VOLUNTEER RECRUITMENT:

Have a Plan

Tarrant Literacy CoalitionApril 19, 2012

• Ready?1

• Set.2

• Go!3

Essentials

Volunteer Management TheoryThe central idea of volunteer management theory is

the volunteer management cycle

Program Evaluation Position/Job Description

Motivation

Interviewing Delegating

Performance Problems

Performance Reviews

Risk Management Assessment/Staff

Ready?

Myths

• Volunteers take too much time.• Every volunteer is good.• Volunteers are free.• Volunteers are not reliable.• I can’t fire a volunteer.• Volunteer = unskilled (non-professional)• The volunteer program is a distinct and separate

function of the agency.• People volunteer because they don't have much

else to do.Ready?

Trends in Volunteering

• Short-term volunteering options.• Desire for freedom, ability to act quickly.• Volunteers want challenging, interesting assignments.• Volunteers come from a broader cross-section of

society.• Volunteers expect to be treated professionally.• Volunteers need flexibility in hours.

Ready?

Trends in Volunteering, cont.• Family and group volunteering are popular.• People more interested in working for causes than for

organizations.• Volunteers are often looking for job experience,

training, re-entry to employment.• Many people with professional skills are available to

nonprofit organizations.• More “voluntolds”

Ready?

The “new” volunteer…

• is very Busy—has many obligations and often is volunteering for multiple organizations.

• wants Flexibility. • thinks outside-the-box of the organization—

new Hi-Tech ways to get the job done .• will not tolerate incompetence .• does not want to make a contribution. The

new volunteer wants to make a difference.

Ready?

Successful Volunteers

• personality/behavior/value-belief traits and attitudes.

• Unspoken rules

• Effectively communicate

• Lower boundaries

• After orientation

• During volunteer period

Ready?

Volunteer Motivation

• Success in volunteer programs occurs when the needs of the organization, the paid staff, and volunteers are simultaneously met.

• Many organizations need to update their understanding of who volunteers and why they contribute their time.

• Appreciating different motivational styles can lead to more effective volunteer placement, supervision, and recognition.

• Retention of volunteers is enhanced by recognizing their changing motivational needs.

Ready?

Staff Involvement

• Development and design of jobs• Screening, orienting and training• Who’s in charge?• Supervision authority• Communication• Recognition

Set.

REDUCE RISKS

Written volunteer position descriptions:• Communicate expectations of volunteers.• Focus on qualifications as a significant selection

criterion.• Help choose the proper level of screening.• Document that a volunteer acted outside of

assigned duties.• Establish limitations and barriers that may

discourage undesirable people from entering your program. Set.

• Clearly defined• Thoughtfully prepared• Training• Results to be accomplished• Tasks involved• Skills required• Short, succinct and clear• Parameters of authority• Accountability• Measurements• Supervision

Job Design

Set.

▪ Design episodic, short-term positions.

▪ Offer position sharing.

▪ Provide group volunteer opportunities.

▪ Target recruitment to professionals, youth, retired people, ethnic groups, etc.

Job design for trends(More 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.

• Organize a substitute system of volunteers

Set.

Elements in an Ideal Volunteer Position Description

• Position Title• Supervisor• Goal or purpose of position• Major responsibilities• Time commitment• Qualifications (required, desired)• Work location• Benefits to volunteer• Date of position design or re-design

Set.

Who currently volunteers with us and what do they do?

Why are they here?

Set.

Key Concepts in Recruitment

• Until you identify and address people’s possible resistance, you will not reach your potential in volunteer recruitment.

• For volunteer recruitment to be successful, the needs of both the organization and the volunteer must be met simultaneously.

Go!

Volunteer Needs AssessmentGoals for the next 6 months• More• Fewer• Additional• Easier

Goals that can be met in next 6 months w/ addl time, talent, and/or skills• More• Fewer• Additional• Easier• New• Extra

Go!

Recruitment Invitation

• Minimally, include 3 elements.– The statement of need. (The need of clients,

not of the agency!)

– How the volunteer can help.– Benefits of the position to the volunteer.

• Effective, trained people should recruit volunteers.

Go!

Best Recruiters

• Volunteers who are: – Satisfied– Enthusiastic• Enthusiasm ends with IASM:

I Am Sold Myself!– Articulate– Connected with the person or group being

recruited

Go!

Interviewing

• The primary purposes of interviewing volunteers are to determine a mutual fit between the candidate and the organization, and to screen for risks.

• There are 4 Key Steps in the interview process: Preparation, Opening, Body and Closing.

• Two essential skills in interviewing are designing and asking questions and reflective listening

• It is important to prepare for special problems that might present themselves.

Go!

Interview Preparation

• Review what you know about the applicant.• Review pertinent information about the available

volunteer position(s).• Assemble material about the agency.• Formulate questions.• Schedule adequate time.• Arrange for private, comfortable place.• Cast aside all distractions.

Go!

Body of Interview

• There are three basic sections of an interview:– You provide information on the agency, program,

clients served, etc.

– Applicant shares information about him/herself through thoughtful questioning.

– You describe available volunteer positions or other options for involvement.

Go!

Closing of Interview

• Review and summarize what surfaced during the interview.

• Discuss next steps:– If mutual acceptance: explain how volunteer

becomes active.– If no match: encourage honest sharing and refer

elsewhere.• Express appreciation for his/her time.

Go!

Volunteer Orientation• A volunteer’s orientation to an organization or

program should include information on its mission, fundamental values, systems and structure, history, future plans, and social community.

• Consider– Who should be involved in orientation– Methods of sharing orientation– Best times to offer orientation– Time lapse between volunteer interest and

opportunity for orientation– Which volunteers get orientation

Go!

Volunteer Handbook

A volunteer handbook can serve as an important part of orientation and as a convenient reference tool for those in community service and volunteering.

• What do our volunteers need to know?• Do volunteers need to understand the big picture or just

their own piece of the puzzle?• How can we minimize risks of misunderstandings,

under-performing expectations, or overstepping boundaries?

Go!

Table of ContentsGeneral Information:• Welcome Letter• Organization Mission Statement• Details of Your Organization• Objectives/Goals of the Organization• Impact of the Organization• Organizational Chart/ Staff or Volunteer Listing• Emergency Procedures• Hours of Operation• Confidentiality• Communications• Dealing with Media

Go!

Table of Contents, cont.Volunteer Specific Information:• The Importance of the Volunteer• Why Volunteer With This Organization?• Paid Staff and Volunteer Relations• Statement of Organization’s Commitment to Volunteerism• Values for Volunteer Involvement• Personnel Policies• Application , Screening and Background Checks • Code of Conduct• Ethics Code• Whistleblower Policy

Go!

Table of Contents, cont.• Standard of Appearance• Volunteer Recognition and Benefits• Grievance Policy• Resignation/Leaving the Volunteer Program• Insurance and Liability Coverage• Position Descriptions• Definition of terms or acronyms• Attendance, Absences and Lateness• Expense Reimbursement• Personal Phone Calls • Personal Use of Agency Property

Go!

Volunteer Training

• Training is the process of equipping volunteers with appropriate skills and knowledge to carry out the work they have agreed to effectively perform for the organization.

– Skills needed to perform the task/position– Knowledge and information needed to perform the

task/position. Boundaries.– Attitudes needed for healthy and successful

performance of the position. Fit.

Go!

Did you get what you came for?

What’s the best “take-away”?

What’s the biggest challenge?

What else do you need?

Victory Lap

Sharon Zambrzycki

817-925-7684

shazamz@att.net www.shazamsolutions.com