Strategies for Supporting Volunteers Facing Burnout

In May of 2022, U.S. Surgeon General Vivek Murthy issued an advisory alerting the public about a health care worker crisis due to burnout. Although the surgeon general’s advisory concerned only one sector of the workforce, burnout certainly is not unique to health care workers.

The American Psychological Association (APA) stated in its 2022 Trends Report that “burnout and stress are everywhere” and at “all-time highs across professions.” The report further states,

“As in 2020, American workers across the board saw heightened rates of burnout in 2021, and according to APA’s 2021 Work and Well-being Survey of 1,501 U.S. adult workers, 79% of employees had experienced work-related stress in the month before the survey. Nearly 3 in 5 employees reported negative impacts of work-related stress, including lack of interest, motivation or energy (26%) and lack of effort at work (19%). Meanwhile, 36% reported cognitive weariness, 32% reported emotional exhaustion and an astounding 44% reported physical fatigue — a 38% increase since 2019.”

We, in the credentialing community, need to be mindful of the ravages of burnout not just among our workforce, but with our board members, subject matter experts (SMEs) and other volunteers.

In our experience as credentialing professionals who have worked with numerous volunteers over the years, we recognize the integral role of volunteers in nonprofit organizations. We should be mindful of the sometimes-subtle behavioral changes in board members, SMEs and other volunteers that could be an indication of burnout.

The Realities of Volunteer Burnout

Decisions that have significant financial, legal or organizational impacts, as well as extensive meeting hours and preparation, are examples of intense responsibilities and decision-making pressures, often compounded by a lack of direct control over day-to-day operations that can lead to board member burnout.

SMEs may face burnout from high expectations to provide expert knowledge and solve complex problems, often with limited recognition or support. Among other factors, causes for SME burnout can result from pressure to be continuously available and provide immediate solutions, lack of peer support or collaborative opportunities and balancing multiple projects or demands.

Management’s Sentinel Role

Authors Laura Berger and Glen Tibaldeo write in Psychology Today  that highly sought-after volunteers — board members and SMEs — are increasingly becoming "over-boarded," stretched thin across multiple board duties and that their extensive commitments. Although reflective of their competence, these behaviors amplify burnout risks. Decreased engagement, increased cynicism or pessimism and reduced collaboration with peers can be warning signs of volunteer burnout. Berger and Tibaldeo stress the critical importance of management recognizing indicators of burnout among volunteers and promptly addressing them to remain a viable, vibrant organization.

A credentialing organization’s board members, SMEs and other volunteers can all fall victim to burnout and, thus, can benefit from periodic wellness and self-care assessments. Within the credentialing community, combating burnout and promoting wellness is a multifaceted effort that involves individual actions as well as organizational support. By understanding the unique pressures faced by different roles and adopting tailored strategies, both individuals and organizations can foster a healthier and more productive environment.

What can credentialing organizations do to help their stakeholders prevent burnout? The next section provides a few strategies that can be used to assist in reducing burnout by board members, SMEs and other organizational volunteers.

Strategies to Address Volunteer Burnout

1. Be kind and supportive. When approaching a colleague, be non-judgmental. It can be difficult to hear that something a colleague may have not recognized or been trying to hide is obvious to others. Be compassionate and practice empathy. Ask questions and actively listen to get a better understanding of matters. Finally, practice acceptance by being open to new ideas and different perspectives.
2.  Offer Breaks and Downtime. Encourage volunteers to take breaks and time off when needed, ensuring that they do not feel pressured to keep going beyond their limits. Periodically assess volunteer workloads and redistribute tasks if necessary to assure that no one is overwhelmed.
3.  Foster a Culture of Self-Care. Encourage volunteers to take care of their physical and emotional well-being, and lead by example in promoting self-care practices within your organization. Offer resources or information on managing stress, mindfulness and maintaining a healthy work-life balance.
4. Offer Flexibility. Recognize that volunteers have other commitments. To the extent possible, offering flexible hours or remote opportunities can help them stay involved without feeling overburdened.
5. Provide Regular Feedback and Recognition. Acknowledge volunteers’ efforts and contributions regularly through thank-you notes, public recognition, or awards. Celebrate milestones and achievements, both big and small, to help volunteers feel appreciated and valued.
6. Set Clear Expectations. In onboarding volunteers, clearly communicate the scope of roles and responsibilities. This helps volunteers understand what is expected of them, reducing uncertainty. Offer training that equips volunteers with the skills and knowledge to do their jobs confidently.
7. Be Open to Feedback. Create an environment where volunteers feel comfortable providing feedback about their experiences and challenges. Use surveys or one-on-one check-ins to gather insights into how volunteers are feeling and use this feedback to make necessary improvements.

The Importance of Addressing Burnout

Organizations committed to enabling a healthier volunteer workforce are generally more successful. To that end, recognizing and addressing volunteer burnout is essential. Organizations should strive to foster a sense of community among volunteers by encouraging peer support and team-building activities, because volunteers who feel part of a cohesive group are less likely to experience burnout. Establish channels for open communication so volunteers can share concerns and get the support they need. By combining these strategies, dynamic organizations can reduce the risk of volunteer burnout and ensure that their volunteers remain motivated, engaged and passionate about their work.