Willing volunteers outperform conscripts and mercenaries every time. They are more innovative and creative as well more diligent and disciplined.
Volunteers have bought into a mission and a purpose rather then been bought into it.
Much of the private sector is struggling with how to turn salaried staff from conscripts and mercenaries into volunteers. Finding ways to engage them in the work of the organisation. To provide them with fulfilling and rewarding work.
Much of the public and third sector seems to be taking almost exactly the opposite path. It finds ways to turn passionate and caring volunteers (people who have bought into the mission) into conscripts and mercenaries. This is achieved by:
- making them servants of the system rather than servants of their customers
- imposing performance management systems that often fail to recognise quality service delivery
- entering into inflexible and output related contracts for service delivery that shrink opportunities for innovation and improvement
- managing them as if they are units of production rather than as caring and compassionate people full of insights into how to improve performance.
It is a strange paradox that many private sector clients are making genuine efforts at developing employee engagement in pursuit of profits while so many third sector and public sector organisations are developing processes and systems that alienate employees and volunteers in pursuit of efficiency.