Nancy Bikson sets out the basic steps to creating an effective volunteer force.
Volunteers can often be a lifeline for a charity: they provide much needed people-hours without the expectation of a cash reward. But dont be fooled into thinking their services are free they need to be paid as much as any employee but with remuneration that isnt measured in monetary terms.
The key issue is ensuring that the process of recruiting and using volunteers is one that is enjoyable and satisfactory to both the organisation and volunteer. Understanding the reasons why people volunteer helps organisations to treat them well and give them satisfaction from their experience. Some do it because they have time on their hands, or because they want to give something back to society or to a particular organisation. Others want to feel that they are a part of something, or to meet other people with similar interests. Meeting the needs of volunteers is the quid-pro-quo of accepting their time and energy on your behalf.
Defining the purpose
The two most important issues to be addressed when recruiting volunteers are why you want them and what they are going to do. Having a team of volunteers just because other organisations do is not a sufficient reason to recruit them. Neither is having volunteers because the companys Friends offer their services. The only reason to recruit volunteers is because your organisation has a need, or needs, that can be fulfilled by people who are willing to give of their time and services. Inventing activities for volunteers is a recipe for disaster as they wont feel that their time and talents are being put to good use.
The list of activities in which volunteers could participate is a long one. For an arts organisation, it might include fundraising, office tasks, event stewarding, giving professional advice, or acting as advocates and ambassadors. Whatever the role, it is important to have a plan of what volunteers will do. The tasks must be real, valuable and clearly understood by the volunteer and by those in the organisation who will work with them. The job doesnt necessarily need to be high value stuffing envelopes every Friday can be as important as helping with tax advice but the job must be clearly defined. The person who wants to stuff envelopes may be very different to the person with VAT skills.
Planning and recruiting
Writing a job description for a volunteer role is a useful way of ensuring that the organisation is clear about what is expected from the role, and will help the prospective volunteer determine whether he or she is willing, or able, to meet your expectations either for skills, time or travel. Equally important is to identify clearly who will supervise the volunteers, how their work will be evaluated and how they will be thanked for the work they do. If you dont have enough staff to adequately manage volunteers, consider whether you should have volunteers in the first place.
The recruitment process for volunteers should be as rigorous as that for hiring employees. It is important go through an interview process and clearly discuss with the candidate:
Why they want to volunteer
What is expected of them in terms of work and time
Who they will be working with, and
The way in which their role will be evaluated.
Then, when new volunteers start, they need an opportunity to meet the people they will be working with and other key people within the organisation. They also need to be shown how things are done, just the same as any new employee. The role specification can later be reviewed to see if it still makes sense to the volunteer in the context of their experience.
Showing respect
Courtesy, respect and appreciation are the currency by which volunteers should be paid, so show appreciation to your volunteers regularly, fairly, appropriately and sincerely. They are not working for a salary and therefore need a different type of recognition than paid staff. At the very least, volunteers will want to feel welcomed, respected, informed, needed, effectively used and managed. But they may also want or expect more. Typical ways of recognising or rewarding volunteers include:
Providing training
Publicising volunteers achievements and contributions in annual reports, publications and newsletters; on websites; and at meetings
Trustees and senior management thanking volunteers to show that their work is appreciated at the very top of the organisation
Creating opportunities for volunteers to socialise with their peers and staff
Asking for ideas, opinions and feedback
Offering extra responsibility or forms of promotion
Giving volunteer awards and honours
Showing interest in volunteers as individuals and giving help and advice on subjects of interest
Recognising that, for some volunteers, leaving the organisation to attain further goals is also an achievement or success.
Happy, satisfied volunteers will be great supporters of, and ambassadors for, your organisation. Ensure your volunteers are in this category.
This article has been adapted by Nancy Bikson, Editor of Quick Guides, from the Wiremill Publishing QuickGuide, Working with Volunteers by Cherry Bushell. To order a copy, contact Wiremill Publishing.
t: 01732 868111;
w: http://www.quickguidesonline.com
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