Volunteer Recruitment: Have a Plan

Volunteer Recruitment:Have a Plan Tarrant Literacy Coalition April 19, 2012

Essentials

Volunteer Management TheoryThe central idea of volunteer management theory is the volunteer management cycle Risk Management Assessment/Staff Program Evaluation Position/Job Description Performance Reviews Motivation Performance Problems Interviewing Delegating 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.

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. Reduce Risks Set.

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

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 ▪ Design episodic, short-term positions.▪ Offer position sharing.▪ Provide group volunteer opportunities.▪ Target recruitment to professionals, youth, retired people, ethnic groups, etc. 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 Assessment Goals 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 Contents • General 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

Volunteer Recruitment: Have a Plan