Retain to Sustain Staff & Volunteers 1. THINK & PLAN STRATEGICALLY Chelsea Martin Sandra Miller
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Retain to Sustain Staff & Volunteers 1
description
“Nonprofits expect their voluntary turnover rates to double in three-quarters of nonprofits do not have a formal strategy for retaining staff... Not only may they see their top talent walking out the front door, but they may also be faced with skill and competency gaps, particularly at the entry- to mid- level career mark, that can affect the organization's mission.” “As Economy Revives, Nonprofits Need Better Workforce Planning”, Associations Now, April/May
Transcript of Retain to Sustain Staff & Volunteers 1. THINK & PLAN STRATEGICALLY Chelsea Martin Sandra Miller
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Retain to Sustain
Staff &
Volunteers
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THINK & PLAN STRATEGICALLY
Chelsea Martin [email protected] Miller [email protected]
www.mivolunteers.orgwww.mnaonline.org
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“Nonprofits expect their voluntary turnover rates to double in 2012. . . three-quarters of nonprofits do not have a formal strategy for retaining staff. . . Not only may they see their top talent walking out the front door, but they may also be faced with skill and competency gaps, particularly at the entry- to mid-level career mark, that can affect the organization's mission.”“As Economy Revives, Nonprofits Need Better Workforce Planning”, Associations Now, April/May 2012
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DISCUSSIONWhat keeps you in your job?
What would cause you to leave?
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“Nonprofits rely heavily on volunteers, but most CEOs do a poor job of managing them. As a result, more than one-third of those who volunteer one year do not donate their time the next year—at any nonprofit. That adds up to an estimated $38 billion in lost labor. “The New Volunteer Workforce” Stanford Social InnovationReview, Eisner, Grimm, Maynard, Washburn, Winter 2009
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TAKE A STAND• Why do you Volunteer?
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THE PROBLEM
HFH Average Staff Tenure
2.8 years.
Michigan volunteer retention
62% (38% turnover)
Rank #32 in the nation –number of people volunteering.
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Why They LeaveHave you asked your staff & volunteers. . .
• Evaluations & Periodic Reviews• Surveys• Exit Interviews
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Good Management
The Bottom Line. . .
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Make It A Part of The Strategic Plan
Plan For Retention
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Retention Strategies Making A Good Match
Training
Provide Opportunities
Effective Management
Appreciation
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Utilize the application, interview, orientation and training process to Create a Connection
To Mission To Staff
Match Skills & Interests to Organizational Needs
Educate—Create Clear ExpectationsThink “diversity” of experience, education, & backgrounds
Making A Good Match
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Fosters the Connection Facilitates a Successful Experience &
Transition Prevents Problems, Reduces Stress Insures Continuity of Successful Strategies,
Procedures, and Policies Sends a Message of Effective Management
Should be a part of succession planning
Appropriate Training
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For Growth Change and Challenges New Learning, New Skills Input & Ownership in The Organization
Provide Opportunities
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Research the going ratePromote & Reward EquitablyCheck In FrequentlyInsure that Supervision is Accessible, Adequate &
AppropriateTransparent & TrustworthyCommunicates Clearly
Foster RelationshipsWeed Out Poor PerformersFocus Staff on Tasks That Add ValuePromote A Health Work/Life Balance
Effective Management--Staff
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Respond to volunteer inquiries quicklyScreen potential volunteers for skills and
genuine interestDefine and communicate roles and expectations
clearlyMatch skills and interests with opportunitiesEstablish the value of the volunteerImplement a good tracking systemProvide support and assistanceProvide opportunities to connect
Effective Management--Volunteers
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Questions??Comments?
Halfway pointTime check 11:35
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Recognize and Appreciate
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RecognitionMake it personal
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When feeling discouraged. . .
Would you prefer. . .A. Encouragement from your supervisor including a positive comment about the work you’re doing. B. A hand on the shoulder or hug for encouragement. C. Help from a coworker who takes on some of the work.D. Tickets to your favorite eventE. An invitation for coffee with a colleague who encourages you to talk about what’s going on.
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After doing something for someone else; would you prefer that they. . .
A. Write you a note of thanks and appreciationB. Give you a high five, hug, or handshakeC. Return the favor and help you when neededD. Give you a gift such as a gift card to your
favorite store or restaurant as “thanks”.E. Just spend time with you to share what’s going on in your lives
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Words of affirmation (A) Appropriate physical touch (B) Acts of service (C) Tangible gifts (D) Quality time (E)
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Volunteer recognition must. . .
Be consistent and equitable Measure, recognize and communicate
impact Include informal and formal strategies Be sincerely communicated by all staff and
board members Immediate For every corrective comment; provide 5
positive
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How would you like to be recognized?
Discussion
Learn the volunteer’s name(s) and some facts about their lives.
Give additional responsibilities. Enable the volunteer to “grow” in the organization.
Ask for their input.Provide food and drink, hats,
t-shirts, even special name tags.
Train staff and volunteer leaders to take time to say “thanks” before volunteers leave (reflection)
INFO
RMAL
Offer scholarships to seminars and conferences.
Invite individuals to participate in organizational strategic planning.
Provide plaques and recognition for specific milestones.
Publish volunteer names, pictures and stories in newsletters, youtube promos, etc.
Color code name tags or special color hats/tshirts for specific milestones.FORM
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Preventing Staff BurnoutVolunteers As A Part of the Solution
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Declining Resources/Increased Demand
Increased Demand
Decreasing Funding
Freezes & Layoffs
Nonprofit Employment Trends Survey 2012
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ROI in NonprofitsIn the world of volunteer engagement the inputs are money and volunteer
time. The outputs are whatever service is provided, products created or money
raised
What is ROI | Volunteer Squared
Volunteers as a Resource
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Example--Inputs:Volunteer manager benefits and salary$28,000.00Average volunteer hours needed to build a home 2,000
Outputs:Average dollar value - Construction Laborers *$14.42$1.73 $32300.80/homeConstruction managers $40.00/hr. Example Senior Crew (crew leaders) 200 hours X 40 = $8,000.00
*http://www.handsonnetwork.org/tools/volunteercalculator
Return On Investment
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Average turnover/loss 30% $12090 Lost (labor) + recruitment & training costsReduction in turnover 10% $9690.00 reduction +$3,230.00/house
$3,230 X 10 = $32,300.00
ROI
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Savings $32,300
Volunteer Manager’s Salary & Benefits $28,000
ROI—Savings or Revenue Generated/Costs & Benefits
$32,300 / $28,000 = 115% ROI
ROI—Volunteer Management
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You Can’t Keep Them All
(nor would you want to)
One Final Thought
Have A Succession PlanClearly Identify & Implement Policies & ProceduresDiversify Recruitment Streams
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Volunteer RecruitmentTrainingSupport
Your Volunteer Center As A Resource
Volunteer Centers of Michigan is an Affiliate ofMichigan Nonprofit Association
