Volunteers: Helping Hands or Strategic Assets?

In the current climate of staffing shortages, funding constraints, and increased pressure on organisations to deliver more with less, the role of volunteers must be urgently re-evaluated. Too often, volunteers are seen as “helping hands” — a nice-to-have rather than a necessity — or used to fill gaps rather than being integrated as essential contributors to mission delivery. This outdated view not only underutilises the potential of volunteers but actively undermines the capacity of organisations to thrive in an increasingly complex and demanding environment.

The Shifting Landscape of Volunteering

Volunteer engagement is evolving. The traditional profile of the long-term, older volunteer who could commit to regular weekly shifts is changing. Many older volunteers have stepped back — a trend accelerated by the COVID-19 pandemic and ongoing health or caregiving responsibilities. At the same time, there is a noticeable rise in younger people wanting to volunteer, often driven by values-based motivations such as climate action, social justice, and community wellbeing.

However, these younger volunteers bring different expectations. They seek meaningful, flexible opportunities where their skills are valued and their contributions have visible impact. Many are part of a transient or freelance workforce, balancing multiple commitments, study, or short-term employment. This new generation of volunteers is not necessarily less committed — they’re just committed differently. Their willingness to engage depends on the relevance of the opportunity and how well the organisation communicates its purpose.

From “Helping Hands” to Strategic Assets

Framing volunteers as “helping hands” positions them on the periphery of an organisation’s strategy. They are called in when things get busy or staff capacity runs low. They are given tasks — but often without input, context, or connection to the larger mission. This limited view creates a transactional relationship that fails to inspire commitment, limits innovation, and overlooks the diverse talents and experiences volunteers bring.

In contrast, organisations that view volunteers as core contributors integrate them into planning, programme design, and evaluation. These organisations understand that volunteers can extend reach, deepen impact, and enhance community engagement. They recognise that volunteers are not free labour — they are unpaid professionals whose contributions must be nurtured and respected. When positioned strategically, volunteers bring fresh ideas, lived experience, professional expertise, and community insight.

Resourcing Volunteers Is Mission-Critical

The perception of volunteers as ancillary also fuels a reluctance to properly invest in volunteer programmes. When funding is tight, volunteer management is often among the first roles to be cut. But this is a short-sighted move. Effective volunteer engagement requires coordination, communication, and care. It requires time to build relationships, create meaningful roles, provide training, and give feedback. Without this, volunteer experiences suffer — and so does retention.

A well-resourced volunteer programme enhances organisational resilience. It builds a broader base of support, creates stronger ties to community, and offers surge capacity during times of crisis. In a stretched sector, these are not luxuries — they are necessities. Volunteers do not replace staff, but they can extend the capabilities of staff and help fill service gaps, especially when designed into delivery models from the outset.

Organisational Culture Matters

Another limitation of the “helping hands” mindset is its effect on culture. When volunteers are not included in meetings, decision-making, or communications, they become siloed and disengaged. They may feel undervalued or invisible. This results in high turnover, poor morale, and a lack of cohesion across teams.

On the other hand, when volunteers are seen as team members — involved in conversations about impact, invited to share insights, and celebrated for their work — the entire organisation benefits. A culture of appreciation and shared purpose leads to greater commitment, increased innovation, and more authentic relationships with the communities served.

This inclusive culture must also respond to equity. It means creating volunteer opportunities that are accessible across age, ability, ethnicity, and socioeconomic background. It requires dismantling barriers such as rigid time commitments, digital exclusion, or costly onboarding processes. Volunteers bring diversity — and when supported to fully participate, they help organisations reflect the communities they serve.

Building Capacity Through Volunteer Involvement

In a time when demand for services is growing but resources are shrinking, building capacity is essential. Volunteers are a powerful mechanism for doing this — not as emergency backfill, but as co-creators of mission. Their involvement can help pilot new initiatives, extend geographic reach, strengthen advocacy, and test innovative solutions.

To harness this, volunteer involvement must be integrated into strategic planning. Roles should be designed around skills and impact, not just availability. Volunteer leaders should have a seat at the table. Monitoring and evaluation should include volunteer outcomes. Investment in volunteer infrastructure — including training, digital tools, and leadership development — must be seen as fundamental to organisational health.

Reframing for the Future

To meet the challenges of the current environment and prepare for what lies ahead, the sector must move beyond the notion of volunteers as “helping hands.” This framing diminishes the potential of what volunteer engagement can achieve. Instead, we must embrace a vision of volunteering that is purposeful, professional, and deeply aligned with organisational strategy.

Volunteers are not an add-on. They are a critical workforce, a source of innovation, and a bridge to community. When we treat them as such — with investment, intention, and inclusion — we unlock the full power of people to drive change.

Now more than ever, we need to elevate the role of volunteers from the sidelines to the centre. Not just because we’re under pressure, but because doing so builds stronger, more connected, more resilient communities — and that’s at the heart of why we exist.

Written by:
Cheryll Martin QSO
Volunteering Auckland