A recent study by researchers at Emlyon Business School and HEC Montreal, soon to be published in the Journal of Marketing, is a significant contribution to understanding the evolving nature of volunteerism. This study provides critical insights into the changing dynamics of volunteer engagement, offering actionable strategies for mutual benefit. The forthcoming paper, ‘Managing Brand Relationship Plurality: Insights from the Nonprofit Sector,’ authored by Verena Gruber and Jonathan Deschênes, is a must-read for nonprofit managers seeking to adapt to the evolving landscape of volunteerism.

Volunteers are crucial to the sustainability and operations of nonprofit organisations worldwide. According to a 2021 report by United Nations Volunteers, over 850 million volunteers globally contribute to various causes. Traditionally, these volunteers were motivated by altruism and a solid cultural and personal alignment with the nonprofits they chose to support. Today, however, the relationship between volunteers and nonprofit brands has transformed. Modern volunteers often engage more casually, seeking flexibility and opportunities for personal and professional growth rather than committing long hours or forming deep affiliations with organisations.

This shift poses a significant question for nonprofits: How can they build and maintain relationships with a volunteer base whose motivations and engagement levels are changing? The study suggests that nonprofits can benefit by fostering traditional and newer volunteer relationships. Through a detailed case study of the Red Cross in Vienna, Austria, the research illustrates how organisations can adapt their volunteer management practices to cater to traditional volunteers who are deeply committed and newer ones who prefer a more flexible involvement.

The study recommends maintaining a strong material presence for traditional volunteers, who are still vital to nonprofit organisations’ core functions. This includes creating physical spaces for volunteers to meet and interact, providing training and skill-building opportunities, and using branded materials such as clothing and high-quality communication tools like exclusive magazines. These practices help strengthen the bond between the volunteers and the organisation, encouraging a deeper and more committed engagement.

In contrast, the approach to newer volunteers should be more pragmatic. These individuals prefer to volunteer when it suits their schedules and are less emotionally invested in the organisations they help. The study suggests nonprofits should respect these preferences and focus on creating a flexible engagement model that accommodates intermittent involvement. This could involve using technology, like mobile applications, to manage and activate a diverse pool of volunteers as needed.

Jonathan Deschênes notes that the research highlights essential lessons for nonprofit managers in balancing these volunteer relationships. The findings suggest that a symbiotic approach can be beneficial, where distant and non-escalating relationships are managed alongside more traditional, growth-oriented ones. This strategy helps manage volunteer resources more effectively and has broader implications for brand relationship management across both nonprofit and for-profit sectors.

Moreover, the concept of “Neither Growing nor Fading” (NGNF) relationships introduced in the study is particularly intriguing. These are relationships where volunteers only sometimes deepen their engagement over time but still contribute regularly. The researchers argue that while these relationships have been largely overlooked, they represent a significant portion of interactions in consumer-brand relationships as well.

For nonprofit managers, the study offers a roadmap for navigating the changing dynamics of volunteer engagement. The strategic recommendations, such as embracing the new volunteer logic, developing partnerships to broaden outreach, and tailoring communication strategies, are invaluable tools for adapting to the evolving landscape of volunteerism. Additionally, the study’s insights on identifying specific volunteer profiles and skillsets can help in more effectively matching volunteers to tasks, ensuring that each engagement is productive.

This comprehensive analysis not only sheds light on the changing landscape of volunteerism but also provides actionable strategies for nonprofits to adapt and thrive in this new environment. As volunteer motivations and behaviours continue to evolve, understanding and integrating these insights from the study will be key to fostering successful and sustainable volunteer relationships. The study’s relevance to the current challenges in volunteer management makes it a compelling read for nonprofit managers.

More information: Verena Gruber et al, Managing Brand Relationship Plurality: Insights From the Nonprofit Sector, Journal of Marketing. DOI: 10.1177/00222429241253193

Journal information: Journal of Marketing Provided by American Marketing Association