A Friendly Atmosphere for the Volunteer

How to Promote

“Volunteer-friendliness”

An Art and Science

• The success of any volunteer organization relies on its ability to attract and retain dedicated volunteers.

• The “art” reflects a combination of interpersonal skills necessary to motivate and retain and unpaid workforce.

• The “science” consists of being aware of and following sound management practices.

Volunteer Satisfaction: No. 1• The most important determinants of

volunteer satisfaction are the:

1) Quality of job assignments

2) Way they are treated by the staff

• Volunteer Satisfaction result in :

* more and larger financial contributions; stronger long-term commitment; stronger loyalty

The Level of Volunteer Friendliness

• It’s comprised of many things:1) Paid staff, policies and programs provide a

positive, pleasant and rewarding experience for both current and future volunteers.

2) Organization concentrates on treating their volunteers with respect. Volunteers are not taken for granted, but viewed as valuable resources.

3) It is easy and convenient to volunteer; hours and assignments are flexible and interesting.

Four Major Components of Volunteer Satisfaction

1) Volunteer Attraction and Recruitment

2) Initial Personal Interaction with an Organization Staff

3) Volunteer Utilization and Assignment

4) Post-Volunteering Follow-Up

1) Volunteer Attraction & Recruitment

• Marketing strategies should be designed to attract and recruit by focusing on the significant impact volunteering can have on the community, state and national problems; as well as focus on the intrinsic rewards inherent in volunteering.

• Why? It will increase the volunteer’s understanding of the importance of the program.

Attraction and Recruitment

• The Second Key Component is: A general commitment to matching the volunteer’s ability and interest/skills with work activities.

• Why? A recruiting strategy that accurately portrays the work the volunteer will be performing is most likely to attract significant interest and long-term commitment.

• Volunteers need to enjoy their work and feel they are in a unique position to contribute.

2) Initial Personal Interaction with Program Staff

• FIRST IMPRESSIONS MATTER: A volunteer’s initial interaction with staff sets the tone for the ENTIRE experience.

• Therefore, staff policies should be developed and staff trained to deal with prospective volunteers in a way that…….

Policies:

• Welcomes the person and expresses appreciation

• Reaffirms the ease and simplicity of volunteering• Reiterates the commitment to match interests

with assignments• Collects basic info about the volunteer and

provide basic info about the organization• Solidifies the commitment to volunteer• Schedules the next step in the volunteer process

3) Volunteer Utilization and Assignment

• Successful volunteer organizations recognize the time constraints under which volunteers live AND make available short term assignments to fit their schedule.

• Furthermore, they formulate an effective orientation program and develop assignments that…..

Develop Volunteer Assignments that:

• Express appreciation for the volunteer’s work and time

• Instill a sense of teamwork among volunteers and staff

• Offer convenient, flexible scheduling• Involve meaningful, significant, enjoyable work• Attempt to match with one’s interests and always

include supportive supervision• Offer opportunities for input• Provide for frequent positive feedback

4) Post-Volunteering Follow-Up:

• The Volunteer’s association with the organization should NOT end with the completion of any particular project/task.

• A post volunteer plan is essential for growth and development of the volunteer and the volunteer organization.

Effective Follow-Up Plans Incorporate:

• Formal recognition and appreciation for the volunteer’s work and time

• An exit interview or survey that allows the volunteer to contribute to future planning

• Encouragement of positive referrals to other prospective volunteers

• Continuing contact with the volunteers through a newsletter, periodic mailing or get-together

• A way to quickly notify the volunteer of future projects

• Low pressure solicitations for donations

Part II:

The Action Plan

The Action Plan:

• It integrates the conceptual model into day-to-day activities. It includes 3 parts:

1) thorough assessment of current status to identify strengths and weaknesses

2) specific improvement strategies developed to address weaknesses

3) improvement strategies monitored so effectiveness can be evaluated

Action Plan to Enhance Volunteer Satisfaction

Example

Step One: AssessmentExamine these 7 areas

1) Organizational Commitment: Is there a full time volunteer coordinator? Computerized database? Evaluations?

2) Organization Staff: Are staff members training how to successfully interact with volunteers?

3) Volunteer Attraction and Recruitment: Does the program have a written plan with goals to recruit? Are there formal procedures to solicit specific volunteer skills? Are questions from volunteers answered efficiently?

Still Step One:

4) Volunteer Orientation/Training: Is there a formal procedure that matches volunteer skill with work? Is there an orientation for all volunteers?

5) Volunteer Work Assignments: Does the organization have flexible work options for volunteers? Are assignments interesting? Do volunteers typically have FUN?

6) Volunteer Recognition: Do you regularly recognize and thank volunteers? Do you hold regular volunteer recognition events?

7)Volunteer Satisfaction Survey: Periodic written surveys of volunteer satisfaction? Used?

Now 2 & 3

• Step 2-Strategy: After identifying and prioritizing program weaknesses, direct efforts to formulating and implementing specific strategies.

• Step 3-Monitoring: After specific improvement strategies have been implemented, it is essential their effectiveness be monitored. Revisions might be needed.

Indicators of Successful Volunteer Programs

• You need to expect, and look for, improvement in tangible and measurable ways.

• 2 general categories of this: internal to the program and external to the volunteers.

In other words….

Internal: Program Improvements

• Attraction and recruitment of new volunteers AND retention of new volunteers

• Increase in volunteer productivity AND higher number of volunteers—word of mouth referrals are good

• More hours available from volunteer AND reduced workload of regular staff

• Greater number of financial donors• Ability of staff and volunteers to accomplish

more projects.

External: Favorable Impact on Potential and Current Volunteers

• Increased knowledge of program/ organization AND higher level of interest

• Greater interest in volunteering AND motivation to work hard on assignment

• Motivation to continue volunteering AND satisfaction with their work

• Attachment to the program AND willingness to donate time and $$ regularly