Volunteer Management Getting them, keeping them and when to let them go

Transcription

1 Volunteer Management Getting them, keeping them and when to let them go Tina Ragland & Gail White January 2018

2 In the next hour we will: Evaluate current volunteer needs Identify and communicate why you choose to use discretionary time for chapter leadership Identify strategies to engage your volunteer leaders Use a model for having a conversation with a volunteer who is not successful in their role

3 Identify Volunteer Needs Evaluate current volunteers and skills Identify gaps and needs for your chapter Look for fresh interests and opportunities Do you have vacant leadership roles in your chapter that need to be filled?

4 Volunteer Recruitment Know the expectations of each role Have solid job descriptions (SHRM has some basics) Be able to describe what success looks like Document key dates and/or deliverables Have current volunteer leaders create a digital job book or How To guide for their role Solicit help from Board & Membership Extend personal invitations Make it fun

5 Discretionary Time Why would someone want to give their free time to your chapter?

6 What does your chapter offer? From SHRM VLC, Value Proposition Exercise

7 Discretionary Time FEATURE BENEFITS EMOTIONAL DRIVERS Continuing Education Programs Keeps you knowledgeable and relevant as a professional Gain confidence in your abilities Certification Programs Validates your capabilities Becoming an authority in my field Members-Only Discounts Saves you $$$$$$$ Good steward of organization money Newsletter or enewsletters Monthly Magazine/Journal Webinars Face-to-face lunches/dinners/meetings Ongoing access to timely information Covers the hottest topics and trends around <your profession> in your area Convenient learning at your fingertips Networking with other professionals like you to discuss and solve common problems Allows you more time to spend on the things that really matter Being on the cutting edge of the profession You can become an expert in a specific area Making professional friendships that last a lifetime From SHRM VLC, Value Proposition Exercise

8 Volunteer Recruitment Know your Chapter s Features and Benefits and the Value to you. Communicate your own experience. Individually: Answer the questions on your worksheet and list the top three benefits of being a volunteer leader in your chapter. Discuss in pairs Report out

9 Engaging Your New Volunteer Connect early on Meet 1:1 to discuss board expectations and further define expectations of role. Have a networking session to connect new board members with existing members to help build relationships early. Send a personal thank you note to the volunteers leader at work thanking them for their support by allowing them the time to volunteer. Board Orientation Review SHRM resources available (Local & National) Have the new volunteer meet with previous incumbent to discuss role Any reports, updates, etc. expected of the new member and timing Introduce New Board member to Chapter Schedule time for updates and ensure the first 90 days you are connecting regularly to gauge how things are going.

10 Volunteer Retention In small groups, list ideas for recognizing your volunteers Include some low-cost/no-cost ideas Give us your top three

11 You ve got a challenge You have a volunteer in a key role who is becoming less engaged. At what point does this person s performance jeopardize the chapter? Asset Liability

12 Managing Volunteers Volunteers serving your chapter deserve to be part of a work environment that honors good performance and addresses problematic situations. HR professionals have systems in place to address employee performance and managers of volunteers should too.

13 Recent Case You have a volunteer committee chair who is enthusiastic and full of great ideas. She is in a key role. Unfortunately this volunteer is not great at executing on the great ideas or completing the basic responsibilities of the position.

14 What to do. Support the volunteer to succeed Make sure they have the information needed Make sure they have the tools and resources needed Provide lots of direction Be available to answer questions Check your own intentions Involve the other person in solving the problem Use CPR

15 CPR, from Crucial Accountability First time: talk about Content Discuss what happened and the behavior in a single event. Second time: talk Pattern What has been happening over time? Move beyond the content into the repetition which affects predictability, respect and trust. After that: talk about Relationship What s happening to our ability to work together? What are the impacts on the chapter? What are the consequences to me, to our working relationship and other stakeholders?

16 Avoid Groundhog Day Make sure you have well written volunteer job descriptions and review them annually. Make sure your bylaws include language about removing volunteers (or document somewhere). Remember that it s okay to counsel someone out of a volunteer role.

17 Thank you for joining us today! Questions