1. Voluntary Action Islington Volunteers: Reward and Retention
Rebecca Tully

2. @volunteersyeah
rebeccatully.co.uk

3. “Tell us about RETENTION!”
“There’s no way we could get the volunteers together for support, the timings wouldn’t work.”
“We don’t have time or money for training. We just take people who know what they’re doing.”
“We don’t have time for volunteers to go round meeting everybody when they start, they get a handbook - that’s enough.”
“Task descriptions? No, there are things that need doing and we just get on and do them.”
“Tell us about RETENTION!”

4. …all about the basics… Expectations and Boundaries
Recruitment and Selection
Inductions and Training
Role Descriptions
Expenses
Problem Solving Procedure
Support

5. pathwaysthroughparticipation.org.uk/resources
Why participation starts
Helping others
Developing relationships
Exercising values & beliefs
Having influence
For personal benefit
Being part of something
Groups and organisations
Local environment and place
Practical resources
Learnt resources
Felt resources
An emotional reaction
A personal life event
An external influence
pathwaysthroughparticipation.org.uk/resources

6. pathwaysthroughparticipation.org.uk/resources
Why participation continues or stops
Impact
Life event
Enjoyment
Friendships
Relationships
Time
Health
Energy
pathwaysthroughparticipation.org.uk/resources

7. Why Participation Stops
“Negative relationships within groups. Unwelcoming, insular atmosphere, feeling frustrated or cynical about their involvement”
“Poor group structures and processes, including meetings that do not result in any action, and the absence of support”
pathwaysthroughparticipation.org.uk

8. A Good Beginning… Create task descriptions
Empowering for volunteers, Useful for managers
Spend time on recruitment and selection
Volunteering should be an exchange. Not every role suits every volunteer and this should be established as soon as possible.
Offer good induction and training
Volunteers will be efficient, comfortable and happy; will save time
You can also check that they have correct information about rights and responsibilities, and the policies of the organisation.

9. IDEAS -> TASKS -> ROLES
IDEAS -> TASKS -> ROLES
If you do not work out what your needs and boundaries are then it is difficult to judge whether an individual has the skills that you need, and whether you can offer them the support that they need
Thin line between flexible and chaotic
Some organisations work entirely around the potential volunteer, some organisations stick rigidly to a small selection of tasks.
Too much rigidity – you’ll lose out on the willing accountant that pops up every now and again
Too flexible – you won’t be able to support your volunteer

10.
People are much more likely to contact you regarding roles that they can imagine themselves doing
Having clear roles will help you recruit and keep volunteers. You will also find you are approached by more appropriate volunteers. 

11.
Volunteer Tasks
Keep tasks specific: then you can pick and choose for different volunteers
Keep a list of core tasks, and other more specific tasks: marketing, websites etc.
Be clear, use words everybody will ‘get’
Be realistic –some skills will definitely be needed, but don’t aim unnecessarily high
If a volunteer needs a lot of support maybe they could be matched with another?
or maybe they already have a support worker who would be able to help them settle into the organisation.
However do be realistic if there is no scope for flexibility it may be better to help the individual find a more appropriate role in another organisation.

12. Creating a Role What tasks do you have that you need volunteers to do?
How might these tasks be combined to create a role?
How much support and supervision can you give? Are there ways roles can support each other – and you?
Are there any areas of role development?
What skills would the volunteer need to have already?

13.
Beyond the start…
Include personal goals and wider organisation information in induction
Reimburse expenses
Include support of, and from, volunteers in job descriptions of employees
Plan regular, appropriate support for each other – group, individual, social activities
Accept when its time to leave
As many reasons to volunteer as volunteers
Critical: initial first month six months
Induction: use other vols, staff. Everyone knows where they stand
Handbook: saves time for you, give them lots of info so they feel part of something
Support doesn’t have to be supervision – as informal or formal as you like

14. Involved, Informed, Appreciated
Saying thank you: small, big, internal, external…
Social events: outings, meals, coffee…
Information sharing: notice boards, texts, s, meetings…
Feeding Back Volunteers’ impact
Highlighting achievements: private or public
Acknowledging and counting time and hours
Skill sharing workshops
Recognition: certificates, award ceremonies…

15.
@volunteersyeah