CREATING AN EFFECTIVE VOLUNTEER MANAGEMENT PROGRAM. Designed and facilitated by Janet Waterston Human Resources Consultant

Transcription

1 CREATING AN EFFECTIVE VOLUNTEER MANAGEMENT PROGRAM Designed and facilitated by Janet Waterston Human Resources Consultant October 13, 2010

2 Agenda and Goal Why? When? and What? Recruitment and Retention Take this Volunteer Please! To provide you with tools and concepts to build and enhance your volunteer management program Copyright Janet Waterston/Revised August

3 Working Agreements Welcome learning opportunities Minimize distractions (e.g., side conversations, cell phones, etc.) Additions Copyright Janet Waterston/Revised August

4 Why? When? and What? Those who can, do. Those who can do more, volunteer. ~Author Unknown Top Reasons for Using Volunteers Credibility Recipient s perception and reaction Community representation Perspective of being an insider and outsider to organization Sphere of influence Objectivity Critical eye Less pressure and stress Luxury of focus Private citizen s reach Ability to experiment before seeking funding Additions Volunteers allow you to spend every dollar you have and then do more. Volunteers extend the budget. Susan J. Ellis, Author From the Top Down Copyright Janet Waterston/Revised August

5 Why? When? and What? Each organization needs to determine when the work that needs to be done is best served by an employee or a volunteer. A position should be paid when your organization needs to control: A pre-determined number of work hours A specific work schedule The nature of the work to be done Continuity Job and task assignment Create volunteer positions when you are looking to: Expand service Augment the skills and expertise of your employee base Encourage and invite community ownership Strengthen diversity Copyright Janet Waterston/Revised August

6 Why? When? and What? Think about a volunteer experience you have had (or are currently having) and answer these questions What made or makes the experience rewarding for you? What would enhance or might have improved the experience? What benefit do you think your volunteerism brought or brings to the organization? Copyright Janet Waterston/Revised August

7 Recruitment and Retention Determine Expectations of individual volunteers in each job category Tasks to be accomplished Number of hours per week/month/year Skills and qualities needed Who will supervise the volunteers Recruitment process How and from where will volunteers be recruited? Who will be involved in the vetting process? References and/or background checks Onboarding and training Job specifics Organizational mission and values Role of volunteers Identify communication process within department or agency Share expectations Resources Space Supplies and equipment Budget Additions Copyright Janet Waterston/Revised August

8 Recruitment and Retention WIIFM? (What s In It For Me?) Why might someone want to volunteer for your organization? What are the advantages and benefits? Position description Tasks to be accomplished Skills and qualities needed Time commitment expected Match volunteer interest and skills to organizational needs Allow organization and volunteer to say no; it s not a good fit Supervision Principles of good supervision apply to volunteers and employees alike Create a positive working environment in which volunteers intrinsic motivators can flourish Provide accessibility to supervisor or someone to answer questions Particularly with off-site assignments (e.g., community outreach, etc.), define lines of communication and accountability Be prepared Copyright Janet Waterston/Revised August

9 Recruitment and Retention Volunteer integration into organization Recognize and address employee resistance Volunteers will take paid jobs Volunteers will do a bad job and employees will have to clean up after them Volunteers will do a great job and make employees look expendable Volunteers spend too much time socializing You can t criticize volunteers of give them feedback Channels of communication for volunteers Definition of staff Employee training for working with or supervising volunteers Clarify expectations Ongoing recognition and appreciation Copyright Janet Waterston/Revised August

10 Copyright Janet Waterston/Revised August

11 Take This Volunteer Please! Despite best efforts to create a productive and engaging experience for volunteers, problems with performance or behavior can occur. Some individuals may not understand expectations. Others may think that the rules aren t meant for them. Still others may not be a good match for their positions or the organization. Determine what s worth addressing and how it came to your attention. If you have not observed the problem and learned of it from someone else: Consider who told you and why Gather as much information as possible Have exploratory discussion Address issues in a timely fashion Discuss privately using constructive feedback Don t accuse. State concern. Elicit feedback Describe performance or behavior, not personality Encourage open, two-way communication Validate volunteer s perception State what performance or behavior is expected instead Identify follow-up procedure Copyright Janet Waterston/Revised August

12 Take This Volunteer Please! If and when termination becomes necessary It should not be an emergency; take time to make sure You have thoroughly explored the situation The volunteer has received adequate feedback You have a plan to alert those who need to know and are prepared to answer questions or concerns of others Prepare Review the facts Jot down notes as to what you want to say and practice saying it Determine what other staff and third parties should be told Determine how volunteer s work will be reassigned even if only on a temporary basis Consider access arrangements: keys, IDs, computer usage, etc. For the termination meeting Choose a private location Include a third party/witness if that would be helpful Keep the meeting short; this is not a time to rehash the situation Present the decision firmly but not harshly Do not rehash past discussions; stay focused on the decision. Following the meeting Notify staff and third parties who need to be kept apprised Reassign work if necessary Check-in with staff on ongoing basis Copyright Janet Waterston/Revised August

13 Take This Volunteer Please! Case Study Victor is a regular and reliable volunteer at your organization who you ve come to depend on. Recently, he brought his cousin, Peter Problem, to be trained and help out as well. Peter appears to be both intellectually and socially challenged. During orientation, he had a stream of questions, and when he wasn t asking something, he made sotto voce comments that at first elicited laughter from the other volunteer trainees and eventually became distracting. The volunteer coordinator has spent additional time with Peter reviewing expectations and doing some role playing, and even sat by his side to coach him through his volunteer assignment. Despite this, Peter usually doesn t follow protocol and spends much of his time chatting with other volunteers so that neither he nor they get much done. And this morning, one of the volunteers told the coordinator that Peter has repeatedly called her at home, and it s making her uncomfortable. Questions to Consider What are the issues you want to address and how would you proceed? What, if anything, is your organization s responsibility regarding the volunteer s discomfort with Peter s phone calls? Are there any considerations to be made about Peter s relationship to your valued volunteer, Victor? Copyright Janet Waterston/Revised August

14 SUGGESTED READINGS Covey, Stephen, The 7 Habits of Highly Effective People. New York: Firestone, a division of Simon & Schuster Inc., Ellis, Susan J., From the Top Down. Philadelphia, PA: Energize, Inc., Scott, Susan, Fierce Conversations. New York: The Berkley Publishing Group, a division of Penguin Group, 2002, Copyright Janet Waterston/Revised August

15 Notes Copyright Janet Waterston/Revised August