Let’s talk about an important group that we too often overlook in our discussions of nonprofits: our volunteers.
Famed management guru Clayton Christensen has a thesis that can help us appreciate volunteers more clearly. His “jobs to be done” theory suggests that people don’t simply buy a product or service—they “hire” it to solve a problem in their lives. What “product” are our volunteers trying to hire from us?
McDonald’s discovered that customers weren’t buying milkshakes mainly for their rich taste, but rather as a very filling drinking companion for a long commute. Zoom recognized that while there were already several online video solutions, the job to be done was to make connecting online seamless and reliable.
Too often we define our mission by what we offer—programs, events, reports, or services. But the real question is what jobs are our constituents actually hiring us to do? In particular, nonprofits often misunderstand what volunteers are truly “hiring” them to accomplish. Their motivations are rarely just about helping.
They might be trying to connect with their community via shared efforts. A retired accountant may volunteer at a nonprofit to hire the opportunity to keep their skills sharp and to feel useful. A college student may be hiring the volunteer role to gain resumé-building experience.
Many volunteers could be hiring the organization to provide belonging. A Saturday morning park clean-up, for example, isn’t mostly about trash removal. It’s a job of meeting neighbors, working side by side, and strengthening civic pride.
For some, volunteering is the job of aligning personal values with tangible action. They want to see their convictions come alive in practice, whether that’s climate action, hunger relief, or mentoring youth.
Think carefully about the job that your volunteers are “hiring” you to do for them. And try using the “jobs to be done” model when you think more widely about your staff and your other constituents.