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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.
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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: • Paid staff, policies and programs provide a positive, pleasant and rewarding experience for both current and future volunteers. • Organization concentrates on treating their volunteers with respect. Volunteers are not taken for granted, but viewed as valuable resources. • It is easy and convenient to volunteer; hours and assignments are flexible and interesting.
Four Major Components of Volunteer Satisfaction • Volunteer Attraction and Recruitment • Initial Personal Interaction with an Organization Staff • Volunteer Utilization and Assignment • 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
Step One: AssessmentExamine these 7 areas • Organizational Commitment: Is there a full time volunteer coordinator? Computerized database? Evaluations? • Organization Staff: Are staff members training how to successfully interact with volunteers? • 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