Rethinking Micro-Volunteering: Balancing Member Engagement and Organizational Goals

I have heard about the ever-elusive potential of #micro-volunteering for years. There is so much enthusiasm and promise surrounding the topic; but there is usually little detail and even fewer measurable outcomes. So when given the chance, my #ASAE Component Relations and Volunteer Management Council colleague and #associationrockstar Josh Gold, CAE, CMP of the National Apartment Association (Naahq) and I decided to tackle the topic during a recent ASAE: The Center for Association Leadership CRVM Crunch & Munch webinar. Nearly three dozen association professionals joined us to explore the concept and its impact on member engagement. Our conversation challenged common assumptions about #micro-volunteering and its implementation in associations. I wanted to share with you some insights from the discussion and my takeaways:

Micro-volunteering, often touted as a solution for increasing member engagement, involves offering short-term, flexible volunteering opportunities. However, the panel questioned whether these brief engagements truly create lasting connections with the organization or simply fulfill immediate needs. I also wondered if "micro" opportunities, while a good entry point, set members up for unrealistic expectations of more traditional volunteer opportunities.

One key takeaway was the importance of aligning micro-volunteering initiatives with members' interests and needs, rather than solely focusing on organizational goals. One participant pointed out, "We don't call it micro-volunteering... we've started speed mentoring, where people are signing up as a mentor for that particular day. It's more where they're connecting with others in a very short period of time."

The discussion also highlighted the need for associations to rethink their governance structures. Instead of simply adding micro-volunteering opportunities on top of existing long-term commitments, organizations should consider restructuring to accommodate shorter-term engagements. This approach could include transitioning some standing committees to annual volunteer calls or creating task forces for specific projects. Several shared their "get involved" webpages that encouraged members to select activities, share interests, or submit volunteer applications throughout the year.

Measuring the success of micro-volunteering programs emerged as a significant challenge. Many associations struggle to track and evaluate these short-term engagements effectively. The panel emphasized the importance of defining success in terms of member satisfaction and engagement more holistically, rather than solely focusing on filling leadership pipelines.

Interestingly, the conversation revealed that many presumed "standard practices" in association management are not as widespread as commonly believed. For instance, only about half of the participating associations reported having online community platforms, and even fewer conducted regular volunteer satisfaction surveys.

There was a different perspective from those working with trade associations. The perceived importance of committees versus other forms of micro-volunteering might be a factor to consider, especially when some may need to get a sign-off from a company or boss. However, micro-volunteering may be a way to increase participation from within a member company, engaging those below the decision maker/check writer.

The panel also addressed the costs associated with implementing and managing micro-volunteering programs. These include staff time for coordination, technology investments, and the ongoing effort required to educate staff about the importance of tracking volunteer activities.

Ultimately, the discussion underscored the need for associations to approach micro-volunteering strategically. As Josh noted, "If it's something that creates affinity for the organization and increased engagement in the organization, then that should be sort of enough." The key is to balance organizational needs with member expectations, creating meaningful experiences that benefit both the association and its members.

As associations continue to evolve their volunteer management strategies, the insights from this panel serve as a valuable reminder to question assumptions, prioritize member needs, and carefully consider the resources required to implement new initiatives effectively.