Reference no: EM131178673

PLEASE REBUTTAL, RESPOND AND ANSWER EACH OF THE FOLLOWING QUESTIONS OR POST STATEMENTS. MUST BE 150 WORDS (PLEASE), WRITE IN 3RD PERSON. ONLY ONE REFERENCE CAN BE USED FOR EACH ANSWER.

DQ 1. Volunteers come in many different forms of talents and motivations. Just as with training and on-board processes, volunteers should be screened, interviewed and hired to perform particular duties and placed in a particular position or positions. By not short-cutting these processes, the company can best utilize the talents and skills of these volunteers. Oftentimes they are retired persons who want to fill their time and give back to the community. The volunteers should also go through regular performance reviews and possibly be promoted within the organization to a more customer-facing position, or even a leadership position (Kolar, Skilton& Judge, 2016). These volunteers will be interacting with all types of stakeholders, but the more powerful the position, the more stakeholders they will interact with and influence. This is why the selection and review process is so critical for volunteers as well as for employees.

Kolar, D., Skilton, S., & Judge, L. W. (2016). Human Resource Management With a Volunteer Workforce. Journal Of Facility Planning, Design & Management, 4(1), 5-12. doi:10.18666/JFPDM-2016-V4-I1-7300

DQ 2. If organizations want to gain insight and receive valuable information that will influence organizational plans, processes, and decisions, then they must involve volunteers during their strategic planning. Volunteers are more than unpaid workers; they have vast skills as noted by Ellis (2003) to affect public image, assist with raising money, and influence with community. Volunteers are the "invisible" people that are untapped sources of information, which could potentially propel a company to the next level. They can offer a different perspective that managers fail to see when planning and making decisions. I remember volunteering at a shelter in Houston, and I knew that place in and out. As I am reflecting back, no one ever asked me my opinion about the organization and what could be done to make it better such as the wasted resources that could have been used in another capacity. If managers fail to ask, they fail to improve.

Ellis, S. (2003). Do volunteers deserve the board's attention? Nonprofit World, 21(1), 19-21.

https://lopes.idm.oclc.org/login?url=https://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=19072309&site=ehost-live&scope=site

DQ 3. If organizations are smart they would use these volunteers as conduits to gain valuable insight and knowledge of the stakeholders needs. These people are volunteers that have no vested interest in an organization, so stakeholders might be more willing to open up and discuss needs with volunteers than with someone who is basically being paid to be there. As Ellis (2003) notes, "volunteers are a source of valuable information for planning and evaluation purposes-but only if someone asks their opinions" (p. 19). Another valuable way that organizations may use volunteers is when discussing politics. In some cases, it might be illegal for an organization to openly criticize legislative decisions, or political candidates, but volunteers are under no such restrictions as long as they are not official representatives of your organization (Why Involve volunteers, n.d., p.1). It is during times like this that volunteers can provide an organization with a voice to speak up when they are officially not allowed to do so themselves.

Ellis, S. (2003). Do Volunteers Deserve the Board's Attention?. Nonprofit World, 21(1), 19-21.

Why Involve Volunteers? (n.d.). Retrieved August 20, 2016, from https://www.serviceleader.org/leaders/why