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Hidden Workforce Report - Skills for Health

Hidden Workforce Report - Skills for Health

‘The

‘The Hidden Workforce’- Volunteers in the Health Sector in England • promoting SMARTer, not harder, working • teaching the skills of delegation • teaching managers of volunteers how to influence others. Managing People (20 hours) Focusing on the particular people management skills that are involved in managing volunteers, such as: • planning and organising • developing skills and talent • supporting, coaching, training and motivating • managing challenges • building teams • working creatively. Managing in the Community (10 hours) Exploring the role of volunteering in the wider community, including: • strategically planning volunteer involvement • considering the local environment and local community • considering issues of diversity and rurality • achieving best practice through investing in volunteers/investing in volunteers for employers. Managing Resources (15 hours) Exploring the legal and financial aspects of managing volunteering, including: • measuring and demonstrating the impact of the work of volunteers • budgeting for volunteer involvement • funding volunteering • managing risk • looking at insurance considerations • considering volunteers and the law. 6.26 The qualification is not without controversy: one of our interviewees commented that there is currently too much emphasis on introducing a qualification for volunteer managers. He favours greater experience over paper qualifications: You want people to motivate and inspire volunteers to make a difference in people’s lives ... A teenager, for example, will listen to other teenagers, not to a 60-year-old with an NVQ4. 38

‘The Hidden Workforce’- Volunteers in the Health Sector in England 6.27 The EVM programme was developed in response to a national survey of managers of volunteers which showed that managers of volunteers: • need and want to take ownership and control of their own development; • want to develop good practice within their organisations; • want to improve their individual performance; • want a quality learning experience; • want choice in how they learn; • want and need to be able to access learning locally. 6.28 Few of our interviewees knew about this qualification, so we have little basis on which to comment on the appropriateness of the training for the healthcare sector. It certainly looks appropriate on the face of it, and well worth further investigation. 6.29 The Department of Health reported in 2008 in its Consultation Document on volunteering that it has supported the design and piloting of a national CIPDaccredited post-graduate course for volunteer programme managers. 13 The initial programme will enable 90 volunteering managers to pass a leadership and management course, and achieve Licentiate Membership of the Chartered Institute of Personnel and Development (CIPD). DH hopes that this will support their career progression and provide more effective volunteer management policies and practices. Investing in Volunteers 6.30 Another approach to increasing effectiveness focuses on the organisation rather than the individual – through meeting the Investors in Volunteers standard (IIV). 6.31 Investing in Volunteers describes itself on its website as the UK quality standard for all organisations which involve volunteers in their work. The Standard enables organisations to comprehensively review their volunteer management, and also publicly demonstrates their commitment to volunteering. 14 13 Towards a strategy to support volunteering in health and social care: Department of Health, 2008 14 http://iiv.investinginvolunteers.org.uk/ 39

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