The Volunteer Management Cycle

Transcription

1 The Volunteer Management Cycle An introductory workshop created for the Commonwealth Corps September 16, 2016 Trainer: Susie Flug Commonwealth Corps Program Manager, Massachusetts Service Alliance

2 Intro to Volunteer Management Cycle Agenda Introduction Welcome and Participant Introductions The Volunteer Management Cycle Why Volunteer & Why Involve Volunteers The Stages of the Volunteer Management Cycle Planning a Volunteer Program Position Description Activity Recruiting and Placing Volunteers Orienting and Training Volunteers and Staff Supervising and Recognizing Volunteers Evaluating Volunteers/Programs Thinking Forward CC Workshop to come on Recruiting the Right Volunteers September 23 in Springfield, OR September 26 in Boston

3 Acknowledgements Materials in this training have been drawn or adapted from the following sources: A Volunteer Management Boot Camp created by Kerri Sandberg, Director Community Service Programs, United Way of Central MA. Based on the HandsOn Network Excellence in Volunteer Management Training Series; Training Busy Staff to Succeed with Volunteers: The 55-minute Training Series, a curriculum created by Betty Stallings. Copyright permission for use of these slides in training has been purchased by MSA; and Take Root: Volunteer Management Guidebook, from the Corporation for National & Community Service and the HandsOn Network, available at Participants in this training may not reproduce the slides or use them to train others. One PDF copy, for your personal reference, will be ed after the training.

4 Introductions All Commonwealth Corps Members help to: Build the capacity of their host site and Expand the scale, reach, efficiency or effectiveness of services In part, by recruiting and/or managing volunteers. Please share the following briefly: Your name; Your host site and role there; and What types of volunteers you will be recruiting, if any.

5 What Does Volunteering Mean to You Pictures

6 Poll 6 What does volunteering mean to you? Choose a picture from the previous slide that best represents your first thought when it comes to volunteering.

7 What Does it Mean to Volunteer? To volunteer is to choose to act in recognition of a need, with an attitude of social responsibility and without concern for monetary profit, going beyond one s basic obligation. Adapted from By the People: A History of Americans as Volunteers by Susan J. Ellis and Katherine H. Noyes, 1990, Jossey-Bass 7

8 Volunteering in MA Report % of residents volunteer, ranking them 33rd among the 50 states and Washington, DC million volunteers million hours of service $3.2 billion of service contributed Visit: 8

9 Two Main Reasons Why People Volunteer They were asked They want to do something good for others

10 Why Do People Stop Volunteering? #1 Reason - They feel that their skills and time is not being utilized well

11 Why Involve Volunteers Why are you/your host site agencies seeking volunteers? What are the advantages of working with volunteers that you would not get working with paid employees? If you had all the money your organization needed, for what reasons would you still engage volunteers? What would happen if volunteers were not involved in your organizations? From: Volunteer Management Boot Camp, created by Kerri Sandberg, Director Community Service Programs, United Way of Central MA, based on HON/POLI Excellence in Volunteer Management Training Series

12 Why Involve Volunteers Community outreach Community input Gain additional human resources Gain additional expertise Increase number of community advocates for agency and mission Gain access to contacts in the corporate and foundation sectors Act as a conduit to other groups Provide community monitoring Help meet and advance mission Help to maximize financial resources Demonstrate community support for program Assist in fund-raising Provide ability to react to short-term crises Allow agency flexibility to react quickly to changing community conditions Supplement staff resources and experiences From: Volunteer Management Boot Camp, created by Kerri Sandberg, Director Community Service Programs, United Way of Central MA, based on HON/POLI Excellence in Volunteer Management Training Series

13 How Do I Get The Ideal Volunteers? Five Elements to Volunteer Management 1. Planning a Volunteer Program 5.Evaluating Volunteers/ Programs 2.Recruiting and Placing Volunteers From: Volunteer Management Boot Camp, created by Kerri Sandberg, Director Community Service Programs, United Way of Central MA based on HON/POLI Excellence in Volunteer Management Training Series 4.Supervising and Recognizing Volunteers 3.Orienting and Training Volunteers and Staff

14 Online Resources from MSA Check out the tipsheets and resources for volunteer management available on the Mass Volunteers website at (Will soon be available on new website) VOLUNTEER MANAGEMENT TIP SHEET SERIES #1) Creating a Targeted Recruitment Message #2) Techniques for Long Term Volunteer Engagement #3) Assessing Your Volunteer Program #4) Tips for Stress-Free Volunteer Supervision #5) Volunteer Recognition - An Integrated Approach #6) Obtaining Staff Acceptance & Support for Your Volunteer Program

15 1) Planning a Volunteer Program

16 Elements of a Volunteer Program 1. Conduct Organizational Needs Assessments 2. Develop Policies and Procedures Including a Risk Management Plan 3. Identify Appropriate Positions & Develop Volunteer Position Descriptions 4. Create Budget & Secure Resources for Volunteer Program 5. Create Agency/Volunteer Agreement 6. Train Staff to Work With Volunteers 7. Create Volunteer Application / Application Process 8. Develop Outreach & Marketing Materials 9. Create a Recruitment Plan / Recruit Volunteers 10.Review Applications 11.Screen Volunteers Include interviews, running checks, etc. 12.Sign Agency/Volunteer Agreement 13.Orient Volunteers 14.Train Volunteers 15.Place Volunteers in Positions 16.Supervise Volunteer includes checkins, evaluations, etc. 17.Recognize Volunteers 18.Conduct Volunteer Evaluation / Collect Volunteer Feedback 16

17 Planning Volunteer Roles A wide range of roles can be done by volunteers in some context; however, appropriateness depends on many factors (organization/volunteer characteristics, level of supervision, required qualifications/training, etc.). What are some examples of roles that would not be appropriate for volunteers, and why? Recommended resource: James C. Fisher and Kathleen M. Cole, Leadership and Management of Volunteer Programs; A Guide for Volunteer Administrators, Jossey-Bass / John Wiley & Sons, 1993

18 Planning Volunteer Roles Planning roles for volunteers is a process that should involve all levels of the organization: - Board - Executive Director / Senior Staff - Other Agency Staff Whom do you think needs to/should be involved at your organization? Recommended resource: James C. Fisher and Kathleen M. Cole, Leadership and Management of Volunteer Programs; A Guide for Volunteer Administrators, Jossey-Bass / John Wiley & Sons, 1993

19 Sample Trends in Volunteering Desire freedom/ability to act quickly & need flexibility in hours. Want challenging/interesting tasks; expect professional treatment. Broad cross-section of society with multitude of motivations. People more interested in working for causes than for organizations. Family and group volunteering are popular. Many people with professional skills available to organizations. Volunteers are often looking for job experience, training, re-entry. More voluntolds (e.g., requirement for high school graduation). What else have you noticed or experienced this year or with past agencies/opportunities? 2007, Betty Stallings - Energize, Inc.

20 Responses to Volunteer Trends Design episodic, short-term positions. Offer position sharing. Tailor or customize positions. Provide group volunteer opportunities. Target recruitment to professionals, youth, retired people, ethnic groups, etc. Offer flexible hours and locations. Organize a substitute system of volunteers. Reimburse volunteer expenses. 2007, Betty Stallings - Energize, Inc.

21 Responses to Volunteer Trends Break down committee work into time-limited task forces. Make efficient use of volunteer time. Broaden the ways volunteers are utilized. Develop positions for evenings and weekends. Develop positions that can be performed off-site. Create opportunities for students. Communicate value of each volunteer s service in terms of the cause, not the organization. What other ideas have you seen or can you think of? 2007, Betty Stallings - Energize, Inc.

22 2) Recruiting and Placing Volunteers

23 What is Volunteer Recruitment: The process of matching an organization s needs with a volunteer s interests and skills Benefits

24 Recruitment: An Invitation to Consider Volunteering 1. Develop a Volunteer Position Description 3. Screen Volunteers 2. Develop a Targeted Recruitment Plan 4. Interview and Match Volunteers to the Appropriate Positions

25 Recruitment: Position Descriptions It all starts with position descriptions: Does your program have written volunteer position descriptions? Why are written position descriptions important? 2007, Betty Stallings - Energize, Inc.

26 Benefits of Written Position Descriptions Clear understanding of what is expected. Marketing tool for recruitment. Guide for screening. Basis for supervision and evaluation. Mutual agreement between volunteer and agency. Volunteer positions understood by other staff. 2007, Betty Stallings - Energize, Inc.

27 Essential Elements of a Volunteer Position Description: Position Title Purpose / objective (tied to organizational mission) Location of Service Key Responsibilities or Tasks Qualifications When (hours, frequency, duration, flexibility if any) Training Required / Provided Benefits Supervisor contact information 2007, Betty Stallings - Energize, Inc.

28 Activity: Position Descriptions Design a new volunteer position description using the form in the handouts. OR Critique and enhance or redesign an existing volunteer position description using the form provided. Are the qualifications and time commitment specified essential? Do your qualifications exclude potentially qualified groups?

29 Position Description Follow Up & Summary What aspects of your description did you include (or add) in light of the trends and topics we ve already discussed in order to increase your ability to attract qualified volunteers? What is non-negotiable based on agency needs? Sound position design is the foundation of a solid volunteer program, but it should also retain the fluidity necessary to continually undergo change. 2007, Betty Stallings - Energize, Inc.

30 Recruiting Volunteers For volunteer recruitment to be successful, the needs of the organization and the needs of the volunteer must be met simultaneously. Our workshop on Recruiting the Right Volunteers will take place before our September Reflection Sessions on 9/23 and 9/26

31 Next Steps: Screening and Matching Volunteers The recruitment message is an invitation to consider volunteering. Through volunteer screening and orientation you select volunteers that match well with agency needs. This phase of the Volunteer Management Cycle includes applications, background and reference checks, and orientation programs.

32 Screening Ensures applicant meets the minimum requirements of position Previous education and/or experience in similar roles Ensures the volunteer understands expectations Essential risk assessment process Starts with position description and continues throughout life of volunteer service

33 Screening Techniques 1. Application 2. Reference Check 3. License Check 4. Orientation 5. Supervision 6. Interview 7. Criminal Background Check 8. Sex Offender Registry Check Volunteers are asked to fill out this form to document basic information about the volunteer and it is used as a starting point for the volunteer interview process. Contacting individuals who have personal and professional relationships with the volunteer and who have been suggested by the volunteer. Verifying the existence and validity of a printed document that provides permission under a law or regulation to perform an activity. The process of making volunteers feel comfortable with and understand the workings of the organization and to let them understand how they can contribute to the purpose of the organization The informal and formal process of guiding volunteers, managing expectations, and rewarding and recognizing volunteers. The process of asking volunteers information to learn more about the individual so that you can assess whether the volunteer is a good match for the position. The review of any and all legal records containing any information collected and stored in the record repository. The formal process of conducting a search on state and federal databases to verify that an individual is not listed as a convicted sex offender.

34 The Many Reasons We Interview Volunteers Ensure applicant meets minimum requirements Determine support the individual needs (orientation, type of supervision) Develops relationship with applicant Applicant learns about the organization Applicant and interviewer determine fit for position red flags Identify interests, motivation, skills Constraints / possible barriers Working style Articulate expectations Use the interview as a test - Can they arrive on time? Appropriate dress? Can they follow instructions?

35 3) Orienting and Training Volunteers and Staff

36 Orientation and Training Orientation Provides volunteers with information about the organization, the volunteer program and how volunteers fit into the mission of the organization Training Provides volunteers with specific knowledge, skills and attitudes they will need to effectively perform specific roles/duties

37 Next Steps: Orienting & Training Volunteers & Staff Key step in the process. Check with your host site about existing policies and procedures and, if appropriate, develop new ones with your host site. Then, continue on with the remaining stages of the Volunteer Management Cycle (Supervising & Recognizing Volunteers, Evaluating Volunteer Programs, etc.)

38 4) Supervising and Recognizing Volunteers

39 The Importance of Supervision Think of a negative volunteer experience you ve had o To what extent did your supervisor contribute? Think of a really great volunteer experience you ve had o To what extent did your supervisor help contribute?

40 Steps In Supervising Volunteers Step 1: Define and Communicate Clear Expectations Volunteer Work Plan Step 2: Guide and Support Volunteers Step 3: Ensure that Volunteers Feel Rewarded and Recognized

41 Guide and Support Volunteers Take care of the person, not the task. If you take care of the person, they will take care of the task. Provide guidance the way that works for the volunteer. This may not be the way you are most comfortable giving it. Support, don t control, volunteer efforts; control stifles enthusiasm. Supervising volunteers is about providing direction and resources, not directing or bossing. Everyone is different and all have their own preferred supervision style.

42 Supervising Volunteers The written position description serves as a basis for setting expectations (both staff and volunteer). It also serves as the basis for addressing performance problems. Conversations about performance may be informal, should include feedback about strengths as well as challenges. Often if a volunteer is not meeting performance expectations they are already aware of it. Offer support, training, reasonable accommodation, or release (which may be a relief to both). Having career ladders for experienced volunteers and a variety of opportunities can help you release a volunteer while still retaining them.

43 Some Thoughts about Supervising Volunteers: Supervision is everyone s job (volunteer coordinator and direct supervisors) Reporting structure that includes volunteers Want clear position description, a cultivated relationship, ongoing recognition Volunteer groups have written agreements, confirmations and follow-ups Job aids visuals and posted info to keep people on track Modeling behavior you want to see Catch people doing something right and tell them (when you observe it) Coaching- bring improvement needs up casually in a conversation Be specific (I noticed that This is a problem because. I must ask you to. If it continues we will need to.) Active listening I noticed that you were a bit short with [customer name] today when she asked for extra supplies. I m wondering if there were some emotions stirred up by that encounter.) Offer training and development; treat volunteers as professionals Hold periodic team debriefs and ask for volunteers feedback Have key volunteers involved in designing procedures and creating solutions

44 Dealing With Difficult Volunteers Sometimes volunteers behave inappropriately Although confronting volunteers can be difficult, it is necessary For the good of your program, problems must be addressed Every agency should have a written Code of Conduct Include a list of behaviors that will not be tolerated and the resulting disciplinary process(es) This information should be reviewed during orientations

45 Recognizing Volunteers What does recognition mean? Acknowledging as real or legitimate Acknowledging that volunteers are a real part of the organization s people power. Expressing appreciation Acknowledging as worthy of praise. Saying thank you. Recognition is not: Just the responsibility of the volunteer manager Just the annual volunteer recognition event Recognition is everybody s job, all the time!

46 Recognizing Volunteers Time Cost Low cost High time Personal letters; articles in newsletter or local paper High cost High time Recognition events Low cost Low time Quick notes on sticky; verbal thank-you High cost Low time Mugs, pens, bags, shirts, etc.

47 Meaningful Recognition Create a positive environment Provide structure Treat volunteers well Ensure their work is personally rewarding Recognition should be meaningful to the person receiving it. McClelland s 3 motivational types: Achievement, Affiliation, Authority/Influence Each motivational type responds to different types of recognition. Programs need to provide a range of recognition types to reach all volunteers. 2007, Betty Stallings Energize, Inc.

48 Volunteer Recognition Recognition is an essential part of retention Recognition is part of all phases of the volunteer management cycle Position title, matching volunteers with appropriate roles Orientation / training: greet, thank, inform of impact, convey how volunteer role meets client needs Create community reflections, debriefs, get to know people by name Involve volunteers in helping design your recognition system (committee) The closer to the point of service the recognition is, the more effective and appreciated it is. Supervisors (whether paid or volunteers) should be recognizing line volunteers. It is hard to personalize recognition for 100 volunteers, much easier to do so for 10. If you are not already using captains / team leaders here is a great reason to do so.

49 Volunteer Retention 49 What kept you there? Felt I made a difference Commitment to the cause Given information or feedback on my contribution Felt prepared, competent to do tasks Shown appreciation; was thanked Opportunity to grow and develop Not bored able to do different things Client interaction Team interaction, org. culture Skills and talents were used well What made you leave? Did not feel I made a difference Was not thanked Staff or lead volunteers were rude or did not have time for me No feedback on how what I did helped Insufficient structure, preparation or training Bored / not challenged/ not well used Not what I expected or was told it would be No team atmosphere or interaction My schedule or interests changed

50 Volunteer Retention How to build in positive strategies and eliminate negatives? Key to success is to implement best practice throughout the cycle: Planning structure and roles Recruiting match volunteer and organizational needs Orientation mission, impact, safety, expectations Training how to do the job (pre- and in-service). Prepare job aids for use during activity. Supervision coaching, support, feedback (+ and -). Allow flexibility on how to do tasks, where possible. Recognition at all phases of the cycle Evaluation re-commit, re-assign or release

51 5) Evaluating Volunteers/Programs

52 Why Evaluation is Important Gain Insight About the Program and Its Operations Improve Practice Assess the Effects of the Program Build Program Capacity Through Increased Funding and/or Skill

53 Volunteer Program Evaluation Feedback from stakeholders: Clients / beneficiaries Use data you collect anyway or add a question Volunteers Consider SurveyMonkey or other online instruments Program / agency staff and leadership volunteers Meetings / survey

54 Questions and Next Steps Questions? Check out the resources mentioned in this presentation. Participate in upcoming workshop on Recruiting the Right Volunteers Use these resources and implement steps at your host site. Share your experiences with the CC community. Ask for additional ideas/support from your host site and/or MSA, if needed. Give us feedback in your post webinar survey on what you would most like more training on!