And their experience as volunteers ought to weigh in their favor, presuming that they have been competent and productive. However, anecdotal evidence reveals that making the transition from volunteer status to that of an employee is often much harder than anticipated. These extra hours can change both how the ex-volunteer feels about the workplace and how colleagues view him or her. Small irritants that seemed insignificant when only encountered once or twice a week for a few hours now magnify into more serious issues. Where once the volunteer could ignore administrative memos, computer security procedures, weekly statistical reports, and other mundane responsibilities of employees, they now become a part of the job.
Relationships change between the ex-volunteer and other volunteers and with employee colleagues.
If the volunteer enjoyed friendships with other volunteers, there may be disappointment in store. Suddenly the work becomes of primary importance and it is harder to mesh schedules with volunteer friends. It may come as a surprise to discover that other employees and the ex-volunteer still feel some distance, even after several months in the new situation. No matter how hard we try to apply the same standards of performance for both employees and volunteers, non-paid staff are often given more leeway. Expectations are simply lower, or we accept less work or lower quality as a cost of working with volunteers.