The present research uses three approaches to examine whether volunteers, as opposed to paid staff, can bring these values to an organisation. First, we conducted focus groups with paid staff and volunteers at UNICEF-the Netherlands to explore which values participants think volunteers add to the organisation. Second, we conducted an experiment to determine the value of credibility to UNICEF: In this experiment we randomly assigned respondents to answer questions based on their exposure to either a volunteer or a paid staff member talking about UNICEF. Finally, we performed an experiment where schools were invited to participate in a UNICEF event staffed by either paid staff or volunteers.
The results of the focus groups confirm the values of volunteers from the existing literature. Participants agreed volunteers can be perceived as more credible. They also valued the large network, diversity and proximity generated by volunteers, and acknowledged that volunteers can be a source of feedback and innovation. Moreover, a new unique volunteer value emerged: Goodwill can be created because volunteers do not get paid for the work they do.
The two experiments did not show significant findings confirming either the network effect or the credibility of volunteers. However, we recognize in the study multiple limitations that could be improved for further research. The credibility experiment did show a significant correlation between credibility and intention to donate.
The results of the research suggest that volunteers bring seven unique values to nonprofit organisations: credibility, network effect, diversity, proximity, source of feedback, source of innovation, and goodwill. This information can be used by nonprofit organisations in multiple ways, such as to raise donations, recruit new volunteers, increase visibility to different stakeholders, etc.
Value co-creation, co-design and co-production in public services
Not_Dollars_But_Sense_-_Exploring_the_Value_of_Volunteers_to_Nonprofit_Organizations_-final.pdf 