MANAGING VOLUNTEERS IN

MUSEUMSMELISSA SMITH – ASSISTANT CURATOR, COMMUNITY PROGRAMS

PUBLIC PROGRAMMING AND LEARNING, AGO

TODAY’S OBJECTIVES

• Participants will recognize and understand an overview of volunteer management in

cultural sites.

• Participants will be equipped with the tools to analyse and evaluate volunteer programs

in cultural sites.

• Participants can begin to consider how they might design or tweak a volunteer program

in a cultural site.

AGENDA

• Introductions and positioning

• Definitions

• Program Development

• Recruitment

• Placement Descriptions

• Orientation/Training

• Management/Supervision

• Conflict Resolution

• Case Studies

• Evaluation

• Recognition

• Sum Up

GETTING TO KNOW YOU!

• What brought you here today?

• Do you have a great volunteering story?

VOLUNTEER MANAGEMENT

Volunteer Management is concerned with:

• Recruitment

• Orientation

• Retention

• Organizing volunteers in a formal way to provide a public good.

-Canaan and Amrofell 1994, Hustinx eat al. 2010, Musick and Wilson 2008

VOLUNTEERS

Volunteers differ from paid staff with respect

to their motivations, function, and contractual

situation.

Volunteers are marginal creatures - neither

staff or customer, neither insider or outsider,

they are not necessarily experts but they are

not total amateurs…. but to the visitors the

volunteer is the museum - they do not

differentiate between staff and volunteers

when they are in the institution.

- Holmes 2003

DEMOGRAPHICS

VOLUNTEER CHARACTERISTICS

• Highly educated with professional backgrounds

• Goal-oriented with highly organized career, family and social lives

• Sense of mobility (transient in terms of school, residence and work)

• Technologically skilled and comfortable participating in social

networks

• Individualistic with a strong desire for autonomy

• Multiple interests and identities linked to many communities and

causes

VOLUNTEER MANAGER CHARACTERISTICS

• The chances of having a full-time paid position with a higher salary increased with the

size of the organization and the size of the volunteer program budget.

• The number of volunteers an organization has and the size of the volunteer program

budget are closely related to the size of the organization.

• The title given to the person who manages an organization’s volunteers may also suggest

the importance or value of volunteers within an organization.

VOLUNTEER MANAGEMENT CHALLENGES

• Volunteer recruitment (32 per cent)

• Time constraints (14 per cent)

• Assigning volunteers to tasks (four per cent)

• Lack of funds or money (four per cent)

• Volunteer retention (four per cent)

PROGRAM PLANNING/ VOLUNTEER LIFE CYCLE

VOLUNTEER LIFE CYCLE

• Determinants of volunteering (Planning & Prep)

• The decision to volunteer (Recruitment)

• Volunteer activity (Orientation & Training, Feedback)

• The committed volunteer (Rewards & Retention)

PROGRAM PLANNING

ORGANIZATIONAL ASSESSMENT

• How does the program align with the

Mission, Vision, and Purpose

• Budget and resources

• Union or non-union environment

PROGRAM ASSESSMENT

• Are your current volunteer roles

meeting program delivery needs?

• Can you engage the volunteers in the

decision making process or

collaboration?

• How will you measure the impact of the

program?

PROGRAM PLANNING

STAFF ASSESSMENT

• Do staff feel empowered to work with

volunteers? (request volunteers,

supervise, develop positions, etc.)

• You should consider volunteers as

compliments rather than substitutes for

paid staff

• How will you measure volunteer

engagement and satisfaction?

RECRUITING VOLUNTEERS - TRENDS

• More youth and more culturally diverse volunteers are

signing up for short term or event based placements

• Younger volunteers are focused on personal interests,

freedom of choice, interest in popular culture, resist

supervision and seek autonomy and self determination

(Shields 2009)

• Traditional or Legacy volunteers representing the older

generation appreciate top down, military like command

structure with frequent training (Shields 2009)

• Legacy volunteers require support that is similar to

recreational day programs for older adults - cognitive and

physical decline is an increasing concern

WHY DO PEOPLE VOLUNTEER?

• Ideological- giving back to their community

• Personal reasons/connections

• Personal growth

• Social connection

• Learn a skill

• Network

• Résumé building

WHERE TO FIND VOLUNTEERS?

• Volunteer Toronto

• Consider partner organizations that align with

who you are looking for

• Outreach events

• Social Media

• Website (photos of volunteers in action)

• Word of Mouth/referrals -Volunteers can help

here!

PLACEMENT DESCRIPTIONS

TARGETED RECRUITMENT

Using written placement descriptions to

advertise and recruit

SKILL BASED RECRUITMENT

Matching volunteers with placements

based on their skills and qualifications.

PLACEMENT DESCRIPTIONS – THINGS TO CONSIDER

• The length of a shift. Generally, a volunteer shift should at least be three hours long. If the shift

contains lots of repetitive work, consider splitting a longer shift into two shorter shifts

• Breaks for volunteers. Check out your local employment standards acts and make sure that

the same standards are applied to volunteers as well

• What should be included in a job description and what legally must be noted

• Being more flexible in considering what usable skills volunteers bring, not just the skills you

think you need

• Tasks that are part of the placement

• Details of tasks that are required (any lifting involved, cash handling, standing for long periods

of time, length of volunteer shift, etc.)

PLACEMENT DESCRIPTIONS

• Identify the position and how it is connected to the organization's priorities, needs, goals, and mission.

• Identify the features and benefits of the volunteer position

• Acknowledge the skills, attitudes, and attributes you are looking for in a volunteer

• Include a title: accurate/meaningful

• List Key Responsibilities: 3-5 essentials

• Identify the Supervisor: who they report to

• List skills (if so, add Training)

• List Qualifications: Licenses, experience

• State the Level of Commitment: when, how often

• Share Benefits: build value

CONSIDER BARRIERS TO VOLUNTEERING

• Time of shifts - is there an evening for those that work full time

• Flexibility/commitment

• Concerns about language fluency

• Lack of vehicle

• Costs

• Location

• Lack of childcare

• Type of service

• Physical barriers

APPLICATION PROCESS

• Contact information

• Availability

• What roles the volunteer may be interested in

• Why the volunteer is interested in the organization

• Résumé

• References

• How the volunteer heard about volunteering

• Age restrictions to volunteering (if applicable)

INTERVIEWING AND MATCHING – TIPS!

• Consider a group interview vs a single interview

• Do them in person when possible

• Use written placement descriptions to guide your conversation (send them a copy before the interview)

• Use pre-scripted questions (and take notes)

• Keep the interview between 15-30 minutes

• Make sure they do not have any questions before ending the interview

• Ask a few questions unrelated to the position (see them think on their feet)

• Use language that supports your process: “if we decide to place you as a volunteer…” “for those that move on

to the orientation process…”

• Always end with “thank you for coming in; we will be in touch”

• Try not to tell a candidate no in person…

ORIENTATION AND TRAINING

• Orientation is general information about the organization

(mission, programs, history, etc.) – sets clear expectations

• Training is position specific (how to successfully do the task

they are assigned)

• Orientation can be offered to introduce the volunteer to the

program and site whereas training may be more likely to be

offered on a more regular basis or an as needed basis

• Each process can be supported by staff and volunteers (i.e.

“Train the Trainer”)

ORIENTATION AND TRAINING

• Welcome Volunteers & Overview of the Session

• Introduction of Your Organization & Staff

• Volunteer Expectations & Roles

• Volunteer Benefits

• Scheduling of Volunteers

• Policies & Dress Code

• Program Evaluation, Feedback & Additional Resources

• Thank You & Next Steps

• FAQs

ORIENTATION AND TRAINING

• Shadowing

• Lecture style overview

• Online modules (slide show, videos, etc.)

• Reality based training – case studies and experiences,

methodology, and content

• Learning platform

• Volunteer Manual and Agreement

• Group training

• On-site training

• Peer mentoring programs

• Simulations

MANAGEMENT: ENGAGEMENT AND MOTIVATION

WHY DO VOLUNTEERS STOP

VOLUNTEERING?

• Role overload

• Competing demands

• Health

• Conflict with other volunteers

• Poor management

• Intrinsically stressful (caring for sick family

member)

• They feel their skills and time are not

being utilized well

• They lack training

• There is ineffective communication

• They lack feedback or recognition

MANAGEMENT: ENGAGEMENT AND MOTIVATION

WHY DO VOLUNTEERS STAY?

• Tasks and procedures are clear

• Feel welcome and appreciated

• Create a community

• Regular contact with supervisor

• Receive regular feedback

• Feel that they are contributing to the

organization

• Opportunities to learn new skills

• Recognition

BEST PRACTICES

• Patience and Time

• Recognition and Thanks

• Make sure that the vision, mission, goals, and outcomes of the

program are clearly communicated.

• Training and professional development

• Match to the organization

• Communication Resources –schedules, learning platforms, program

materials

• Feedback/Co-creation – listen to your volunteers, participatory

engagement, motivation, skill development, goals, invite them to

contribute to decision making, promote volunteers, develop

mission and outcomes for the program

• Social Networking

HOT DOCS BEST PRACTICES

• The value of volunteers should be officially recognized by

senior management and the board of directors

• A staff member should be assigned the responsibility for

the management of the volunteer program

• Policies and procedures should govern volunteer

involvement in their organization

• Implement a formal and consistent recruitment and

screening process for all volunteers

• Volunteers should be assigned to roles that take advantage

of their skills and experience, while also matching their

interests

• Organize volunteer orientation meetings and provide

volunteers with appropriate training and information

materials

• Provide volunteers with an enjoyable safe working

environment, arrange supervision where appropriate and

track volunteers’ performance

• Develop a formal acknowledgement and benefits program

for volunteers, that recognizes their work and

commitment

• Develop conflict resolution strategies, train volunteers and

staff to meet these guidelines and set clear standards of

dismissal

• Solicit feedback and collaboration from volunteers and

consider each volunteer to be an equal member of the

organizations team.

QUALITY AND VOLUNTEER ENGAGEMENT

• By keeping the work challenging, the volunteer is less

likely to become disengaged from their role.

• Volunteers that are actively engaged in their role are

more likely to show interest in improving their skills

and increasing their knowledge.

• Subject-Specific Training Sessions, New Exhibitions:

opportunities to be trained by the Curator

• Invitations to Events

PROFESSIONAL DEVELOPMENT OPPORTUNITIES FOR THE MANAGER OF VOLUNTEERS

• Membership and Subscription with the local volunteer

centre, Volunteer Toronto: provides training, networking

opportunities, and resources.

• PAVR-O (Professional Association of Volunteer Leaders

–Ontario Chapter)

• Volunteers Connect

• Charity Village Webinars

• AAM Conference

• National Docent Symposium

• Fleming College Volunteer Management Certificate

VOLUNTEER CONFLICT

VOLUNTEER CONFLICT

• Identify the problem

• Evaluate if immediate or deferred intervention is required

• Whose problem is it?

• If it’s the volunteer’s problem, is it a question of knowledge, ability or will?

• Who and what could contribute to a solution?

PERFORMANCE COACHING

• Clarify the rules (did the volunteer know what to do, did they misunderstand) –

opportunity to clarify rules and discuss why they’re in place, ask the volunteer what they

thought they did wrong?

• Identify the problem

• Asses Barriers to Improvement (no desire to solve the problem, reluctant to change or

shift, pushback on suggestions for improvement)

• Offer solutions – how can you support their improvement? Ensure the volunteer

understands the rules and their impacts, following rules can improve the volunteers work,

communicating with the volunteer – check in

GIVING NEGATIVE FEEDBACK

• Don’t give negative feedback or intervene in a situation if your emotions are high – take time

to calm down

• If it’s necessary to give feedback right away, find a quiet place for a private conversation;

otherwise make a date for a one-on-one meeting with the volunteer soon

• Discuss the volunteer’s behaviour in the context of its impact on the organization and

program

• Set limits, constraints and rules to your conversation

• Document the conversation – email what was discussed and what you agreed to

• Make sure to follow-up after to ensure changes are occurring and you are supporting the

volunteer

FORMULATING NEGATIVE FEEDBACK

• Warn the volunteer that you have some constructive criticism

• Set an objective for responding to the criticism

• Focus on the task and the behaviour, not on the volunteer themselves

• Encourage the volunteer to want to act and improve, rather than feel they have to change

• Indicate the positive outcome (and impact on your organization and program) from a change

in behaviour

• Use “I” statements

• This should be related to goals you devised for the volunteer program, which ultimately leads

back to the organization’s mission and aim

DESC – A MODEL FOR CONSTRUCTIVE CRITICISM

• Description of the problematic behaviour – specific, factual, based on feedback or

observations

• Explanation of why it is a problem – impact of the behaviour on you, the organization,

and other volunteers

• Specify the change that you would like to see – how can the volunteer change, express

confidence, ask for suggestions

• Consequences of making the change – positive consequences, make it motivating for

the volunteer

CONFLICT RESOLUTION (MARCH OF DIMES)

WHAT TO DO WHEN CONFLICT

HAPPENS?

• C-clarify the issue

• A-address the problem

• L- listen to the other side

• M- manage your way to resolution

POSITION VERSUS INTEREST

• Make a list of your interests

• Also try to analyze the other party’s

interest

• Separate the People from the Problem

• Understand the People

SET THE TONE

INTRODUCTION

• Establish a positive environment

• Timing: mutually agree on when to meet

• Location: mutually agree on a neutral

setting

• Attitude: listen and express motivation

to resolve

AGENDA

• Agree on what will be discussed and how

the discussion will proceed Interests

• Present and listen to each other’s interests

• Brainstorm solutions and choose the one

that meets both parties’ interests

• Resolve

GETTING FEEDBACK

• Direct reporting to the supervisor on shift

• Supervisor reports completed at the end of each shift

• Face-to-face meeting with the volunteer department

• Telephone number that volunteers can call anytime

with questions, comments, concerns

• Email address where inquiries are answered in a timely

manner

• Group feedback sessions

• A quick anonymous survey

EVALUATION

MOST VOLUNTEERS WANT

• Fluid frequent feedback

• Open communication

• Collaboration with staff and fellow

volunteers

• Mentorship and a focus on skills-building

WHAT TO DO

• Program evaluation based on impacts

• Feedback

• Self evaluation

• Spot checks and check ins/connecting in

person

• Annual review/Survey

• Partner with a researcher or institution

RECOGNITION

INDIVIDUAL

• Cards, emails, handwritten

notes

• Thank you, volunteer

anniversary, and birthday

messages

• Volunteer highlight or

profile

GROUP

• Volunteer Appreciation Events

(Volunteer Appreciation Week in

April, Volunteer Annual Party,

BBQs)

• Holiday cards

• Annual Report

SUM UP – HOW CAN WE ENSURE QUALITY?

• Position or program design

• Clear placement descriptions

• Screening Practices

• Orientation and Training

• Skills Development and Ongoing

Learning Opportunities

• Supervision and Feedback

THANK YOU AND QUESTIONS!

• Ashley, Susan L. T. (2012). Museum volunteers: between precarious labour and democratic knowledge community. In Cultural Policy, Work

and Identity: The Creation, Renewal, and Negotiation of Professional Subjectivities. Ed. Johnathan Paquette. Taylor and Francis:

p107-127. (****)

• Dwyer., Patrick C., Joyce E. Bono, Mark Snyder, Oded Nov, Yair Benson. (2013). Sources of volunteer motivation: transformational

leadership and personal motives influence volunteer outcomes. In Nonprofit Management and Leadership. 24.3: p181-205.

• Field, Andrea. (2016). Bata Shoe Museum: ensuring quality in the volunteer program. Presented at Volunteer Connect.

• Hager, Mark A. and Jeffrey L. Brudney. (2015). In search of strategy: universal, contingent, and configuration adoption of volunteer management

practices. In Nonprofit Management and Leadership. 25.3: p235-254.

• Holmes, Kristen and Leonie Lockstone-Binney (2014). An exploratory study of volunteer stress management: the organizational story. In

Third Sector Review. 20.1: p7.

• Hot Docs Volunteer Resources: https://www.hotdocs.ca/p/volunteer-resources

• Nesbit, Rebecca, Heather Rimes, Robert K. Christensen, and Jeffrey L. Brudney. (2016). Inadvertent volunteer managers: exploring perceptions

of volunteer managers’ and volunteers’ roles in the public workspace. In Review of Public Personnel Administration. 36.2: p164-187.

• Studer, Sibylle and Georg von Schnurbein. (2013) Organizational factors affecting volunteers: a literature review on volunteer coordination. In the

International Journal of Voluntary and Non-profit Organizations. 24.2: p403-440 ****