This document discusses knowledge management systems to support volunteer worker management. It begins with an introduction that outlines the research question of how DePaul interns report knowledge management systems enabled best practices in their internships. It then analyzes scholarly sources on the value of volunteers and challenges of transient workers like interns. Some key challenges discussed are lack of organizational memory when workers leave, and different forms of knowledge that are difficult to train for and apply without cultural understanding. The document then outlines volunteer management practices and knowledge management systems that can be implemented to overcome these challenges, such as the Volunteer Program Assessment Tool, aligning volunteer skills with positions, providing supervisor training, and implementing strategies for knowledge sharing.

1. 1 KnowledgeManagementSystemsto Support Volunteer Worker Management
KNOWLEDGE MANAGEMENT SYSTEMS TO SUPPORT VOLUNTEER WORKER MANAGEMENT
Literature Review byAdam Wilson
Created for Research Seminar with Dr. Gabriele Strohschen
May12, 2011

2. 2 KnowledgeManagementSystemsto Support Volunteer Worker Management
TABLE OFCONTENTS
TITLEPAGE
TABLEOF CONTENTS
INTRODUCTION
MyResearchQuestion
ANALYSISOF SCHOLARLYSOURCES
VALUE OF THE VOLUNTEERWORKFORCE
Value of Volunteeringto Societyas A Whole
Value of Internshipsto Interns
TRANSIENT WORKERSPRESENT SPECIAL MANAGEMENT CHALLENGES
Self Memory,KnowledgeSharingandOrganizationalMemory
KnowledgeManagementSystems(KMS)to enableSharingandMemory
Different Formsof Knowledge: ChallengesforTraining
Workers NeedCulturalUnderstandingInOrderToApply Knowledge
VOLUNTEERMANAGEMENTPRACTICESTO OVERCOMECHALLENGES
TheVolunteerProgram AssessmentTool(VPAT)
AlignmentOf Needs,Positions And Volunteer Skills
Supervisors needvolunteer managementtrainingandaconsciousKMSStrategy
FeedbackandAssessmentSo ThatVolunteersKnowTheyAre MakingAn Impact
SupportThroughClearLinesofCommunicationwithStaff andFellowVolunteers
KNOWLEDGEMANAGEMENT SYSTEMS(KMS)TO SUPPORT VOLUNTEERMANAGEMENT
Introductionto KMSfor Volunteer Management
Knowledge,OrganizationLearningandOrganizationalMemory
KMSCulturalVariables, ProcessesandExpert Staff
KMSDesignand Technologies
CONCLUSION
BIBLIOGRAPHY

3. 3 KnowledgeManagementSystemsto Support Volunteer Worker Management
INTRODUCTION
MyResearch Question
ThisLiteratureReviewcreatesthe contextwithinwhichto explore the following researchquestion: “To what
extent do DePaul internsreport knowledgemanagementsystems enabled volunteermanagementbestpracticesin
their internships?” It is myhypothesis that manyinternships donot incorporatemanyofthese best practices.
Confirmationofthis hypothesis is relevant because poorlymanagedinternshipsreducetheabilityof internsand
organizationsto achievedesiredoutcomes1. If interventions wereplannedbasedonthese findings,then knowledge
managementsystemsimplementationscould beusedto enableimprovements. Volunteer managementinvolves
peoplein all areasof an organizationhowever this paperwill focuson practicesthatcanbeenabledby knowledge
managementsystems. Knowledgemanagementsystems(KMS)have beenproposedasenablersof volunteer
trainingandperformance (SueE. Kase, 2008)andmanyorganizationslikethe PeaceCorpsare increasingtheuse
of KMS for things liketrainingandcapturingdata (Summerfield,2005). Web-basedandother technologieslike
MicrosoftSharepointandmanyothers allowfor communication,collaborationandknowledgesharingallofwhichare
importantcomponentsofvolunteer management(JenniferDiffin,2010).
ANALYSIS OF SCHOLARLYSOURCES
VALUE OF THEVOLUNTEER WORKFORCE
Value of Volunteering to Society As A Whole
Exceptin the caseof paidinternships,interns arevolunteers. It was not untilthe 1960’sthat a concerted
effort emergedtoview volunteers as a fully legitimateworkforceandthefirst nationalcountofvolunteers in America
didnot occuruntil1971. In 2000,the Corporationfor NationalandCommunityService (CNCS)commissionedthe
CensusBureauto trackthe volunteer workforce. Resultingdatashowedthat in2007, 61 millionAmericans
volunteereda total of 8.1 billionhoursvaluedat $158billiontoAmericanCommunities (SarahJaneRehnborg,2010).
Thedependenceofnonprofitorganizations(NPOs)onvolunteer labordue to scarceNPO resources hasbeen
highlightedintheliterature (SueE. Kase, 2008). Dueto the size or the volunteer workforceandthe importantwork
that they do, it is clearlyimportantto supportvolunteer performance withgoodmanagement.
Valueof InternshipsforInterns
Potentialbenefits to interns of doinginternshipsincludehandsonexperience,informalapprenticeshipsand
explorationof learningthroughotherinstitutionsandthe impactof theirdisciplineonsocietyas a whole (Alvin C. M.
Kwan, 2009).
TRANSIENTWORKERS PRESENTSPECIAL MANAGEMENTCHALLENGES
Interns and othertransient (temporary)workers presenta challengefororganizationsbecausetheymust be
trainedrather quicklyandthe informationtheygenerateonthe job mustbe capturedandrememberedsoitcanbe
usedby those that succeedthem andbythe organizationasa whole(Jennex,2007). In orderto captureinformation
andknowledgecreatedandusedby interns, thoseinterns mustenter it in appropriaterepositories.
Self-Memory,KnowledgeSharing andOrganizationalMemory
Onesystem for storingknowledgeinvolves “self-memory”whichincludesinformationthatindividualworkers
feel is important,whichisused for their ownpurposesandwhichisnot stored inany officiallocationthatpromotes
knowledgesharing. Thereisnoofficialstructurefor this way of storing knowledge (Jennex,2007).Some
researchershavecomparedself-memoryto keepingmoneyunderyour mattressas opposedto a better practiceof
1 1 Successful outcomes for interns and other volunteers include a feeling that skills and interests have been well matched,
learning and performance are being supported, addressed and recognized, and efforts are resulting in something of appropriate
value.

4. 4 KnowledgeManagementSystemsto Support Volunteer Worker Management
puttingit in anaccountwhich canbeaccessedfordepositorwithdrawalat anyATM by any authorized persononthe
account(Gunderloyascitedby JenniferDiffin, 2010). Unfortunately, transientworkers aremorelikelyto useself-
memory(their ownsystems for trackinginformation)becausetheyhave not yet learnedor beentaught to navigate
the officialsystems for capturingandstoringinformation.Turnoverofvolunteers and othershort-term workers thus
leadsto a holeinorganizationalmemory(organizationalamnesia) andtoreduced organizationaleffectiveness
(SarahJane Rehnborg,2010;Sue E. Kase, 2008).
KnowledgeManagementSystems (KMS)to enableSharing andMemory
Thebestsystem for storing knowledgeinvolves a centralcomputerbasedstrategic locationthatany
authorized personcanaccessaccordingtothepermissionsgrantedthem bythe organization. In this way,
organizationalmemoryismaximizedevenwhen a particularworkerleaves. Manystudies have beendone to
determinewhatmotivatesworkers to use the officialorganizational KMS. First, there mustbe a “dualKM value
proposition”. Thismeansthatworkershave to see what is init for them and not just for the company. Towardthis
end, Plessisidentifiesthe needfor KMSevangelists androle-models,performanceevaluationsforstaff and
volunteers that measureknowledgecreation,sharingandleveraging, processesthatincorporateknowledge
management,perceivedsecurityandreliabilityof the system anda cultureor collaborationandcollectivepurposeto
replaceasenseof rivalries(Plessis, 2007). Plessis also stresses the importanceoftraininginnot only the technical
workingsof the KMS but alsothe philosophybehind the wholeKM program (Plessis,2007).
DifferentFormsofKnowledge: ChallengesforTraining
Tacit(unstructured)knowledgecannotbedirectlyexpressedand is sharedthroughcommunicationwhereas
explicit(structured)knowledgecanbesharedthroughrepositories (Jennex,2007). Theinternalizationofknowledge
involves learningbydoingwherebyexplicitknowledgebecomestacit. Thisexplicitknowledgeexistsbecauseothers
have externalized whatthey knowtacitlyinto explicitconcepts,modelsandpiecesofinformation. Finally,combining
knowledgetogetherandcreatingcategoriesandlinkagescanleadtonewknowledge. Software canmakethese
linkagesuserfriendly. Corecompetencytrees canlist steps neededto developcompetencies (Jennex,2007).
WorkersNeed Cultural UnderstandingIn OrderTo ApplyKnowledge
Workingin a setting provides experiencewhichcreatesmentalmodelsthroughwhichasituationis
comprehensible. Theseworkerscantheninternalizeandapplyknowledgesuccessfully. If a volunteer is new then
they maylackthe contextand mentalmodelsthatenablethem to applyknowledge. Thisisessentiallyan issueof
culturalunderstandings. Ignoranceofculturaldifferenceunderminesknowledgesharingandsystemsdesignmust
use allpossibleinfoabout culture (Jennex,2007)! Rehnborgandhercolleagueslistavenues for gaining knowledge
of cultureincluding accesstoemployeesandother volunteers (Sarah JaneRehnborg,2010) whilePlessisexpands
on this by stating the needfor clearlinksto identifiedexperts in various areas. Theselinkscanbethroughfaceto
face,phone, instantmessaging,emailorotherchannelsasappropriatetothe needs andpreferencesofworkers
(Plessis, 2007). Issues of cultureareespeciallyimportantinorganizationslikethe PeaceCorpswhereearly training
focuseson introspectionandexaminationofthevolunteers own values andwherethe bulk of the trainingoccursover
12 weeksin the countryinwhichthey willserve. Culturaleducationcontinuesindirectlyasvolunteers do homestays
with localresidentsfortheir 2 year terms(Summerfield,2005).
VOLUNTEER MANAGEMENTPRACTICESTO OVERCOME CHALLENGES
TheVolunteerProgramAssessment Tool(VPAT)
In 2004CNCS commissionedresearchersatthe University of Texasat Austin to develop an “efficienttool
for program managerstoconductselfassessmentsofvolunteer programsinorderto strengthen the infrastructure
supportingthis workforce. Themethodologyinvolved a literaturereview, analysisof existingassessmenttools,
software to statisticallyanalyze focusgroupdata and a first draft assessmentinstrumentwhichwasshared with
focusgroupsof subjectmatterexpertsand program leaderswhowould bethe target audiencefortool. The VPAT
was determined tobeapplicableto thegeneralpopulation. It contains128best practiceindicatorsunder10
headings,sheddinglighton the complexityof volunteermanagement(SarahJaneRehnborg,2010).

5. 5 KnowledgeManagementSystemsto Support Volunteer Worker Management
AlignmentOfNeeds,PositionsAnd VolunteerSkills
Service placementsshouldbebasedupon careful needsassessments. Thereshouldbedetailedwritten
positiondescriptionsjustlikefor paidpositionsand carefulmatchingofvolunteer skills, knowledge,attitudesand
interests (SarahJane Rehnborg,2010). HughesandHenry hypothesized that volunteer recruitingandretentionis
basedupontheir skillsand abilitiesbeingutilized,strengthenedandvalued (Henry, 2003).
Supervisors needvolunteermanagementtraining and aconsciousKMSStrategy
Manystaff fear responsibilityof supervisingvolunteers, areunclearaboutcarvingout assignmentsforpart-
timersand questionvolunteerabilities. Theyalso maynot understandvolunteermotivations andneedfor flexibility.
Volunteer supervisors shouldbeassessedand trainedto address these issues andrewardedfor engaging
volunteers. A full timevolunteer managementpositionplus dedicatedonsitesupervisorisrecommended (Sarah
JaneRehnborg,2010). Kase andcolleaguesidentifiedunconsciousnegativejudgmentsaboutthevalue of volunteer
ledprojectsas a majordetrimenttosuccessfuloutcomesandweredevelopinginterventionsto addressthis obstacle
(Sue E. Kase, 2008). Freeweb-basedarticles,videos, tools, and morefor trainingof staff andvolunteers have been
envisionedandexist today for the benefitof allorganizations. Websitesincludenationalserviceresources.org,
techsoup.organdothers.
Feedbackand AssessmentSo ThatVolunteersKnowTheyAreMaking An Impact
Rehnborgstates that volunteers should both get andgive clearfeedbackontheir work, completeself-
assessmentsandshould participateinplanning (SarahJaneRehnborg,2010). Just like otherfunders, volunteers
want to know that their timeandskills aremakinga difference forthe organizational missionandmeasuredoutcomes
from projectsshouldbedisseminated throughnewsletters,annualreport,etc. Thiswillleadvolunteersto advocate
for the organizationin the widercommunity(SarahJane Rehnborg,2010). Henryand Hughesstate that staff must
be alertto see that volunteers are satisfiedof theirimpactandmustbe readyto respondto feedback (Henry, 2003).
SupportThrough ClearLinesofCommunication with Staffand FellowVolunteers
An orientationplusclearlinesof ongoingsupervisionandaccesstodecisionmakersintheorganization
shouldexist. Volunteersshouldbe introducedtoother volunteers andto paidstaff andprovidedwith amenitiesi.e.
coffee,water, etc (SarahJane Rehnborg,2010). Theselinkscanbethroughfaceto face,phone,instant messaging,
emailorother channelsasappropriatetothe needsand preferencesofworkers. In caseswhere face-to-face
supportis difficultdueto schedulingconstraintsanddistances,informationtechnologycanallowforconnections
(Alvin C. M. Kwan,2009). Even largefirmslike Andersen Consultinghaveoverestimatedthe ability of documentsto
conveyknowledgeontheir ownin the absenceofcommunicationwiththerightpeople (Plessis,2007). In a study
conductedwith22HongKong interns, the internetand staff withinthe organizationwerealmostequallysoughtafter
for information. Thisstudypointedout that interns often have little existingtacit knowledgeandthusrequirestrong
support(Peter Warning,2009).
KNOWLEDGE MANAGEMENT SYSTEMS(KMS) TOSUPPORT VOLUNTEERMANAGEMENT
Introduction to KMSforVolunteerManagement
Rehnborgstates that in additionto ongoingsupportfrom other people,volunteersshouldhave adequate
space,suppliesandequipment,including computerhardwareandsoftware anda comprehensivehandbook(Sarah
JaneRehnborg,2010). Knowledgemanagementsystems(KMS) have beenproposedas enablersof volunteer
trainingandperformance,however Kaseidentifiesscarcityof resourcesinnonprofit organizations (whichcauses
them to dependon volunteers) as a primaryreasonfor the absenceof best practiceKMStosupport these volunteers
(Sue E. Kase, 2008). Organizationslikethe PeaceCorpsare seizing uponopportunitiesto useKMS for training both
staff and volunteersand for centralizeddata captureandanalysis. Centralizeddata allowsfor improved
measurementsofperformanceand returnoninvestment (Summerfield,2005). Another KMS successstoryin the
literatureoccurredatXeroxCorporationwherethe Eurekadatabasewas createdto allowtechnicianstocirculate
their maintenanceexperiences. Entrieswererated by fellowtechniciansandonlythe mosthelpfulare kept inthe

6. 6 KnowledgeManagementSystemsto Support Volunteer Worker Management
database. Thispeer-createdKMSwasvery popularwith the techniciansandisestimatedto have saved Xerox$11
milliondollarsintheyear 2000alone (Jennex,2007).
Knowledge,Organization Learning and Organizational Memory
KMSare composedofhardwareandsoftware(technology)systems as wellprocesses. Knowledgeitselfis
definedas experience,values,contextandexpert insightthat provides a frameworkfor incorporatingnew
experiencesandinformation (Jennex,2007). Volunteers learnhowto dotheir work in newsettings through
OrganizationalLearning(OL)whichinvolvesknowledgedistribution,acquisition,interpretationandinternalizationand
whichdependsupon Organizational Memory(OM). OM is “Themeansbywhichknowledgefrom thepast is brought
to bear on currentactivities.” Learningandknowledgetransferareessentiallya socialprocessofsharing.
Socializationcanoccurwithorwithout wordssimplythroughobservationand imitation andthroughsharingtacitor
explicitknowledge.
KMSCultural Variables,ProcessesandExpertStaff
KMSCulturalsuccessfactorsincludeusercommitmentbasedonperceivedvalue,contextualknowledge,
channelsofcommunication,usercentereddesign,overallKMSstrategy andsenior managementsupport (Jennex,
2007;Peter Warning,2009; Plessis,2007). User motivationand commitmentderivedfrom training,incentives,a
cultureof sharinginformationandsatisfactionbasedonperceivedbenefitto self andorganization (Jennex, 2007).
ThePeaceCorpstakesthe positionthat when web-basedcontentisextremelyrelevant and wellalignedwithtasks
then volunteers willuseit (Summerfield,2005). Contextual(tacitknowledgeoforganizationalpoliticsandinformal
norms)knowledgeistransmittedthroughclearlinksto identifiedexpertsin various domains (Plessis,2007). User
centereddesigncouldbeseeninthe earlierXerox technicianpeercreatedandreviewedknowledgedatabase
describedearlierinwhichtechniciansknewbetterwhat informationwasusefulandused each other’sinformation
muchmorethantheyhad usedinformationpostedstrictlyby management (Jennex,2007). User centereddesign
alsoinvolves user preferreddelivery channelsincludingintranet,email,internalnewsletters,meetings, noticeboards,
handbooks,faceto facetalks and morewhichwill vary by organization (Plessis,2007). An exampleof this canbe
seenin the PeaceCorpstrainingarticlewherevolunteerswere highlyeducated,technologicallyliterateandexpected
technologyto be usedin their trainingandcommunications (Summerfield,2005).
ProcesscriticalsuccessfactorsforKMSinvolve understandingthatknowledgecaptureandusemustbe
designedintothe very fabric of work andnot be doneseparatelyor only by particularspecialists. Processesshould
exist to identify gapsbetweenwhat volunteers andother workers needandwhat they have. Theconceptofa
knowledgelifecycleinvolvesthe ongoingprocesses ofinformationpruning,deletion,qualitycontrol,andre-
organizationby dedicatedstaff. Carefulreportingand feedbackmustbeongoing (Summerfield,2005). KMSexpert
staff are highlyrecommendedandachiefknowledgeoffice(CKO)isencouragedforlargerorganizations (Plessis,
2007).
KMSDesign and Technologies
Basedupon carefulanalysisof culturalfactorsanduser requirementsandpreferences,aKMSlogical
designcanbeconstructedand thenimplementedusinghardwareandsoftwaredeemedmostappropriate. KMS
designsmustalignwith sharedmentalmodelsandshouldbeconsistentacrosstheorganizationfor easy navigation
andretrieval (Plessis,2007; Jennex,2007). Thispointis reinforcedbyPeter Warningandcolleagueswholookedat
criteriafor selectinganinformationsource. Theyfoundthe most importantcriteriaforundergraduateinformation
managementinternstobe easy access,confidenceinthesource,familiaritywithsource,easy to use formatand how
soonthey neededtheinformation (PeterWarning, 2009).
Preferred technologiesproposedforKMSincludesharednetworkdrivesand (even better) intranets. An
intranetis a networkbasedon internettechnologybut to whichonlyauthorizedusers maygainaccess. Internet
basedstorage hasthe advantages of a single, upto date, centralizedlocationthatcanbemadesecureandyet can
be accessedanywherethereisan internetconnection. Internetbasedsites cangrowvery largeas neededand
allowfor hierarchieswherelinkswithinpagestakeyou deeperinto areasof knowledgeuserswishto explore.
Websites maycontainlinksto other sites, team rosters wherethe expertise of particularteam membersislisted,
FAQ’s andlibrariescontainingdocuments,manuals,meetingminutes,audio,video,etc (Jennex,2007).

7. 7 KnowledgeManagementSystemsto Support Volunteer Worker Management
CONCLUSION
KnowledgeManagementSystemscanclearlysupportvolunteer managementingeneralandinternshipsin
particular. Researchcitedinthisreview has led to the creationof reliableinstrumentsliketheVolunteer Program
Assessment Tool(VPAT)whichcanbeusedto identifywhat organizationsare doingrightand wherethey can
improve. Surveys likethe VPAT shouldbeused by both organizationsandtheir volunteers or internsas two way
feedbackbetweenthesetwo groupshas beenidentifiedasa criticalsuccessfactorinvolunteer management(Sarah
JaneRehnborg,2010). Theresultsof these studiescanbe used to designKMSwhichareonepart of a portfolioof
elementsleadingtosuccessfulvolunteeringandinternshipoutcomes. As technologycontinuestoevolve, various
componentsofKMS canbeevaluated for potentialsupportof volunteer management.
BIBLIOGRAPHY
Alvin C. M. Kwan, S. K.-W. (2009). Using Blogs to SupportInternships for Information Managementand
Nursing Students. Proceedings of the 2009 International Conference on Knowledge Management. Hong
Kong.
Henry, L. H. (2003). Volunteers as a learning bridgehead to the community. Canberra: Emergency
ManagementAustralia.
Jennex, M. E. (2007). Knowledge Management: Strategy, Culture, Intellectual Capital, and Communities of
Inquiry. In 21st Century Management: A Reference Handbook. Sage Pubications.
Jennifer Diffin, F. C. (2010). Cloud Collaboration: Using MicrosoftSharePointas a Tool to Enhance Acce ss
Services. Journal of Library Administration , 570-580.
Peter Warning, S. K.-W. (2009). Information Seeking and Stopping Among Undergraduate Interns.
Proceedings of the 2009 International Conference on Knowledge Management. Hong Kong.
Plessis, M. d. (2007). Knowledge Management: what makes complex implementations successful? Journal
of Knowledge Management , 91.
Sarah Jane Rehnborg, D. L. (2010). Leading Volunteers in Nonprofit Organizations. In Leadership in
Nonprofit Organizations: A Reference Handbook. Sage Publications.
Sue E. Kase, J. M. (2008). Sustainable Informal IT Learning in Community-based Nonprofits. CHI 2008
Proceedings - Works in Progress. Florence Italy.
Summerfield, B. (2005). The Peace Corps: Education with a Mission. Chief Learning Officer , 64-68.