In todays larger charities, volunteers are supervised by various members of staff rather than by a single volunteer coordinator or Director of Volunteer Services. One of the keys to making volunteering attractive, therefore, is to ensure that members of staff have knowledge of at least the basic principles of volunteer management. Following are seven principles all staff should be able to put into practice.
Make sure the volunteer has something to do.
Volunteering is done in a persons discretionary time. Increasingly, our discretionary time is quite precious to us. If volunteers arrive at the organisations doors and find that staff do not have anything for them to do, they will feel that their time is not respected by members of staff. As a consequence,they may decide to do something else with their discretionary time.
Losing a volunteer because a staff person did not have anything for him or her to do is tragic. But the worst thing is that the volunteer will tend to tell others of their experience, discouraging others to volunteer there.
Thank them for doing it.
By far the most common management mistake is the failure to express appreciation to people for the work they do. This mistake is particularly critical when it comes to volunteers. If they sense that others do not appreciate their gift of time, they will take it elsewhere.
A simple thank you (preferably with a smile) when the volunteer leaves can do wonders to keep them coming back. In addition, you might consider suggesting that all staff who work with volunteers keep these other easy methods of recognition in mind:
- Smiling when you see them.
- Thanking them for coming in.
- Writing them a note.
- Telling them they did a good job (but only if they did).
- Forwarding any positive feedback about them from the people the charity serves.
Have a plan B.
Sometimes volunteers will finish their work early or volunteers will not be able to do what was originally planned. In order for volunteers to have a sense that you value their time, you should have back-up activities for them to perform.
Be prepared when volunteers arrive.
When volunteers have to wait for staff to get ready for them, they again feel that members of staff dont value their time. Being there when they show up for work, having their work ready for them to do, and making sure that the right equipment is available will give volunteers the sense that you respect them.
Have a place for them to work.
Similarly, volunteers feel that they and their role isnt valued if there is no proper place for them to do the things they have volunteered for the organisation.
Call them by name.
Although it can be difficult to remember the names of all the volunteers the charity involves, it will help volunteers feel included. When volunteers sense that members of staff dont know their names, they tend to feel that staff members dont value them.
Ask for their ideas.
Volunteers may agree to do some pretty routine, uncomplicated tasks, but this doesnt mean they dont have ideas that can profit the organisation. Ask them if they see opportunities for improving the way things are done. You might be surprised at the good ideas they have been keeping to themselves.
Rick Lynch is the co-author of Essential Volunteer Management, and runs workshops on the subject in USA, UK and Canada.
Reprinted from Turn Your Organisation Into A Volunteer Magnet, (ed. Fryar, Jackson & Dyer), 2004
Rick Lynch
