How to Manage Volunteers

Transcription

1 How to Manage Volunteers TEFN Annual Conference Michel Hudson, CFRE April 14, 2016 Volunteer Motivation Personally to a connected organization Personal connection to the of the project or organization Enjoy the being performed Want to learn Want to

2 What do volunteers want? You to be for them. To feel. Good. To do work. To know up front the job will take. To be. To be with. To know that they are. To be socially. To something new. Why Do People Stop Volunteering? #1 Reason:. Make sure everyone has something to do. Underutilization is one of the biggest threats to retention. If people do not feel needed, they will not come back.

3 Why Do People Stop Volunteering? Other reasons: Inadequate Lack of Nonexistent or ineffective Lack of The Eight Step Cycle

4 Assessment to utilize volunteers? Is the for a volunteer? Are there? Is there to manage the volunteers? Position Design Title Purpose/objective Location Key responsibilities/qualifications/number needed Time commitment/schedule Training/support provided Benefits to volunteer Volunteer supervisor Anything volunteer provides

5 Recruitment Who will be? Who will be able to meet the? will you find these people? What? What is the best way to approach them? recruitment specific skills, interests, and availability recruitment minimal training; a lot of people for a short-term event. Recruitment ask Your organization's in the community. : school, corporation, community center, faith-based group, or other nonprofit. : community groups and leaders. media media

6 Intake & Screening Get a sense of whether they would be a. Let them do most of the, but provide enough details so they know what is expected. If they do not seem to be a good fit,. Filling out the application does not guarantee them a role. Consider of volunteers when assigning them projects/roles. Welcome & Project Prep Make sure to confirm project details with volunteers. Contact them with a phone call or that: Introduces the for volunteering Provides the of the project, location, directions, and parking information Describes Lets volunteers know Encourages volunteers to Gives if they have a change in plans

7 Orientation and Training Overview of the organization s mission and services, and how volunteer support is contributing to that mission. If volunteers feel connected; their work is more meaningful and they re more likely to volunteer again. Brief outline of the project and volunteer tasks Training should be task-specific. Feeling unprepared creates discomfort and anxiety for many volunteers resulting in dissatisfaction with the volunteer experience. It may also result in your job not being done the way you want it. Supervision and Feedback Identify on the position description. Appropriate to the of the volunteer. should be supervised more closely never assume they will know what you want unless you don t care about how a job is done. Feedback positive, constructive and instructive given promptly, with patience and diplomacy.

8 Recognition Both informal and formal Must be tailored to the volunteer Timeliness is critical Recognition work. Invite volunteers to participate in. Promote volunteers to other roles that take better advantage of their talents (volunteer ladder). Let the volunteers know about. Ask volunteers for feedback. Provide professional development opportunities.

9 Recognition Host a for volunteers and their families. Plan to hold per year. Give a from the event. Tell the volunteers work supervisors about their involvement. Work with local media to highlight outstanding volunteer stories. Highlight a volunteer on your website. Retention Can you offer? Do they understand? Is the work? Do you? Do they always feel?

10 Retention Volunteers stay if their tasks and procedures are clear. Volunteers stay if they feel welcome and appreciated. Volunteers stay if they bond to someone within the organization. Volunteers stay if they receive feedback that connects their job to program success. Troubleshooting Over-recruit ALWAYS have a back-up volunteer, or plan B. Hint it shouldn t always be staff! Volunteer Code of Conduct Rights and Responsibilities Volunteer Contracts Firing volunteers Succession planning

11 Resources Energize Inc. Hands On Network Idealist.org: Action Without Borders Independent Sector Network for Good Service Leader Wild Apricot 501(c)onsulting Questions? Michel Hudson, CFRE 501(c)onsulting

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14 New Volunteer Checklist Pre- planning: How will you get to know the new volunteer? Did you capture information about the volunteers in the screening process? Is the volunteer a member or supporter whose profile will be available in your membership database? Who should be involved in the welcome and orientation process? Does each committee or event chair provide a one-on-one welcome for their new team members? Do you provide mentors or volunteer buddies to help welcome and orient new volunteers? Do you have a structure in place for communication and performance management? Do team or committee leaders perform regular check-ins with volunteers? Does each new volunteer have an assigned coordinator or manager as a key contact? What tools, resources will you need? Does each volunteer role have a job description? Do you have a volunteer manual? Making new volunteers feel welcome: Do you have a process in place to welcome new recruits? Is someone assigned to greet the new volunteer in person? Orientation or onboarding that inspires and empowers: Does your orientation or onboarding process inspire: 1. Enthusiasm? 2. Inspiration? 3. Empowerment? 4. Confidence? Can you customize your orientation based on... The individual s background with or knowledge of the organization? The particular volunteer job? Prior experience with this type of role? Legal or liability issues around the job to be performed?

15 Have you considered non-traditional ways of providing orientation information? For example: Can some of the documents be available online (for mobile access) for review prior to a face-to-face session? Would existing volunteers be willing to offer their insight and experience? Are there documents or procedure manuals that some volunteers are required to read prior to starting their job? If so, how can you make these available and/or confirm their comprehension? Do your orientation materials include: An overview of the organization its mission, vision, values? An outline of the organizational structure (e.g., key staff members, leadership volunteers and an explanation of their roles)? A general overview of the type of volunteer jobs? Physical orientation to your office, project location, event venue so they know their way around? An outline of any policies, rules, and procedures? An overview of any volunteer training that is required and pertinent schedules? Contact information and emergency procedures? Training that motivates and engages volunteers Does your training style match your volunteers needs? For example... Can you offer informal versus formal, classroom-style training? Is peer-to-peer training an option you can consider? Can you incorporate hands-on practice into your training? Are you overwhelming new recruits with too much material? To avoid information overload can you: o o Offer only need to know information? Allow learners to check out additional optional information on their own via your website? Saying thank you and recognizing volunteers' efforts: Do you have a process for checking in with volunteers and offering feedback? Do you recognize volunteer efforts and explain how these are making a difference at your organization? Do you thank volunteers often and sincerely?

16 Matching Recognition to Types of Volunteers Volunteers have different personalities, are motivated to serve for different reasons, and serve in different ways. Therefore, you should use a variety of recognition methods for your volunteers. Tailor your recognition to individual volunteers, to make it most effective and meaningful. By Motivational Orientation Think about recognition that is appropriate for volunteers with different motivational needs. Achievement-oriented volunteers: Ideal result of recognition is additional training or more challenging tasks. Subject for recognition is best linked to a very specific accomplishment. Phrasing of recognition should include Best or Most awards. Recognition decision should include checkpoints or records. Awardees should be selected by co-workers. Affiliation-oriented volunteers: Recognition should be given at a group event. Recognition should be given in presence of peers, family, or other bonded groups. Recognition should have a personal touch. Recognition should be organizational in nature, given by organization. Recognition should be voted by peers. Power-oriented volunteers: Key aspect of recognition is promotion, conveying greater access to authority or information. Recognition should be commendation from Names. Recognition should be announced to community at large, put in newspaper, etc. Recognition decision should be made by the organization s leadership. By Style of Volunteering You should also vary recognition for volunteers who serve one afternoon Long-term volunteer: Recognition with and by the group Recognition items make use of group symbols Recognition entails greater power, involvement, information about the organization Presenter of recognition is a person in authority Short-term (episodic) volunteer: Recognition is given in immediate work unit or social group Recognition is portable something the volunteers can take with them when they leave, such as a present photograph, or other memorabilia Presenter is either the immediate supervisor or the client Excerpted from Take Root: Volunteer Management Guidebook, published by Hands On Network.

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