Making your volunteers tick: Getting the most out of your volunteers

Housekeeping

Introductions Stacey Foster & Jade Armstrong Volunteering Development Officers

Being organised Impact of volunteer manager behaviours and volunteer behaviours Importance of communication Motivating volunteers What we will cover:

The Volunteer Magnet ments/VolunteerMagnet2nded_000.pdf Turn Your Organisation Into a Volunteer Magnet is a knowledge-sharing initiative within the international community of volunteer programme managers (VPMs) for the purpose of peer-to-peer professional development.

You’re A Volunteer Manager, Now What?

K elly R. Moore is Volunteer Services Program Coordinator with 25 years experience of volunteering and volunteer management Program Purpose/Mission What is the mission of your volunteer program? What is it you hope to achieve?

Program Development 7-Steps to Success: 1. Education – Yours! Get to know your organization, what they do, their objectives, their constituents; whose world are you changing? 2. Identify Needs – What needs will your volunteers meet? What are the specific tasks they will perform? What special skills are required? 3. Recruitment – Recruit referring to the needs identified. Are you seeking men, women, does age matter, geographical areas? Be specific.

4. Orientation – Does your organization have orientation requirements? What forms are needed? What can your volunteer do or not do? Have your orientation prepared before you recruit. 5. Assignments – Do your homework! Know your volunteer; know your need. The more you know, the better you can match that volunteer with an assignment. The result? A great experience for all involved! 6. Retention – Keep those volunteers happy! Recognize them for their work. Remember birthdays and other significant dates; offer continued education and opportunities to build skills.

7. Evaluation – Measurement! Know your success rate. What’s working, what isn’t? The most important step? Own your program! The success of a volunteer program hinges on the passion, enthusiasm and ‘buy-in’ of the one who manages it. You have to believe in what you’re doing. Think about it this way, you’re asking people to do things for no financial compensation. If you don’t have the conviction of the difference they’ll make, then how can they? Lastly, let’s not look outside the box. There is no box! See through the volunteers’ eyes and you will see a world that is changing one moment at a time.

Impact of volunteer manager’s and volunteer’s behaviours. Working in pairs discuss the scenarios. Identify the impact and look at possible solutions to this.

Importance of communication How do you communicate with your volunteers? It can be difficult to get the message across to all volunteers, especially if you don’t see them regularly

Our Top Tips for effective communication Listen - let the volunteer know you are listening Hear – ensure you hear what is being said Watch- for the volunteers reactions See- the body language Enjoy- the chance to get to know your volunteer

Motivating volunteers

What motivates volunteers? Making a Difference Recognition Social – sense of belonging, meeting people Personal Development – gaining new skills

Why volunteers leave Volunteers leave because: Their volunteering is badly organised They are unable to cope with the tasks given They feel ‘put on’ by the organisation They are not given sufficient recognition /appreciation

Frederick Herzberg’s Theory Satisfiers The work itself Responsibility Achievement Recognition Advancement Growth Hygiene Factors Management Supervision Working conditions Pay (expenses or personal finances) Status Job security

De-motivators Activity In pairs using the worksheet list what de- motivates you, staff and volunteers. Then list the common factors amongst all 3.

Top Tips to keep volunteers motivated! Always thank volunteers – verbally, , notes, volunteers’ week, nominate for awards Challenge ‘just a volunteer’ if said by staff or vols Make sure staff and volunteers know how important volunteers are to the organisation Communication – ensure volunteers know who to contact, they all aware of changes. , verbally, notice boards, newsletters, meetings etc. Introduce volunteers to staff and other volunteers – making people feel part of the team Don’t have favourites!

Don’t be afraid to socialise with volunteers Don’t take advantage. Some volunteers will offer lots of time and to do extras. Be aware if one volunteer is doing lots – let could grow tired of this. Consult volunteers about the services they help run Always have something for volunteers to do Don’t leave volunteers waiting around, they may decide their time is better spent elsewhere Make supervisions a time for volunteers to talk, as well as you feeding back about their role Make sure volunteers are confident in their roles. Adequate training, support and crib sheets. Keep the biscuit tin top up

That’s all folks! Training and events: Volunteers and the law, Thursday 13 November 10.00am pm Volunteer Coordinators Network, Thursday 4 December 9:30am Introduction to volunteer management, Wednesday 10 December 10.00am pm Best practice guides available online: volunteers