We’re deep into another busy season in the social profit sector and the strain is palpable, not just among staff, but among volunteers. From executive directors to frontline coordinators to the volunteers themselves, people are being asked to do more in environments that can sometimes lack that structure, resourcing, or clarity needed to support them. But this isn’t simply a story about strain, it’s a call to design differently. Because how we engage volunteers must be as deliberate as how we fund programs or deliver services. Volunteerism, when done well, isn’t just helpful—it’s strategic. And it’s time we treated it that way.
The Stress Feedback Loop
Here’s what the data tells us:
That’s not a volunteer problem. That’s a structural design challenge where the gap between expectations and capacity is widening. One where fewer people are doing more work, under more pressure, with less support. A loop that wears down staff as much as it does volunteers.
When volunteer roles evolve without resources, oversight, or a clear connection to organizational strategy, we risk turning goodwill into organizational strain—both to the people giving their time and to the missions we’re trying to advance.
The Need for Intentional Design
Let’s use corporate volunteerism as an example of the intersection of interests and abilities. Corporate volunteerism can be a powerful lever for social change—but only when it’s grounded in mutual benefit. Too often, opportunities are shaped more by what fits a company’s team-building goals than by what a nonprofit actually needs.
When that happens, well-meaning efforts can inadvertently strain staff, disrupt programs, or divert resources. But when thoughtfully planned in partnership, corporate engagement can deepen impact, build relationships, and increase visibility in ways that truly serve everyone involved.
If you’re a non-profit or charity, before launching a corporate volunteer opportunity, ask: Is this work that truly advances our mission? Do we have the capacity to support it well?
If you’re a corporate sponsor or investor, asking your organization of choice to host a volunteer engagement opportunity for your team, ask the organization: Do you have someone who manages volunteer engagements? Do they have the capacity to do this? Will it further your mandate? How can we assist to make it a mutually meaningful experience for all?
Spotlight: Leaders Reshaping Volunteerism
Across Canada, sector leaders are pushing for a more sustainable, equitable future; one where volunteerism is reimagined as shared power, not free labour.
Megan Conway (Volunteer Canada) has championed a national strategy to protect and sustain volunteerism, calling for serious investment in inclusion, mental health, and support infrastructure.
Bruce MacDonald (Imagine Canada) is raising the alarm on the legal, ethical, and financial risks of substituting staff with unpaid labour, urging a reinvention of nonprofit staffing models.
Ken Fetherstonhaugh (Glenbow Board & RBC Wealth Management) is part of a governance team overseeing a major transformation at Glenbow. The museum is co-creating exhibits with Calgary’s diverse communities—shifting from a model of service to one of shared authorship. Volunteers aren’t just supporting the museum, they’re helping write its next chapter.
From Engagement to Enablement
What would it look like to design volunteerism around mutual gain?
Volunteer engagement should never be reactive. It must be strategic, supported, and clear-eyed about the risks and rewards. That includes:
- Knowing when a task requires paid, trained staff—and the volunteer and organizations saying no to unpaid substitution.
- Ensuring there’s dedicated personnel (doesn’t have to be full time) and creating onboarding and training that supports success, not just sign-up.
- Being honest between partners about what is truly helpful, and what is performative.
- Building feedback loops to understand what’s working for volunteers and the staff charged with supporting them, and what’s not.
It means creating roles that nourish as much as they demand—offering mentorship, learning, rest, and purpose. It means planning for sustainability and wellbeing both for volunteers and staff, and offering support like debriefs and mental health referrals, not just orientation packages.
It would also mean taking a hard look at the power dynamics behind volunteerism. Whose time are we asking for? Who gets to say no? And who benefits when the work gets done?
Breaking the Cycle
To move forward, we need leadership willing to name the tension—and design differently.
Volunteerism isn’t broken. But the way we support, structure, and resource it must evolve. That shift starts with recognizing that engaging volunteers well requires just as much intention as engaging staff, partners, or funders.
And that responsibility doesn’t rest with engagement coordinators alone. Boards, funders, legal advisors, and program leads all shape the conditions volunteers enter into.
If we want volunteerism to thrive, we must stop treating it as an informal layer of support—and start treating it as a core part of mission delivery.
Four Ways to Build Smarter, Stronger Volunteer Strategies
- Invest in Infrastructure, Not Just Enthusiasm
From onboarding to offboarding, every touchpoint shapes the experience. Fund and prioritize coordination, training, and systems, not just the activities themselves. - Clarify Roles and Boundaries Early
Know what belongs in a volunteer role and what should be a paid position. be clear about expectations, capacity, and accountability from the start. - Co-Create, Don’t Just Assign
Design roles with volunteers, not just for them. Build in feedback loops, reflection points and opportunities for growth. - Educate Funders and Interest Holders
Use data and stories to show the full cost and value of volunteer engagement. Advocate for funding models that support people, not just programs.
So what now? If you lead, fund, or rely on volunteers—consider what’s possible when we centre their wellbeing alongside their contributions. What if volunteerism wasn’t a quiet sacrifice, but a shared investment? With care, intention, and the right support, we can build cultures where giving time becomes not just sustainable, but joyful.
Let’s Change the Narrative. Together.
Volunteerism isn’t broken—it’s evolving. But if we want it to survive the next decade, we need to stop treating it as a limitless resource and start treating it as a relationship. One anchored in mutual respect, grounded in equity, and supported across sectors. Because when we do that, we don’t just get more volunteers, we build more resilient communities.
