Daniel Rose & Sally Wintle – Insights Team What does the volunteer survey tell us about managing change?

Daniel Rose & Sally Wintle – Insights Team

What does the volunteer survey tell us about managing change?

Warm-up

• If you had the super-power to change one thing at your property, what would it be?

• What difference would it make to volunteers, staff and visitors?

The Volunteer Survey

• Every September• 18,000+ respondents – mostly regular

volunteers• 9 themes (drivers):

Recommendation (KPI)EnjoymentOrganisation & ManagementLeadershipEngagement

CommunicationVoiceEmpowermentCulture & Values

• Results on MI dashboard & from your VCI Consultant

Change will always have an impact…

Denial

Anger

Bargaining

Depression

Acceptance

Em

otio

na

l Res

po

nse

Time

Active

PassiveDenial

Anger

Bargaining

Depression

Acceptance

Em

otio

na

l Res

po

nse

Time

Active

Passive

How much did the Volunteer Recommendation KPI change?

0%

So, does change have any effect on the KPI?

Recommendation KPI 2012 2013 2014

Capital investment 60% 64% 60%

Leadership 59% 57% 58%

Interpretation and display 57% 54% 54%

Organisation and management 49% 44% 56%

0% 2% 4% 6% 8% 10% 12% 14% 16% 18%

-6%

-4%

-2%

0%

2%

4%

6%

8%

10%

12%

14%

Difference to Total (% Strongly agree)

Ch

an

ge

fro

m 2

013 t

o

20

14 (

% S

tron

gly

ag

ree)

Capital investment change

0% 2% 4% 6% 8% 10% 12% 14% 16% 18%

-6%

-4%

-2%

0%

2%

4%

6%

8%

10%

12%

14%


Ch

an

ge

fro

m 2

013 t

o

20

14 (

% S

tron

gly

ag

ree)


VR KPIAbove average, and not really changing

Propensity to recommend strongly connected to belief in the organisation

IMPLICATION: The KPI isn’t as sensitive to change as other engagement measures. Belief, which often drives the KPI, is also insensitive

0% 2% 4% 6% 8% 10% 12% 14% 16% 18%

-6%

-4%

-2%

0%

2%

4%

6%

8%

10%

12%

14%


Ch

an

ge

fro

m 2

013 t

o

20

14 (

% S

tron

gly

ag

ree)


There are opportunities for me to be involved in the plan for the place I volunteer

I understand how plans for the place I volunteer fit with the Trust's strategy

The management team have explained their plans for the place I volunteer

General Manager inspires people with clear vision

I understand my role in the plans for the place I volunteer

0% 2% 4% 6% 8% 10% 12% 14% 16% 18%

-6%

-4%

-2%

0%

2%

4%

6%

8%

10%

12%

14%


Ch

an

ge

fro

m 2

013 t

o

20

14 (

% S

tron

gly

ag

ree)


There are opportunities for me to be involved in the plan for the place I volunteer

I understand how plans for the place I volunteer fit with the Trust's strategy

The management team have explained their plans for the place I volunteer

General Manager inspires people with clear vision

I understand my role in the plans for the place I volunteer


IMPLICATIONS:

Successful management means not just explaining plans, but real volunteer consultation and empowerment

When managed well, such projects can galvanise and bond people at the property

Interpretation & display change

-16% -14% -12% -10% -8% -6% -4% -2% 0%

-6%

-5%

-4%

-3%

-2%

-1%

0%

1%

2%

3%


Ch

an

ge

fro

m 2

01

3 t

o

20

14

(%

S

tro

ng

ly a

gre

e)

0% 2% 4% 6% 8% 10% 12% 14% 16% 18%

-6%

-4%

-2%

0%

2%

4%

6%

8%

10%

12%

14%


Ch

an

ge

fro

m 2

013 t

o

20

14 (

% S

tron

gly

ag

ree)

Capital investment change – a reminder


-16% -14% -12% -10% -8% -6% -4% -2% 0%

-6%

-5%

-4%

-3%

-2%

-1%

0%

1%

2%

3%


Ch

an

ge

fro

m 2

01

3 t

o

20

14

(%

S

tro

ng

ly a

gre

e)

VR KPISome negative change


-16% -14% -12% -10% -8% -6% -4% -2% 0%

-6%

-5%

-4%

-3%

-2%

-1%

0%

1%

2%

3%


Ch

an

ge

fro

m 2

01

3 t

o

20

14

(%

S

tro

ng

ly a

gre

e)

Approachable management

People work together as one team

Staff value and appreciate volunteers

Volunteers are treated fairly and consistently

New ideas are encouraged and opportunity to express opinion


-16% -14% -12% -10% -8% -6% -4% -2% 0%

-6%

-5%

-4%

-3%

-2%

-1%

0%

1%

2%

3%


Ch

an

ge

fro

m 2

01

3 t

o

20

14

(%

S

tro

ng

ly a

gre

e)

Approachable management

People work together as one team

Staff value and appreciate volunteers

Volunteers are treated fairly and consistently

New ideas are encouraged and opportunity to express opinion


IMPLICATIONS: • This type of change can be seen as disruptive.• Volunteers have strong opinions about their property, and feel disappointed

when changes are made with which they don’t agree.• It is easy for volunteers to then feel detached from decision making.• Their voice feels lost and their opinion insignificant.• Making them feel unvalued, treated unfairly, and as if staff are working to a

different goal.

• Fully integrating volunteers in the process is essential.• When managed well the concerns volunteers feel are often short lived.

5 principles from volunteering & the cause

• Volunteers feel involved in decision-making

• Volunteers feel valued and appreciated

• Staff and volunteers work together as one team

• Staff emphasise the ‘why’ behind the targets

• Time and space for reflection

Laurence Harvey – Castle Drogo

Conclusions

Remember the change curve…

Denial

Anger

Bargaining

Depression

Acceptance

Em

otio

nal R

espo

nse

Time

Active

PassiveDenial

Anger

Bargaining

Depression

Acceptance

Em

otio

nal R

espo

nse

Time

Active

Passive

Managing periods of change

• Overall, there is evidence to suggest a major improvement across the organisation in bringing volunteers closer to the decision making process, by involving them in the plans for properties.

• Change management is on the whole good, with most drops in engagement part of the natural, emotional response process.

Documents

Daniel Rose & Sally Wintle – Insights Team What does the volunteer survey tell us about managing change?