TABLE OF CONTENTS - okfoodbank.org...They can change policy. They can even save lives. And most importantly, they can ... Debunking Myths About Volunteers ... Myth #2: Job satisfaction,

TABLE OF CONTENTSChapter 1: Volunteer CoordinatonChapter 2: Volunteer RecruitmentChapter 3: Volunteer Interview QuestionsChapter 4: Volunteer TrainingChapter 5: Volunteer SupervisionChapter 6: Volunteer Management SoftwareChapter 7: Volunteer AppreciationChapter 8: Nonprofit Management Best Practices

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THE ESSENTIAL GUIDE TO MANAGING VOLUNTEERS AT YOUR NONPROFIT

How to Get and Keep Your Valued Supporters Coming Back

Are you a nonprofit or public sector organization looking for inspirational guidance on how to lead volunteers with purpose? Then, look no further. This Essential Guide to Managing Volunteers in Your Nonprofit will help you get started off on the right foot. Whether you are brand new to volunteer coordination or have been at for years, we hope you’ll find some helpful advice and resources on these pages.

To engage volunteer time and talent effectively, nonprofits need a solid volunteer management strategy in place. Successful volunteer management starts with a focus on the right tactics that include active volunteer recruitment, strategic placement, relevant training, proper supervision, and meaningful recognition. A well-integrated volunteer talent management system ultimately leads to increased volunteer productivity, greater satisfaction, and longer-term volunteer retention.

Managing volunteers needn’t be a source of frustration. With a little investment of time and attention, your nonprofit can generate powerful volunteer impact that expands your base of donors and supporters and strengthens connections with diverse communities far beyond your agency’s doors.

The Essential Guide to Managing Volunteers in Your Nonprofit will help you develop a strategic approach to engaging volunteers across your agency and will give you tips to build and refine your management skills, whether you are a new or seasoned volunteer manager. Our guide is unique in that it also explains the neuroscience of human behavior and pairs it with tested tools and actions that apply directly to supporting a healthy and prosperous volunteer program.

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The Powerful Impact of VolunteersYour approach to managing volunteers can have a direct impact on whether or not they are successful. If you choose volunteer involvement as a model to meet your agency’s needs, then it is your responsibility to design an environment where the community can have a pivotal role in your success through meaningful service.

When you think about establishing or improving your volunteer programming, think of yourself as an “architect of experience.” It is your job to decide what support is in place so volunteers can give their best selves at your organization – what will facilitate this process and what might be a barrier?

With the right support, research has proven time and again that volunteer service makes a positive impact in the world. Volunteers can inspire hope. They can create better solutions. They can change policy. They can even save lives. And most importantly, they can encourage others to make a difference too.

Here are some interesting statistics about volunteers from the US-based Corporation for National and Community Service 2018 Volunteering in America report:

• In 2017, one in three adults (30.3%) volunteered through an organization, demonstrating that volunteering remains an important activity for millions of Americans.

• Since the previous report, the overall volunteer rate increased by more than 6%; nearly 77.4 million Americans volunteered 6.9 billion hours last year. Based on the Independent Sector’s estimate of the average value of a volunteer hour ($24.14 in 2017), the estimated value of this volunteer service is nearly $167 billion.

• Volunteers donated to charity at twice the rate of non-volunteers.• Volunteers invested in community-building; they did something good for the

neighborhood at three times the rate of non-volunteers, and did favors for neighbors at nearly twice the rate of non-volunteers.

• Volunteers belonged to a group, organization, or association at five times the rate of non-volunteers.

• Generation X had the highest volunteer rate among age groups at 36.4%, and Baby Boomers had the highest number of hours at more than 2.2 billion. Millennial volunteering increased more than 6% since the last report, now at 28.2%.

• Over the past 15 years, Americans volunteered 120 billion hours, estimated to be worth $2.8 trillion.

These stats show a variety of things:

1) Volunteerism is an important activity and is on the rise for the first time in a decade 2) Volunteers are a key demographic for obtaining donations 3) Volunteers care about and improve their communities 4) Volunteers are active in other groups that aim to create change 5) Volunteers’ time is valuable and contributes to the worth of the economy 6) Successfully engaging volunteers can be challenging.

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While these stats are particular to the U.S., they reflect a similar pattern throughout other countries as well.

Volunteer Canada’s Data on Giving, Volunteering and Participating in Canada paints a broad picture of deep engagement across the provinces.

Volunteering Australia’s State of Volunteering report reflects the many benefits volunteers feel are achieved through service.

The UK’s NCVO study Time Well Spent: A National Survey of the Volunteer Experience details the landscape of volunteering and the high satisfaction of volunteers with their experiences.

Volunteering New Zealand’s State of Volunteering Report covers some of the challenges of engaging this valuable resource.

Finally, our very own annual Volunteer Management Progress Report tracks trends in the field for volunteer-involving organizations.

This knowledge proves that managing volunteers effectively is more important than ever. If nonprofits are able to recruit the right volunteers to support their cause, demonstrate how their work creates value to their community, and show appreciation for their worth, they have the opportunity to foster happier volunteers that will generate a chain reaction to pay it forward.

VOLUNTEER IMPACT: 25 RESOURCES TO BUILD YOUR CASEFor more resources and ideas for making a solid argument for robust volunteer

involvement at your agency, check out our tip sheet.

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Debunking Myths About Volunteers“But it’s hard to manage volunteers successfully when we have limited resources and staff time for recruitment, training, and recognition. Plus, not everyone has what it takes to volunteer.”

Do you catch yourself saying these things?

In actuality, nonprofits can manage a great volunteer program on ANY budget (large or small) and ANYONE can volunteer. We’ll go into details later about how to work within the confines of your budget; but first, let’s quash those assumptions most people have about volunteers.

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Myth #1: Volunteers don’t like complicated tasks.

Volunteers are actually motivated by challenging tasks that give them the opportunity to grow their skills. It gives them a sense of responsibility and purpose. Of course, assigning them tasks outside their skillset may cause frustration, but many seek to learn from new challenges. As a best practice, volunteers should be matched with tasks that align with their interests while being supported by your organization to feel successful.

Myth #2: Job satisfaction, organizational commitment, and a volunteer’s intent to leave is dependent on a volunteer’s generation.

Research has shown that a volunteer’s generation doesn’t affect a volunteer’s satisfaction on the job or their commitment to an organization. Instead, what matters is the way an organization runs its programs and how well it supports, trains, and treats its volunteers.

While the availability of volunteers may be impacted by their life stage, much of what motivates people in the workplace is the same. In other words, today’s millennials will be tomorrow’s baby boomers.

The bottom line is that no matter what a volunteer’s age, the motivations for sticking with a volunteer position are the same – people are looking for mutual respect and meaningful work that makes a real difference

Myth #3: Only those with extra time (like retired people or students) can volunteer.

In today’s age of technology, anyone can volunteer. You don’t need lots of extra time or a ton of skills. Opportunities that involve events are short-term and often only require a few hours of time. Micro-volunteering gives people the opportunity to volunteer in short, convenient stints. These are usually easy tasks that can be done anytime, anywhere, and can include anything from sharing a message on social media, writing cards to veterans, signing a petition, or handing out flyers.

Myth #4: Volunteers are motivated mainly by the extrinsic rewards or perks.

There are many reasons why people volunteer. They might want to learn a new skill. They might want to gain experience so they can get a paying job in that field. They might want to better their community.

Usually a person pursues your organization to volunteer because they connect with your mission and cause, not because of the rewards you offer.

While extrinsic factors (such as earning a stipend or bonus, avoiding admonishment or punishment, receiving praise or instant gratification, or getting a reward, such as a plaque, certificate, or gift) are often what the world relies most on, intrinsic factors are actually much more effective than extrinsic ones as they are longer lasting and generate deeper commitment. They include:

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• Challenge – Being able to challenge yourself, accomplish new tasks, or reflect on why something did or did not work

• Control – Having choice over what you do• Cooperation – Being able to work with and help others• Recognition – Receiving meaningful, positive acknowledgment for your work

Myth #5: Volunteers don’t like receiving feedback (particularly if negative) since they are not getting paid.

Like employees, volunteers want to know how they are doing on the job, even if they are not getting paid. They want to know where they stand, what they are doing well, and how they can do better. Leaders of volunteers should not avoid giving feedback because they worry it will negatively impact the organization. It’s important to have standards and volunteers should live up to them just as the employees do.

Now that you’re aware of some of the myths surrounding volunteerism, let’s transform previous notions of negativity into constructive actions to help you move forward.

Change Your Mindset About Managing VolunteersAlong with focusing on your strategy, managing volunteers successfully requires getting yourself in the right mindset. How you view the probability of your success can invade your subconscious and hinder progress. What you believe you can achieve has tremendous impact on whether or not you will reach your goals. If you don’t believe you will be able to engage volunteers, chances are you won’t.

As leaders, it’s up to you to model a triumphant path by finding the right tools and teachers to help you lead. You must have the courage to set goals, identify a shared sense of belonging within your team, provide knowledge and support, and recognize the unique value you bring to your organization. Transforming negative, limiting beliefs into positive, enabling ones can exponentially increase your faith and confidence in your abilities and those of your volunteer team.

Enthusiasm is highly underrated. Don’t be afraid to lead by your fearless, energetic example!

Managing Volunteers: The Volunteer LifecycleDeveloping a strategy for managing volunteers starts with setting the stage for successful volunteer engagement. The Volunteer Lifecycle Framework below shows all the activities that need to be planned within the volunteer lifecycle. Using the tools and tips we provide, both within this Guide and in our trainings and community of practice, will help you create an infrastructure that you can re-evaluate and evolve over time as your program grows or changes focus. You’ll want to assign a paid staff person or series of people who will have ultimate responsibility for each phase to make sure tasks are completed and program oversight is established.

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Volunteer Lifecycle Framework

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Ready to Get Started?Now that you understand the importance of managing volunteers, what they can offer, and how you can convert your negative preconceptions to a growth mindset, you can begin scaling up your volunteer management program. The Essential Guide to Managing Volunteers in Your Nonprofit will help you develop each stage of your volunteer lifecycle. Plus, it gives you the evidence behind why we’ve developed and recommend our tools.

The first step is to ensure the goals of your volunteer strategy align with the goals of the larger organization and the community. When these three align, amazing things can happen.

GET FOCUSED BY DOWNLOADING OUR GOAL CASCADE WORKSHEET

This worksheet will help you align volunteer and volunteer department goals with those of your agency to help you focus volunteer activities on what really matters.

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CHAPTER 1: VOLUNTEER COORDINATION

Do you have what it takes to lead your organization in volunteer coordination? What qualities do you think are most admired in leaders? People think leaders need to be strong, determined, results-oriented, and have most of the answers, but in fact, volunteer coordination involves team-oriented planning, having an open mind, and being a trustworthy partner.

Make no mistake — effective volunteer coordination requires strong leadership skills. Some would argue that leading volunteers takes more skill than leading paid staff because volunteers can “vote with their feet” and leave at any time due to poor management.

Research conducted by leadership experts Jim Kouzes and Barry Posner, has shown there are four admired qualities in leaders people are willing to follow.

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In this chapter we’ll delve further into what makes for successful volunteer coordination including:

• How you can explore and evaluate your own competencies as a volunteer coordinator• What should be included in a volunteer coordinator’s job description, salary trends,

and why it’s important to include volunteer coordination activities in other employees’ job descriptions within the organization

• How volunteer retention plays a major role in volunteer coordination• And, what actually drives people toward making the plunge to volunteer so you can

plan the best strategy.

Let’s get to it!

Core Competencies for Volunteer CoordinationWhat is a Competency?A competency is the ability to apply a set of related knowledge, skills, abilities, and personal attitudes to successfully perform functions or tasks in a defined work setting. Competencies are important for defining a profession and are helpful in determining a baseline set of actions needed for success.

What is a Competency Model?A competency model is a collection of competencies that define successful performance in a particular field of work. Moreover, it offers a comprehensive way to identify and address skill gaps that may hinder career advancement or success on the job.

Competency Model for Volunteer AdministrationOur recommended Competency Model for Volunteer Administration is comprised of competency domains and tasks that are generally used to describe fully functional volunteer program management. They are aspirational in nature, representing an ideal mix of skills, knowledge, and abilities necessary to achieve a high performing program now and in the future.

The resulting model offers a comprehensive training plan for those new to the field of volunteer engagement. It also offers a roadmap forward for seasoned practitioners who want to build a professional development plan to help lead their organization boldly and confidently into the future. Use this model to help you assess your current skills and make a plan for improvement.

Coordinating volunteers successfully takes a broad range of leadership and management skills. The responsibility for managing your organization’s volunteer corps should not be left to chance and often requires dedicated personnel in order to reach full potential. If you

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are struggling to reach goals through part-time staff, or full-time staff who juggle a myriad of other agency priorities, you are more likely to fail.

Below is a list of core competencies for coordinating volunteers successfully and what they entail. These responsibilities might be split amongst staff, if that makes sense at your organization. For example, volunteer training might be conducted by your human resources department, while the communications department might be responsible for marketing open volunteer opportunities. If you organization is small, a dedicated volunteer coordinator may be your best bet. In very small or newly-formed nonprofits, the task of volunteer coordination may even fall upon volunteers themselves.

Successful volunteer engagement doesn’t happen by accident or merely hopes and dreams. It happens because the proper investments (human and otherwise) are made to ensure success. It’s important to cover all your bases.

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Managing People

• Human Resource Management – The ability to engage and support volunteers in a systematic and intentional manner to meet the organization’s strategic objectives.

• Communications, Marketing, & Special Events – The ability to create, communicate, deliver, and exchange information that has value to a variety of internal and external stakeholders.

• Training & Talent Development – The ability to build an organization’s capacity through developing volunteer skills and performance.

• Community Partnership Development – The ability to develop mutually beneficial collaborations with organizations that have common interests and goals.

Managing Programs & Projects

• Program Evaluation & Assessment – The ability to use data to conduct a systematic assessment of processes and outcomes in order to improve the program’s results.

• Program Design & Risk Management – The ability to develop programs, initiatives, and processes that reduce harm and align with the organization’s mission and vision.

• Data Management & Analysis – The ability to collect, analyze, and act upon reliable and valid data in order to engage in program monitoring and reporting to stakeholders.

• Program/Project Planning & Management – The ability to define strategy, plan, organize, motivate, and control resources in order to achieve specific, time-limited goals.

• Financial Management – The ability to generate, manage, and control cash and in-kind resources and be responsible stewards of public and private funds.

The Volunteer Coordinator Job DescriptionNow that you know the competencies expected of a volunteer coordinator, you can better define the role by designing a refined job description.

Those who lead volunteers go by many job titles, with Coordinator appearing as the most common. According to our state-of-the-industry research in the 2019 Volunteer Management Progress Report, the top three words included in the job titles of survey respondents around the world were:

• Coordinator 36.2%• Manager 27.1%• Director 16.0%

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VOLUNTEER MANAGEMENT PROGRESS REPORTGet your own copy of our state-of-the-industry report!

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The main goal of a volunteer coordinator is to ensure that the organization has enough volunteers to fulfill your mission. To meet this goal, this staffer will need to perform a variety of duties that involve recruitment, screening, training, on-going supervision, program planning, and evaluation. Here are some of the duties that should be included in a Volunteer Coordinator Job Description:

• Volunteer Recruitment- this can include designing job descriptions, posting job opportunities, creating flyers, attending recruitment events, screening and interviewing candidates, performing background checks if necessary.

• Volunteer Training- this can include running orientations, giving tours, matching volunteers with mentors, training on job-specific topics, and providing them with policies and procedures and other job-related resources.

• Volunteer Supervision- this can include scheduling shifts, managing events, providing office hours, answering questions, being available, arranging team meetings, and handling any problems that may arise.

• Volunteer Reporting- this can include monitoring the volunteer management database, writing sections of the annual report, collecting data from volunteers and/or staff, distributing information to the public.

• Program Planning and Evaluation- this can include planning new volunteer programs or evaluating existing ones, collecting volunteer, staff, or customer feedback, and redesigning programs based on need and resource.

What’s the average salary of a Volunteer Coordinator?According to our state-of-the-industry 2019 Volunteer Management Progress Report, volunteer manager salaries in the United States vary by type of organization, ranging from an average of $17,720 per year for church/congregation employees to an average of $53,036 for government workers. The average overall salary in the US was $45,383.

It appears there is a correlation between average salary and job title. Directors earned the most at an average of $56,860 per year and Assistants the least at $30,331.

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What is “Good” Volunteer Coordination? What the Research Says About RetentionWhile over a decade old, Mark Hagar and Jeffrey Brudney’s Volunteer Management Practices and Retention of Volunteers (2004) remains one of the only, and the most comprehensive research studies of volunteer coordination practices and their impact on whether volunteers stay or leave.

They focused their attention on specific management practices of 3,000 charities across the United States including: supervision and communication with volunteers, liability coverage for volunteers, screening and matching volunteers to jobs, regular collection of information on volunteer involvement, written policies and job descriptions for volunteers, recognition activities, annual measurement of volunteer impact, training and professional development for volunteers, and training for paid staff in working with volunteers.

Of the nine practices, only regular supervision and communication with volunteers had been adopted to a large degree by a majority of charities. At the time, only one-third of charities had adopted the practice of publicly recognizing the work of volunteers to a large degree. Over 60 percent had adopted each of the practices to some degree, suggesting that these volunteer management methods were known, but not always fully implemented.

Perhaps surprising, only three management practices had a significant impact on volunteer retention:

• Recognizing volunteers• Providing training and professional development for volunteers• Screening volunteers and matching them to organizational tasks

The remainder of practices had no, or a negative, effect on retention (for example, volunteer supervision was shown to negatively correlate with retention, perhaps pointing to the inclination to micro-manage volunteers). These researchers noted that those listed practices focus on enriching the volunteer experience. So, management activities that focus more on the needs of the organization (documentation of volunteer numbers and hours, etc.), are unrelated to retention of volunteers, even though they may help the organization in other ways.

“When you’re in the day-to-day grind, it just seems like it’s another step along the way. But I find joy in the actual process, the journey, the work. It’s not the end. It’s not the end event.” – Cal Ripken, Jr.

Other factors that boost volunteer retentionSo if volunteer retention is so important, how do you get the right volunteers in the first place? And what type of culture can a volunteer coordinator foster to inspire them stay?

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In short, volunteer satisfaction, trust in the agency, sense of belonging, and ability to feel empowered all contribute to increased volunteer retention.

1. Volunteer Satisfaction

Satisfaction with a work task is dependent on three things:

• Skill variety – Uses the different skills & talents of the volunteer• Task identity – Allows the volunteer to complete some tasks from beginning to end• Task significance – Volunteer believes the job has a substantial impact on others and

the organization’s mission

Skill variety, task identity, and task significance will affect how meaningful the work will be to a volunteer.

What’s more, the level of their autonomy afforded by the role will affect whether or not volunteers will assume responsibility for outcomes of work. And, the quality of feedback you give will determine whether the volunteer understands the results of their work and where improvements might be needed.

As a volunteer coordinator, the more you are able to fulfill these needs, the better volunteers will feel about their work.

2. Volunteer Trust

Volunteers want to feel safe, valued, and trusted to take on their tasks successfully. Here are several things you can do to gain their trust:

• Recognize Excellence – Right after goal is met, from peers, unexpected/personal/public

• Induce “Challenge Stress” – Assign challenging, but doable projects to teams• Promote Autonomy – Allow them to execute projects in their own way• Let Them Choose – Allow volunteers to self-organize into teams• Be Transparent – Share the agency’s goals/strategies/tactics openly• Build Relationships – Build in social time & encourage friendships• Focus on the Whole Person – Encourage professional & personal growth• Show Vulnerability – As a leader, be open about the things you don’t know

3. Volunteer Belonging

Volunteers want to feel like they belong to a community. Everyone wants to feel included as part of the “in group.” When people feel excluded, or relegated to the “out group,” it can have disastrous consequences. It can:

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• Reduce cognitive functioning and performance• Increase self-defeating behavior• Make them less likely to focus on long-term behavior• Reduce pro-social behavior and teamwork• Make them less likely to volunteer and donate

Inclusion is an essential approach when it comes to engaging volunteers and profiting teamwork. Help volunteers see how they are part of the same “in group,” who believe in your cause and can make a difference, regardless of other differences (race, ethnicity, language, education, roles, points of view, past experience, departments, etc.). Make sure everyone – newbie and seasoned volunteer alike – understands how important it is to welcome new volunteers to the family and take proactive steps to eliminate territorialism, cliques, and silos.

4. Volunteer Empowerment

Volunteer empowerment is a function of the psychological experience of power, the effect of sharing valued goals, perceived control over the work environment, and perceptions of self-efficacy or competence. When experiences are more positive, volunteers feel a greater sense of empowerment. As a volunteer coordinator, you can (and should) facilitate the feelings of empowerment, which are critical rewards for volunteers.

Volunteer Coordination Begins with YOUReady to begin your journey to exceptional volunteer coordination? You now have the tools to write a stellar Volunteer Coordinator Job Description. You understand what’s involved when assessing volunteer coordination competencies. You’ve been given data on how volunteer retention plays a major role in volunteer coordination. And, you know how to increase volunteer engagement to boost your program.

Remember, YOU are the conductor. Let’s get this train rolling!

DOWNLOAD OUR VOLUNTEER COORDINATOR JOB DESCRIPTION TEMPLATE

If you’re wondering what to include in a job description for the person tasked with leading volunteers, or you want to update your current job description, start with our time-saving template. Use this template to tailor specific, mission-based

position descriptions for volunteer coordinators, managers, or directors.

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CHAPTER 2: VOLUNTEER RECRUITMENTAre you looking for creative ways to recruit volunteers? Having trouble finding volunteers that match your volunteer personas or ideal audiences? Want to learn how to get people to volunteer that actually have the time and skills you need? Or perhaps you want to focus your volunteer recruitment messaging to get the right volunteers knocking at your door.

Effective volunteer recruitment is a building process. You can’t start recruiting volunteers until you’ve set the foundation of your volunteer program, which involves plenty of legwork such as conducting an organizational needs analysis, identifying roles and responsibilities of staff, and designing accurate volunteer job descriptions. Once this groundwork is completed, you’ll have the buy-in and framework in place to add volunteers to your team.

And there begins the fun part.

The goal of volunteer recruitment is to bring in committed individuals that will help further your mission and advocate for your cause. There are many creative ways you can recruit volunteers through personal networking, special events, presentations, and digital advertising. We’ll explain how to develop volunteer personas and how to use them to capture attention. We’ll also share how to get an applicant from interest to investment, as well as tips on how you can say “no” when you have to.

Excited to learn more? Let’s start building!

Needs AnalysisFirst things first. Before you start recruiting volunteers, you’ll want to build a foundation by conducting a needs analysis to determine which volunteer roles and what staff support are needed within your nonprofit. Make sure to include both staff and volunteers in this process. Below is a step-by-step method that can be accomplished in an afternoon. Assemble a small team to work it through. All you need are some markers, a pad of medium-size sticky notes, and a blank wall.

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Process for Volunteer Role Design

Creating Volunteer Position Descriptions

Before volunteer recruitment can begin, one of the most time-consuming tasks is developing the volunteer position descriptions. Volunteer position descriptions are important in that they map out clear expectations and communicate clear, fair boundaries for volunteers.

They help the volunteer answer that all-important question: “Will this work matter?” They also help volunteers understand what’s expected and how they can integrate the time requirements into their busy lives. A good volunteer position description should explain the assignment thoroughly, outline the skills needed to perform the tasks successfully, and specify the type of training and support they will receive.

Mapping Volunteer Roles

After you’ve developed your volunteer position descriptions, it’s also a good idea to map out the number of volunteers you will have in each type of role. This will give you a “bird’s eye” view of the variety (or lack thereof) of current volunteer involvement across your organization. You can also list the ideal number of supporters you wish to have in each role or the ideal number of hours per month needed to support that role adequately.

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Your volunteer roles can be divided into categories including one-time events, project-based teams, specialized or skills-based, or traditional long-term. Share the results with the whole organization so all departments can see how volunteers will be involved. At this stage, you’ll want to prioritize the volunteer positions that will have the most impact and identify seasoned volunteers to support and train your desired volunteer teams.

Identifying staff to support your volunteer program

As you develop volunteer roles, you’ll also want to identify the staff who will be responsible for supporting them at each stage of the volunteer lifecycle from volunteer recruitment to recognition. Also, if you include both staff and volunteers in the needs analysis phase, to help determine roles and goals for volunteers, you establish buy-in for your program. This is significant so everyone in the organization can feel invested in the volunteer program plan, be ready to support it, and be excited when advocating for it.

Make sure to include any volunteer management responsibilities in their job descriptions, too. Refer to Chapter 1 for ideas. You may also refer to the Volunteer Lifecycle for the list of phases for specific duties. Some staff may be responsible for their own volunteer teams and have all the duties associated with volunteer coordination. Or, they may only be responsible for one stage in the lifecycle (e.g. Training: Conduct advanced training to volunteers in sanitation procedures).

How Do You Find Volunteers?You’ve laid the groundwork for your program, now you’re ready to start the volunteer recruitment process! There are four main ways to find volunteers:

1. Personal Networking

It has been proven that using personal connections to recruit for paying jobs is one of the most effective ways to fill positions. This is no different for volunteer work. Every organization has contacts, whether they are clients, supporters, partners, or former volunteers. Plus, all staff have their own set of friends and family. Start there. Talk to people you know who might share the values of your cause. It is more likely you will persuade someone you know to volunteer over complete strangers.

2. Special Events

You can recruit volunteers through different types of events. This could be through an open house that you hold at your organization or at an upcoming local event at a partner location. Holding an event at your location gives potential volunteers an opportunity to get a feel for your organization’s environment, meet the staff and other volunteers, and possibly interact with clients. It’s a great way to show how your programs impact the community. And don’t forget to offer free food or giveaways with your logo. People love free stuff!

3. Community Presentations

Another way to recruit volunteers is by making presentations in the community. It creates publicity for your organization and shows your care for the community, which hopefully,

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will attract new volunteers. You can make presentations to schools, churches, college organizations, scout groups, or businesses where people are looking for ways to help their community. Even more effective would be to bring a volunteer and/or client with you to the presentation. There’s nothing better than hearing testimonials and stories directly from people who aren’t paid staff.

4. Advertising & Posting

Finally, you can post enticing volunteer recruitment ads through flyers, rack cards, posters, social media, or email campaigns. You’ll want to develop materials that grab attention, clearly communicate your higher purpose, and appeal to people’s emotions. Marketing isn’t about manipulation. It’s about helping your audience connect with something that can make their lives better.

Persuading With WordsPersuasive copywriting grabs attention, persuades the reader to consider your point of view, and inspires them to act (or what marketers call “conversion”). The same goes for your volunteer recruitment appeals.

Marketing is most effective when it elevates your audience and what you are trying to accomplish. Clearly communicate your higher purpose.

Most of what people read today is on a small screen, so brevity is an asset. Here’s a simple formula you can use to write up a short, compelling volunteer recruitment posting:

• What’s the Problem? – Community problem or volunteer problem• What’s the Solution? – Your organization’s solution to the problem• What’s Involved? – The training, support, a few details• What Do You Need Me to Do? – Your Call to Action

Your Big Volunteer Recruitment Idea

All it takes is one big recruitment idea – your thesis. This thesis should describe the one big reason why volunteers should join your cause and how their involvement will make an impact they care about. It should address a key volunteer “problem” (see more on what we

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mean by “problems” below). This thesis will guide you as you develop the rest of your recruitment campaign messages.

Copy Thesis Formula: Any [type of volunteer you seek] can [solve their problem] by volunteering for your cause because [how it solves their problem].

For Example: “Anyone who cares about our neighborhood health can help keep it clean and green by volunteering for the West Town Greenway — we will show you how to educate kids on easy ways to reduce pollution.”

Developing Effective Volunteer Recruitment Messages

Once you have your thesis ready to go, you can start developing your recruitment messages. These should be focused on your nonprofit’s ability to meet volunteer needs. Below are six well-researched motivations for volunteering and the volunteer “problem” or need that each serves.

Focus on only 1-2 per campaign and build your messaging around them. If possible, include volunteer quotes or testimonials to offer proof that the “problem” is “solved” or the need met.

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Appeal to Emotions

Appeal to emotions when putting together your content. An analysis of 1400 case studies of successful advertising campaigns found some interesting results. It showed that campaigns with purely emotional content performed about twice as well than those with only rational content, and those that were purely emotional did a little better those that had mixed content.

Tactics include using pictures or power words that evoke emotion. Research has also shown that the following words light up the brain and are the most effective in promoting action. However, you must understand why these words are persuasive in order to use them in the contexts that make sense for your audience.

• You – write as though you’re speaking to the potential volunteer and not about yourself

• Free – getting something for free excites people and creates the desire for more• Because– explain why volunteers are needed or why the nonprofit does what it does• Instantly or Immediately – let them know when you’ll be in touch, when they can

start, or how fast they can make a difference• New – can be a new program, initiative, project, campaign, or training cycle

Find ways to integrate these into your calls-to-action, headlines, email subject lines, headings, opening sentences, and paragraphs to bump up their effect. Think about how you can use these words to encourage community, make claims sound rational, increase urgency, or promote social sharing.

Using Digital Channels to Build a Fan BaseMore and more, simple and direct is the best way to communicate in the digital world. Boost awareness by building relationships. People will likely not respond to your appeal unless they feel that they know, like, and trust you. Think about ways you can share this information both on and offline.

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Here are some examples of the kinds of blog posts, newsletter articles, or social media content that would interest prospective volunteers:

• Your organization’s history (our birth story) – to offer a sense of continuity, even for younger nonprofits

• Customer or volunteer interview – focuses on client results• Volunteer or intern appreciation – to let folks know how volunteers are moving

mountains• Your latest blog or newsletter article + a request to subscribe – to entice them to

read more• A small ask (e.g. advocacy) – to propel the momentum toward supporting you• A volunteer’s story + call to action – to give volunteers hope they can make change

happen• An event – where people can meet you in person• Special day or celebration – so it’s not always just about you• Something cute – to show how much fun they can have

Don’t forget, if you want two-way engagement, you need to schedule time to listen and respond to people’s responses. Make sure you follow-up. This small action can help you “seal the deal.”

Addressing Objections to VolunteeringIt helps to have a plan in place to proactively address any concerns prospective volunteers may have about supporting your cause. Most requests or offers are met with 3-5 common objections.

Identify the most common you encounter from prospective volunteers and answer them in your ad copy. You’ll be more successful if you can counter doubts before they are even expressed. For examples of potential objections and possible responses, download our eBook: The Ultimate Guide to Enthusiastic, Effective Successful Volunteer Involvement at Your Nonprofit.

Here is a basic messaging platform that will help you develop a full suite of messages to use on any occasion to compel current or prospective volunteers to action.

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When You Have to Say “No”It’s easy to overlook the possibility that our successful volunteer recruitment efforts could end up with more volunteer applicants than you can handle. A good problem to have, right?

There are also times when you may need to reject an application because of a bad match. And, sometimes having to say “no” may be because of ill-preparation on the side of the organization.

Saying “no” to a potential volunteer might seem difficult, but it doesn’t have to be. You also do not want to put you or the organization at risk. So, if you are not comfortable, don’t make an exception “just this one time.”

Here are some examples of when you should not bring on a volunteer and how to handle each situation.

• The task is not well-designed If during the interview process, you discover you are not getting the right volunteers for your positions, you may want to re-examine your position descriptions.

• The volunteer is unprepared or unwilling to do the task In this situation, you will need to address the issue head on. Be honest with them and let them know what is required of the position.

• Adequate resources are not available to complete the task You may not have enough resources to assist a large number of volunteers. Let the

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applicant know this and ask them if they would be willing to be put on a reserve list to be called up when new opportunities arise. Or, refer them to another organization.

• There are unresolved issues or conflicts between staff-volunteers If the current environment between your staff and volunteers is tense, you will want to address those issues first before taking on new volunteers. Call a meeting to discuss and resolve the problems together and schedule an in-service training for both staff and volunteers if necessary.

• Volunteer does not pass a background check This is an easy one. If a volunteer does not pass your background check requirements, they simply cannot volunteer and put your organization at risk.

It’s always best to tell a potential volunteer verbally the reasons why you are not able to take them on, but it’s also good to put it in writing. If a volunteer isn’t a good match or didn’t pass the background check, you may want to set up a regrets letter template for those rare cases.

Invest Time to Reap the Real Rewards of Volunteer RecruitmentRemember, volunteer recruitment depends on how well you can get others to advocate for your mission and help you realize your vision. Having great people behind your cause is key. Take the time to hone your volunteer recruitment process and get the buy-in you need to make it soar. You can still be creative while being effective, so stick to your message but let your inspiration fly.

LEARN MORE WITH OUR FREE ECOURSE: BETTER VOLUNTEER RECRUITMENT IN 6 EASY STEPS

In this e-mail delivered course, we’ll share a vision of how volunteers can help deliver your mission and how you can attract the right people for the right jobs.

You’ll get practical strategies you can put to use right away.

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CHAPTER 3: VOLUNTEER INTERVIEW QUESTIONS FOR BETTER MATCHING

Thorough screening and proper placement of volunteers starts with asking the right volunteer interview questions. Although we often think about screening volunteers as a way to mitigate potential risk, it also provides a unique opportunity to better understand the motivations of the volunteer applicant.

When a person is at the inquiry stage of engagement, they are assessing not only the open position, but the organization’s environment and culture, as well. Their willingness to commit will depend on:

• How friendly and efficient the application process is• How clearly the role is defined• The need for their services• How well the organization’s goals and services match their mission• If they think they can help• And, if the organization addresses “what’s in it for me.”

Being ready and able to address volunteers’ concerns, understand what motivates them, along with having great screening tools, will result in a well-matched placement and help you identify how you can keep them engaged.

Use Targeted Knowledge, Skills, and Abilities (KSAs) to Match VolunteersIn Chapter 2, we touched on the importance of developing specialized volunteer job descriptions to recruit the right people for your volunteer positions. When developing these descriptions, it’s a good idea to make a list of Knowledge, Skills, and Abilities (or KSAs) that volunteers will need to be successful.

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KSAs describe the competencies volunteers need for a job. They can also include key attitudes.

You can include a list of minimum qualifications a volunteer must have before being appointed to a role in addition to those that can be learned through training or mentoring. When screening volunteers, you’ll need to be able to recognize which KSAs people already have and determine if they can learn those they don’t have. It’s important to know which is which before you recruit.

There are three different “buckets” of KSAs you can list:

• Basic skills that every volunteer should have• People skills which focus on interpersonal relations• Technical skills that are specifically tailored to the volunteer role

Focus on a few of each, but don’t overwhelm volunteers with too many. Here are some examples:

These KSAs can be helpful when designing and reviewing your volunteer screening tools. You can use the list when looking at a volunteer’s skills on their application, to develop volunteer interview questions, or determine a volunteer’s interests on their self-assessment.

Your Volunteer Screening ToolkitA good volunteer screening toolkit involves a relevant applicant form, targeted volunteer interview questions, a volunteer self-assessment, and sometimes a background check. Creating the right tools can transform your screening process from a rusty engine to a well-oiled machine.

The Volunteer Application Form

Your volunteer application form should include any information you want to know about

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a person’s background and skills as the first step before determining whether they are ready for an interview. The application should include their contact information, availability, interests, skills, qualifications, other volunteer experiences. You may also want to include an area for references if you feel it necessary. Make sure your data syncs up with your volunteer management software so you can create accurate volunteer profiles.

Volunteer Interview Questions

Having specific volunteer interview questions targeted to the position you’re filling is a key part of the screening process. Interviews should always be conducted as a two-way conversation and be the first step in developing a potentially rich partnership. Plan to spend 50% of the time listening for the volunteer’s wishes, hopes, and expectations.

Interviews are also a great place to gently address any misconceptions or unrealistic expectations on the part of the volunteer. Make sure you have the volunteer job description they are applying for handy, so you can ask volunteer interview questions related to the expectations of the job.

Here are some critical pieces of information you might want to learn about your applicant during an interview. You can modify these and include them in your volunteer interview questions:

• What are the causes they feel passionately about?• What are their “Must Have’s” and “Non-Negotiables”?• What brings them the most joy?• How do they like to be appreciated?• What adjustments can be made to address the volunteer’s needs?• Have they met your minimum qualifications?• What skills do they have to share?• How does the volunteer react to specific situations?

Volunteer Self-Assessment

Volunteer self-assessments are a great way to learn about what excites and motivates the applicant, as well as what doesn’t. Using a Volunteer Interest Worksheet that covers the topics below can help volunteers safely communicate their needs and give you an idea of what they are willing and eager to do.

You can use their completed worksheet as a starting point for discussion when asking your volunteer interview questions. You can also compare their answers to the requirements of the position. If there is something a volunteer would absolutely not want to do but is required of the position, you may want to suggest another opportunity available to them.

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Background Checks

Depending on the volunteer position or the information you glean from your volunteer interview questions, you may need to conduct a more thorough background check.

If a volunteer would be working in the criminal justice system, school, or at an animal shelter, for example, a criminal background check might be needed, and even required by law. If a volunteer would be transporting clients in a motor vehicle, a DMV record check might be needed. If a volunteer would be working with sensitive financial information or with money, they may be subject to a credit/financial check.

Or, sometimes it can be as simple as doing a social media check to see how an applicant behaves in the public arena. In some cases, if the volunteer is under 18, a parental consent form may be required.

For more information on the importance of background checks check out this post: Are You Making These 3 Volunteer Background Check Mistakes.

Volunteer PlacementMake sure you check the notes from your volunteer interview questions for clues about what motivates your volunteers. This will help you determine whether the applicant is aligned with your agency’s mission, vision, and goals. Once you’ve decided an applicant is qualified to volunteer with your program, you will want to place them in the most well-matched position.

You may even have mutually agreed that the original volunteer position they applied for is not the best match, or you may decide to amend a role to better match a volunteer’s needs and accountability. No matter what the process, you and the volunteer should feel comfortable with the role you’ve agreed on.

A Focus on RetentionOnce you’ve placed your volunteer in a new role, you’ll want to get them to actually show up. You don’t want to realize you’ve spent all your time putting together great marketing materials, attracting new recruits through events and social media, and screening people

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with countless volunteer interview questions, only for them to be a no-show on the first day.

Research has shown that volunteers are driven by these five areas, so consider whether any are issues for you. And, if so, check out some of our recommended solutions below.

1) Competency

Volunteers must feel they have the required knowledge and skills and are adequately prepared for their assignments.

Solution: Make sure they are matched with a role that aligns with their personal characteristics & capacities and provide them with appropriate training, resources, and support.

2) Participation Efficacy

Volunteers also need to feel effective. They want their time to be well used and their work to make a concrete difference.

Solution: Celebrate volunteers when goals are reached and provide them with next-level learning opportunities.

3) Group Integration

This refers to the social aspects of volunteering and being part of the “in-group.” Volunteers need to feel they have positive relationships with peers and paid staff.

Solution: Make sure volunteers are fully integrated into the larger group and keep them apprised of emerging information.

4) Organizational Support

This mainly refers to volunteers under 40 years of age, most of which, want the ability to get help when needed, acknowledgment of work, and feedback on performance.

Solution: Make sure you have a feedback system in place to help volunteers make corrections and work more effectively.

5) Empowerment

Volunteers want freedom in deciding how to carry out assigned tasks. Volunteers who feel valued and heard tend to have better decision-making skills, have positive views of authority, set more goals, and exhibit increased cooperation.

Solution: Give volunteers a say in how they carry out their tasks and ask for their feedback on how their experience can be improved.

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Build Connection and TrustBefore you invite volunteers to an orientation or begin training, build connection and trust through an introductory email or phone call. You can also buddy up a new volunteer with a current one. There is no better way to encourage connection than through other volunteers.

Welcome your volunteer with enthusiasm so they get pumped up to start their new role with you. You may want to kick off their volunteer journey by giving them a T-shirt or a tchotchke with your organization’s logo to make them feel immediately part of the team.

After a volunteer has been with you for a month, monitor their motivations by conducting a follow-up 30-day survey (see Chapter 7). Incorporate their feedback into your orientation, training program, communications, recognition, or resources. They will appreciate it!

Remember! Volunteers will perform better if they…

• know the exact expectations of their role, have specific feedback, and easy access to info

• are matched with a role that aligns with their personal characteristics and capacities• receive relevant training that increases their knowledge, skills, or abilities• have great tools and resources to work with• have good incentives• care about doing a good job

DOWNLOAD OUR VOLUNTEER INTERVIEW QUESTIONS CHEAT SHEET

Use this volunteer interview questions cheat sheet as a guide to better understand the motivations, skills, capabilities, and interests of prospective volunteers to

ensure they are a good fit for your organization.

GET CHEAT SHEET

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CHAPTER 4: VOLUNTEER TRAININGWhen nonprofits think about volunteer training, the immediate thought is volunteer orientation and induction. But it’s more than that. Volunteer training can be helpful and inspiring support for are all stages of volunteer involvement from newcomer to established volunteer to volunteer leader. Volunteer training can be the engine to moving a volunteer past placement to commitment and will help keep their passion fueled.

That said, more and more volunteer organizations are finding it challenging to train and retain committed, long-term volunteer talent. While volunteers may complete their orientation training, only a fraction stay to complete their initial commitment.

The good news is there are specific strategies you can use to improve the number of enthusiastic volunteers who complete training and are ready to lend a helping hand. In this chapter, we’ll share practical tactics that will inspire volunteers to commit to a post-training that doesn’t involve nagging and desperate pleas for time and attention.

Once you’re able to move your volunteer from initial training to regular volunteer shifts, your next goal is to keep them engaged for the long run. We’ll give you time-tested strategies on how you can assess your volunteers’ needs. And, we’ll teach you to create compelling volunteer training sessions through using: blended learning techniques, designing effective learning objectives, and incorporating technology. We’ll also give you pointers on how to determine when training is or isn’t needed and other ways you can boost volunteer performance.

Why Training is so Important From the Get-GoScholarly research has shown volunteers pass through various stages of emotional involvement, they often lack formal training, and that much of their socialization and induction into the organizational culture is done on the job. Striving to learn their roles, skills, and expected attitudes, volunteers sometimes turn to informal sources, such as peers, their own social circles, trial and error, and feedback from the organization’s customers. If proper volunteer training isn’t provided, volunteers will make their own assumptions, which may not align with the organization’s mission and goals.

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The Stages of Volunteer Involvement

According to the research, in the newcomer stage (which is generally the first few months), a volunteer’s intention is to try and help the organization as much as possible. At this stage, you risk a volunteer quitting if they don’t understand the goals of the organization, how their role plays into these goals, and how they will be supported. Not having full understanding in these areas causes ambiguity, frustration, and dissatisfaction.

Learning designers can add specific activities to their volunteer training programs to mitigate loss during this fragile stage. Below are some possible interventions the research offers:

Match each new volunteer with a mentor or “buddy” to observe the veteran performing the skills and then try the skills with coaching before going “solo.”

Provide job aids with frequently-used facts and procedures to reduce ambiguity, minimize the complete reliance on recall, and increase volunteer confidence.

Send a welcome email series with short, simple, practical answers to frequently asked questions.

Communicate regularly (e.g., monthly “in-the-loop” email newsletter) with updates or changes to any technical info and helpful tips.

These interventions can be paired with fun, team-building volunteer orientations and activities that build trust with the organization and foster connections, such as:.

Social events, like ice cream or pizza parties, help volunteers get to know one another. Include some kind of structured networking activity to get the ball rolling.

Tours of other departments in your agency in action help volunteers see the bigger picture and context within which they will do their work.

Have a meet and greet where new volunteers can sit down with executive leadership. This lets the volunteers know they are truly valued.

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Conduct an internet “treasure hunt” where volunteers track down a specific list of items to get them familiar with the variety of internet resources you use on a regular basis. Give out prizes.

Use technology to get volunteers connected with each other – either through social media, an email list specifically tailored for their needs, or regularly-scheduled webinars on topics of interest and open discussion. Choose technology that doesn’t need much management and ask current volunteer leaders to act as the moderators.

New Volunteer TrainingThink about your training as a process, not a destination. Your goal is to help align your volunteers’ skills with the needs of your organization. A well-designed volunteer orientation will help bridge the gap between what a volunteer already knows and what you need for them to do the job well.

Make sure your training bridges the most common gaps in your context. Below are the most common learning and performance gaps people encounter on the job.

5 Key Learning Gaps

Time is of the essence in new volunteer training. Busy volunteers don’t have a lot of extra time on their hands and prefer to spend it making a difference. So, design for the greatest efficiency and focus on the “needs to know” information. To ensure you are actually addressing a gap and solving the real problem, versus wasting their time with information they can read elsewhere, assess and define which learning gaps you are attempting to address before you begin designing your training solutions.

Common new volunteer learning gaps include:

• How to explain the organization’s mission and services succinctly and accurately to the public

• How to fill out and submit required paperwork completely and on time• How to conduct work safely and what to do in the event of an emergency

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• How we do things around here (insider information about the organization’s culture and informal processes)

Also, remember most volunteers are also highly social. Build in opportunities to network and get to know one another. When they bond during training, they will be more likely to return to meet up with new-found friends.

Training for the Established VolunteerOnce volunteers become more comfortable with their roles, they will enter into the more established stage. At this point they will be offering more focused help and are ready to learn new skills. If their needs are not being met at this stage, you risk losing them to fatigue, detached concern or cynicism. There are a variety of things you can do to keep them engaged by enhancing their growth within the organization.

Training isn’t effective by simply assembling a slide deck or posting resource materials online. It happens by taking a strategic and focused approach. A strong training begins with setting goals on behaviors you want to change or knowledge you want to enhance partnered with evidence-based design, skilled facilitation, and reinforcement through practice on the job.

Training is a highly motivational element of the volunteer experience. Promote a culture of continuous learning and growth in your volunteers and you’ll keep them coming back for more. You can encourage them by helping them develop individual skills development pathways or learning plans.

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Learning Objectives Are the Foundation to Effective TrainingWhen designing volunteer training programs, you’ll want to develop action-based learning objectives. These help you focus your course content on “need to know” information and develop quizzes to assess what volunteers learned from the course. A learning objective is a statement that defines the expected goal of a curriculum, course, lesson, or activity in terms of demonstrable skills or knowledge that the learner is expected to acquire.

Use the formula below to help frame your learning objectives. They must be real world, observable, and measurable. A completed, action-based learning objective has three parts:

• A brief description of the task to be performed• The conditions under which the task will be performed (including locations, resources

to assist, equipment, or software to be used, etc.)• The standards that describe how well the task must be performed

A learning objective is not helpful to your design process if it does not represent a behavior-based skill. Also, if it is not a skill a volunteer will use regularly, skip it. Having 3-5 solid learning objectives in place per hour of instruction is ideal. These learning objectives will serve as the foundation of your training. It will help you stay focused on what you want your learners to do, say or explain, find, or solve by the end of the training.

You can refer back to them when you review your training content to make sure they’ve been covered. You can also include them in your training evaluation forms to check whether volunteers are truly learning what you intended.

Volunteer Competency Goals

There are three levels of competency you’ll want to develop in your volunteer training programs. You will want to incorporate design principles that help them apply knowledge,

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practice in context, and provide them opportunity to improve their skills and competence. Remember competency can only happen when your practice activities approximate what is to be learned.

Using Technology in Training for a Better BlendPreparing volunteers for their work with your nonprofit can be costly and time-consuming, particularly if your training is extensive. It can also be a challenge to get all volunteers in a room together for a train event. The good news is technology is now available to you create training programs that produce high volunteer satisfaction. Using a blended approach of online and in-person training can help you save time by literally teaching while you sleep, reserving class time for the most important content.

What is blended learning?

Blended learning is a formal education program that combines traditional instruction with online learning where learners have some type of control over their time, place, path, and/or pace. Training is presented through a mix of modalities.

Below is an example of training delivery methods ranging from formal to blended to informal.

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Here are some aspects of each of modality:

• Self Study – Can utilize many of these technologies, but is driven by learner motivation

• Classroom Workshops – are the most traditional, but results are highly dependent on instructional design and trainer skill

• Live Webinars – Vary widely in level of interaction and effectiveness• Recorded Presentations – a kind of self-study that is guided, also driven by learner

motivation• Interactive eLearning – varies in level of interaction, from “click and read” slides to

drag and drop activities to highly sophisticated virtual simulations• On-the-job Training – refers to training that takes place in a normal work

environment and is guided by a peer mentor or a trainer, can encompass other training methods (e.g., viewing recorded presentations while on the job)

• Social Learning – peer supported networks where learners receive feedback, share challenges, and model behavior through their interactions, best with an observer/moderator to check on accuracy of info and to provide resources

• Collaborative Learning – project-based learning in groups that can occur with or without technology

Blended learning has advantages for both volunteers and nonprofits. For volunteers, it’s appealing because it’s self-paced, allows time for them to review content, gives them an opportunity to get involved right away, helps them get acclimated to the use of technology and reduces their travel time. For nonprofits, it can save staff time, reduce expense, track a volunteer’s progress, minimize face time, filter out unmotivated learners and promotes ownership of the program.

What type of technology can you use in your volunteer training program?

In the past few years, many free or low-cost technology solutions have appeared in the marketplace. Remember that the more integrated the solution, the higher the cost, so make sure you decide what capabilities you’ll need and can afford as you plan.

Below are examples for ways to deliver training content online:

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Keep in mind, there are some risks to online training. Digital communication presents major roadblocks to forming deep relationships necessary to learn and work effectively together. Virtual environments require more effort to foster connection and build trust.

The good news is specific steps can be taken to reduce the perception of virtual distance. Here are some tips on how you can increase interaction if you are doing live online training.

• Set expectations before the training (and send prep materials)• Set the tone and be upbeat (this is “edutainment”)• Start with “easy warm-up wins” (online greetings, polls, surveys, etc.)• Have people say something about their local context (weather, etc.)• Share content that is less theoretical, more highly practical• “Gamify” and delight with brainteasers, fad/facts, etc. (can include prizes)• Use tech features that encourage collaboration

(live chat roll, video, mute/unmute, whiteboards, etc.)• User test (or split test) to get feedback directly from learners

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Is Training Always the Answer?Sometimes, when volunteers are underperforming or are dissatisfied, training may not be the solution to your problem. Here are some tips on how to decide whether training is actually needed when you’re confronted with a problematic volunteer matter.

In most cases, knowledge and skills gaps can be successfully addressed head on through more (or more effective) training.

But, for issues regarding motivation or attitude, the work environment, or communications, more training isn’t likely to help. So make sure you understand what is driving poor volunteer performance. Is it because volunteers don’t know or can’t do what you’re asking? If so, training may help.

Is it because they’ve lost motivation, don’t have enough time or the right tools, or are getting conflicting information (if any) from direct supervisors? Then, more workshops, courses, and reading will probably frustrate more than help the situation.

Check out this post for more tips on boosting volunteer performance. With careful research, planning, design, and delivery, you can create meaningful volunteer trainings for all volunteers at any stage. Just give yourself time to prepare and practice.

KNOW WHAT’S WORKING: DOWNLOAD OUR FREE VOLUNTEER SKILLS & TRAINING FEEDBACK FORM

As you create or update you volunteer training, make sure you pilot test and evaluate whether it is effectively closing the skills gaps you intended.

Use our free, ready-to-use form to get candid feedback from volunteers about how to improve your orientation and training courses.

DOWNLOAD FORM

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CHAPTER 5: VOLUNTEER SUPERVISIONVolunteer supervision can often be one of the more challenging aspects of engaging volunteers. It takes exceptional leadership skills. Some might argue that those that supervise volunteers need better leadership skills than those that support paid employees.

As a leader of volunteers, you need to be part cheerleader, part risk-taker, part herder, part teacher, and part visionary. It’s not easy balancing all of these qualities, but having an awareness of your own abilities and concentrating on your own growth can help guide you when supervising volunteers.

It first starts with your core values. Values relate directly to your credibility as a nonprofit leader. In order to do what you say you’ll do, you must know what you want to do and how you wish to behave. Taking time to examine your core values will help…

• Describe your “bottom line” limits• Focus your energy amidst conflicting priorities• Align you with your personal passions• Strengthen your self-confidence, self-identity, security• Help you discover how (and whether) your values align with those of your

organization and your team• Serve as your “compass”

Staff-led Volunteer SupervisionThe four qualities people most admire in leaders are honesty, competence, forward-thought, and inspiration. How can nonprofit leaders channel these characteristics into actions that provide the best volunteer supervision? Here are some ways you can offer support while representing these leadership qualities.

Honesty- Provide your volunteers with clear expectations of their role from the beginning. Provide honest, fair feedback to your volunteers including things they do

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well and areas they can improve. Address any problematic issues with open discussion. Be authentic and candid in your communications and provide explanations for any changes within the organization to reduce confusion.

Forward-thinking- Make sure volunteers understand your organization’s mission, vision, and goals from the get-go. Explain where you want the program to go and the role volunteers play to get there. Reward them at each step. Continually observe the unique skills each volunteer brings to the organization and think about how you can offer them the next stretch-goal.

Competent- Practice promoting collaboration between and with your volunteers. Coach them when needed. Delegate responsibilities when you can and promote buy-in by sharing the decision-making on changes that might affect them. Be efficient with your time and manage your priorities.

Inspiring- Model the behaviors you want to see in your volunteers. Make sure your actions match the steps to accomplish your vision. Set goals with your volunteers and a plan to get there. Celebrate success!

Simultaneously, leaders must also strike a balance between managing their time and priorities and managing the social space with volunteers. This tension is never easy; however, it can become less stressful if you develop and improve your skills in the four essential areas below.

Most Critical Volunteer Supervisory Skills

Supporting Volunteer LeadersWhat happens when you have volunteers who are leaders within the organization? Do you provide the same type of volunteer supervision as you would a direct service volunteer? What are volunteer leaders motivated by and how do you maintain their commitment?

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Social science research suggests a volunteer leader’s intent to commit relies on both their individual characteristics and the support the organization provides for leadership to flourish. Below are a few key takeaways for promoting greater leadership and ownership in volunteers:

Leaders with more applicable skills, available time, and aligned motivations tend to be more committed leaders. Those who work full-time are less likely to contribute time as well as those who are intrinsically motivated by the mission.

The number of trainings leaders participate in has the single largest effect on behavioral commitment. Training and skill development helps volunteers build the capacity and inclination to lead. Enthusiastic participation in training might also be a key indicator of interest and potential.

Members who devote a smaller share of their time to meetings are more committed. When volunteers are bogged down by meetings that aren’t well-run and waste time, it may have an effect on their efficiency overall and thus their level of engagement.

Finally, teams that operate more interdependently and share work more equally, tend to give more time to the organization. Working independently may make it harder for individuals to “free-ride.” Interdependence may generate greater trust and strengthen the bonds between team members.

For an organization, the key to supervising volunteers who lead their peers is to nurture and support their commitment rather than simply increasing their levels of responsibility. Investing in team capacity building can increase both their effectiveness and their willingness to serve over the long term.

Volunteer TeambuildingVolunteer teams can help your organization with event planning, policy changes, training, recruitment, and even supervision. It offers growth opportunities for emerging leaders while providing you with extra help in the areas you need.

Volunteer teams can help you with strategic planning, creating a communications strategy, upgrading technology, developing boards, improving operations, or engaging the community. All of these are rewarding for volunteers because they fosters sociability, connection, collaboration, and mutual accountability. Some organizations prefer teams because they can tap into multiple skill sets, generate a back-up system in case one volunteer falls through, and be a part of projects or services online or on land.

When supervising volunteer teams, here are some things that will drive their success.

Teams want to feel that they are satisfying the needs of internal and external clients. If they are not doing any direct service with clients, remind them of the bigger picture and the impact their work is making on clients.

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Teams become stronger through time. It may take a while for teams to get to know each other’s personalities and abilities, and volunteers will need to adjust. They will learn how to work better together over time through trial and error, and also learn how to best support one another.

Teams are more successful when you help foster growth and learning of individuals. Check in with your individual team members and make sure they satisfied with their role. Make sure their role has something they can aspire to through additional training, support, or on-the-job practice.

Don’t worry if your team is comprised of varying personalities. In fact, teams that include diverse personalities are stronger.

Volunteer Teams: The Ideal Mix

Include the following types of people on your teams and it will be better equipped to achieve success. What’s more, it will build valuable social capital in your team.

Results-oriented– Team members who naturally organize work and take charge tend to be socially self-confident, competitive, and energetic.

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Relationship-focused- Team members who naturally focus on relationships, are attuned to others’ feelings, and are good at building cohesion tend to be warm, diplomatic, and approachable.

Process and rule followers– Team members who pay attention to details, processes, and rules tend to be reliable, organized, and conscientious.

Innovative and disruptive thinkers– Team members who naturally focus on innovation, anticipate problems, and recognize when the team needs to change tend to be imaginative, curious, and open to new experiences.

Pragmatic– Team members who are practical, hard-headed challengers of ideas and theories tend to be prudent, emotionally stable, and level-headed.

Having at least one member of each type of personality on your team will help you factor all decisions with a holistic approach and help drive you to accomplish your goals for each team and the organization as a whole.

Giving Constructive FeedbackOne of the most important aspects of supervising volunteers is providing constructive feedback. Formal feedback can be given on a scheduled timeline (e.g. 30 days, 60 days, 6 months, etc.) as a check-in and also as issues arise. The latter can be more difficult, particularly if you need to correct a behavior, change an attitude, or find out why they aren’t performing.

Informal feedback – both corrective and constructive — can be given any time and is more powerful when it is given in the moment.

Giving constructive feedback doesn’t have to be painful as long as you are prepared. Use the GREAT (Goals, Roles, Expectations, Abilities, Time) model to prepare yourself to provide difficult feedback.

GREAT Communications Model

Before you start planning your conversation, it’s important to ask “What part do I play in the current situation?” Be ready to own your part of the problem before asking others to change.

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Goals – Start by reminding the volunteer of the organization’s goals and their role as it relates to them. Remind them of timelines.

Roles – Remind your volunteer about the role you play and how it relates to theirs. Be specific when talking about the behavior you want to see change and why it matters. Perhaps it puts the agency at risk. Be honest about the need for the change.

Expectations – Describe the actions you want the volunteer to take to change the behavior. Give them a clear picture on what a satisfactory performance would look like. Make sure they know exactly what to do and understand the possible barriers.

Abilities – Does the issue have anything to do with the volunteer’s lack of ability or is it because of attitude? Explore this and see what solutions you can come up with together. Put a plan in place.

Time – Set dates to check-in on progress or for further training. Set a deadline for when the issue should be completely resolved.

Other tips for delivering helpful feedback:

• Celebrate in public and critique in private.• Listen to the volunteer’s point of view, but this doesn’t mean you need to

compromise on standards.• Use behavioral observations NOT judgments. “You missed three shifts over the last

month” versus “I feel like you don’t care.”

Have a real conversationAccountability involves shared reality where you both agree on the facts and the problem, shared goals where you both agree on the same outcomes, and shared measurement where you both agree on how to gauge success.

INSPIRE POSITIVE VOLUNTEER TEAM OUTCOMESWorking with teams can sometimes feel like herding cats – you want them to zig and then they zag! It’s helpful to use tactics that inspire volunteers to a

specific outcome, rather than constantly nagging them to follow through and get things done.

If a focused and energetic volunteer team is the goal, it helps to know something

about human behavior. Luckily we have a tip sheet to get you started!

GET TIP SHEET

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CHAPTER 6: VOLUNTEER MANAGEMENT SOFTWARE

Volunteer management software systems are vital tools that help nonprofits track volunteer impact. However, our 2019 state-of-the-industry Volunteer Management Progress Report revealed that volunteer managers are far less comfortable using digital tools compared to their competence in general volunteer resource management. In fact, the overall digital maturity of volunteer organizations is low. This poses the question: How will volunteer organizations keep pace with the general public in this digital age?

The 2019 VMPR survey listed these as the top six activities where nonprofits currently use technology.

1. Opportunity Listings (79%) 2. Online Applications (64%) 3. Broadcast Email “Blasts” (58%) 4. Background Screening (52%) 5. Time Tracking (51%) 6. File Sharing (45%)

Volunteer management software, when combined with other platforms, can help nonprofits perform all of the activities above, and more. By automating administrative tasks and communications, volunteer organizations can streamline their volunteer intake process, track volunteer hours, centralize staff-volunteer communication, create volunteer profiles, schedule volunteer shifts, and segment volunteers by skills and interests.

Choosing the right volunteer management software is a foundation, and learning how to use it confidently will keep you organized, build connections with your volunteers, and enable you to manage resources effectively.

In this chapter, we share how you can choose the best volunteer management software for your nonprofit needs and explain the importance of what each type can offer.

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What Volunteer Management Software Can Do for YouInvesting the time and effort to understand what volunteer management software can do for your nonprofit can alleviate technology fears and ultimately make your pitch for resources easier. We’ve discussed the need that volunteers have for connection and training, but did you know volunteer management software systems can help you manage these things and more?

Here are five things volunteer management software systems can do for you:

Send regular communications– You can set up email templates and regular communications to help volunteers stay connected to the organization.

Track volunteer hours– Volunteers can enter their hours so you can calculate ROI when reporting to your donors.

Build Community– HUB pages with resources and opportunities where they can post and comment can connect your volunteers with each other.

House Training– Videos, webinars, and job aids can be posted on your site, making for easy access to your program. You can even post quizzes for measuring the effectiveness of your learning objectives.

Manage Contacts– Information on your volunteers can reach beyond basic contact info. It can also include their interests and special skills, shift schedule, the stages of volunteer training they completed, which communications they’ve received, and/or evaluation information.

Types of Systems

There are many different types of volunteer management software platforms available that can help your nonprofit get organized depending on your needs. Below is a chart that describes the variety of systems that exist.

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Scheduling platforms and event management systems are good for one-time events where you may not need to keep an on-going list of contact info for volunteers. They are often used by individuals, sports teams, schools, churches, or organized groups.

All-in-one platforms and volunteer management systems are usually used by nonprofits with established volunteer programs who want something more complex to manage recruiting, training, and communications.

Donor-volunteer systems are used for keeping information on volunteers and donors. This information is kept for future fundraising campaigns or for sending notes of appreciation.

In addition to these, there are systems specific to certain environments, like schools. There are also volunteer-driven crowdfunding systems where volunteers can raise money for their favorite causes. Software can be web-based (SaaS) or downloaded (on-premise).

One System Can’t Do It All — Setting Up Your Software SpecificationsYour volunteer management software should help you streamline your process but also help you measure what’s important to your organization by allowing you to sort categories individually and run reports based on combinations of each field.

When choosing a platform, here are some key functions you might consider.

• Scheduling Tools – calls to action, shift signups & reminders, changes• Relationship Building Elements – discussion boards, forums, private messaging,

email reminders, group texts, etc.• Data Reporting Tools – volunteer conversions, hours, progress though onboarding,

departmental usage, awards, etc.• Software Integration – with other systems (your donor software, MailChimp,

Constant Contact, social media, etc.)• Bells & Whistles – learning management system, resource portal, gamification, etc.

Choosing Your Volunteer Management SoftwareHere’s a step by step process you can use to select the right platform for your needs.

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How to Select Software

Step 1: Define Your Business Case

A business case is needed when a resource or expenditure on a project must be justified. Include these sections in a 1-2 page document.

• Problem or Opportunity – What will be solved with this solution?• Objectives – What the project is expected to achieve

Not necessarily the tools needed to achieve itTHIS, “To track monthly fluctuations in volunteer time & report year-to-date aggregates in real time” NOT THIS, “To provide a place for volunteers to log their hours

• Costs – For start-up, maintenance, and growth• Risks – What could go wrong & how you will manage them• Scope & Interdependencies – What is included & what is excluded, plus key

interactions with other projects/agency functions• Plan – Divided into stages

What is required? How is it done?Who does what? When will things happen?

• Personnel – Who will be involved in selection, rollout, and ongoing management (with estimated time needed & saved)

Levels of authority & decision making

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Step 2: Brainstorm List of requirements

Once you have presented your business case and received approval to move forward, your next step is to brainstorm a list of preliminary software requirements. Think about which functional and non-functional requirements you will need.

Functional requirements are those related to the technical functionality of the system, how the product must behave.

Non-functional requirements specify criteria that can be used to judge the operation of a system in particular conditions — or how well (to what level) something is to be carried out — rather than specific behaviors.

Some sample questions to ask in your brainstorm might be:

• What data do you (and others) need to collect and report on?• What problems would you like the system to solve?• Who will use the software and how?• Are there existing systems that you will continue to use in your agency and can they

interface with your volunteer management system?

Step 3: Use the MoSCoW classification system to determine priorities

Once you have developed a laundry list of requirements, you will need to prioritize them. The MoSCoW classification system is a standard way of doing this.

Must Have (Minimum Usable Subset (MUS) of requirements) – This should be no more than 60% of the total list of requirements. Ask the question, “what happens if this requirement is not met?” If the answer is “cancel the project – there is no point in implementing a solution that does not meet this requirement” then it is a Must Have requirement.

Should Have – A Should Have may be differentiated from a Could Have by reviewing the degree of pain caused by it not being met, in terms of business value or numbers of people affected. It may require a workaround.

Could Have – This will have less impact if left out (compared to a Should Have)

Won’t Have (this time) – These should be recorded in the scope of work. This avoids being reintroduced ‘via the back door’ at a later date.

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Step 4: Finalize the Prioritized Requirements List

The Prioritized Requirement List (PRL) establishes the basis for agreement between the customer and the vendor on what the outcome of the project will be. This allows you to estimate cost and schedules. It also provides a baseline for validation & verification and controls scope creep. The PRL should be:

Ranked for Importance: Since all requirements are not of equal weight, you should employ a method to appropriately rank requirements.

Verifiable: Use measurable elements and defined terminology to avoid ambiguity.

Modifiable: A well-defined organizational structure of the SRS document that avoids redundancies can allow easy adaptation.

Traceable: Ability to trace back to the origin of development and move forward to the documents produced from the SRS.

Step 5: Develop your Scope of Work

The Scope of Work (SOW) is the area in an agreement where the work to be performed is described. The SOW should contain any milestones, reports, deliverables, and end products that are expected to be provided by the performing party. The SOW should also contain a timeline for all deliverables.

Step 6: Assess options and select a solution

Research available platforms and determine which one will best suit the needs within your budget. Factor in the type of support they offer and how accessible they will be when you need it.

For a list of the most common volunteer management software used by nonprofits and how they rate, check out the 2019 Volunteer Management Progress Report.

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Involve Your VolunteersMake sure your volunteers are involved early on with your volunteer management software selection, implementation, and maintenance. Volunteers can help you assess and choose a software platform, and maybe even recommend one or help train you if they know the industry! This will create buy-in into your process and you can use them as advocates when the changes come.

Once you choose a volunteer management software and have it set up, remember to test it with your users and provide sufficient training with everyone involved. This will prevent frustration and show your volunteers and staff you are investing in their capabilities. As you become more familiar with the system, you will find yourself increasing your nonprofit’s digital maturity. Who says nonprofits can’t be techy?

CHOOSE WISELY WITH OUR FREE VOLUNTEER MANAGEMENT SOFTWARE REQUIREMENTS PLANNING WORKSHEET

When researching the best volunteer management software for your organization, you’ll want to create a checklist of “need to have” versus “nice to have” features that

are critical to managing volunteers you are seeking.

Do this before you start to review the options. Otherwise, you risk adding things to your list you may night need. Also, consider developing this in collaboration with a team of volunteer advisors who will be more likely become champions for change

for the new system.

GET WORKSHEET

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CHAPTER 7: VOLUNTEER APPRECIATIONVolunteer appreciation is important to show that you value a volunteer’s commitment and effort. It can come in many forms:

• A simple verbal acknowledgment for great work• Formal thank-you note• An organized volunteer appreciation event• A volunteer awards ceremony• Or, promotions to volunteer leadership positions

It plays a big part in increasing volunteer retention, builds trust, and strengthens staff-volunteer relations.

When considering volunteer appreciation, nonprofits should understand both the intrinsic and extrinsic factors that motivate people. Examples of extrinsic factors include:

• Earning a stipend or bonus• Avoiding admonishment or punishment• Receiving praise or instant gratification• Winning a contest• Getting a reward, such as a plaque, certificate, or gift

While extrinsic factors are often what the world relies most on, intrinsic factors are actually more effective and are longer lasting. They include:

• Challenge – Being able to challenge yourself and accomplish new tasks, or reflect on why something did or did not work

• Control – Having choice over what you do• Cooperation – Being able to work with and help others

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• Recognition – Receiving meaningful, positive acknowledgment for your work

For nonprofits, it’s important to offer a blend of both, while keeping in mind that greater volunteer satisfaction, engagement, and longer-term retention will ultimately be dependent on the mastery of the management of the volunteer program.

This chapter will give you ideas on how you can best recognize your volunteers based on their motivations. We’ll provide specific ideas that satisfy both intrinsic as well as extrinsic factors including how to develop a volunteer leadership pathway, create memorable recognition events for any type of budget, use thoughtful language in your volunteer thank you letters, and gather and use feedback that promotes volunteer retention.

Start with GratitudeShowing volunteer appreciation begins by fostering a culture of gratitude. Imagine an environment where everyone felt appreciated. How would people be treating one another? How productive would people be? How would the work reflect onto their clients?

Studies have shown that simple expressions of gratitude directly affect productivity. It also increases the effectiveness of our decision-making by increasing our levels of patience and help us cope. Research shows that giving thanks lowers daily aggression, hurt feelings, and overall sensitivity. According to psychologist Robert Emmons, “Gratitude builds up a sort of psychological immune system that can cushion us when we fall…[T]here is scientific evidence that grateful people are more resilient to stress, whether minor everyday hassles or major personal upheavals.”

So how do you begin? Gratitude starts with the leader. As leaders, volunteers need to hear “thank you” from you and other managers first. That’s because expressing gratitude can make some people feel unsafe, particularly in a workplace with a history of ingratitude. So make sure your peers and other staff are on board with the concept and do their best to instill these practices.

Here are some other ideas of how to foster a culture of gratitude:

• Be specific about the benefits of a person, action, or thing when providing positive feedback

• Create different opportunities for gratitude, large & small• Work with volunteers to build team norms that build collegiality• Set up regular rituals that everyone recognizes as part of a culture of giving thanks

Simply put, if volunteers are feeling appreciated often, they will be motivated to stay with the organization and find deeper ways to support your mission. If they feel unappreciated, they will leave.

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The Six Big Volunteer MotivationsAnother way to look at retention is through functional theories about the reasons, purposes, and motivations underlying human behavior. Researchers have identified six personal and social functions potentially served by volunteering. These functions may impact decisions about becoming a volunteer in the first place but also about continuing to volunteer. See the Volunteer Functions Inventory below.

Functional Motives for Volunteering

This research is also supported by several assumptions we hold about volunteer motivations:

People are purposeful, planful, goal-directed – Volunteers engage in volunteer work in order to satisfy important personal goals

Different people may do similar things for different reasons – Volunteers may have different reasons for volunteering

Any one individual may be motivated by more than one need or goal – An individual volunteer may be attempting to satisfy two or more motives

Successful outcomes depend on the matching of needs and goals to the opportunities to the volunteer – Successful volunteer recruitment, satisfaction, and retention is tied to the ability of the volunteer experience to fulfill the volunteer’s motives

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Below are suggestions for ways you can align volunteers’ motivations with appreciation activities and intrinsic rewards.

Meaningful Volunteer Appreciation and RewardsVolunteer recognition can come many forms, all of which would be meaningful to volunteers based on their motivations. And most of them can be done with low to no cost. Here are examples of the types of rewards you can offer.

Rewards in the form of:

Publicity – Creating a board or poster of acknowledgments and displaying them in a public place is a way to recognize volunteers’ contributions on a daily basis and builds a sense of community. This can help increase accountability of volunteers and board members by demonstrating to all what they are responsible for. You can also highlight case studies and success stories where your volunteers have been involved through your newsletter, marketing materials, or in publications.

Power – Think about ways you can show recognition by providing volunteers with a sense of influence. Are there ways you can recognize them on your web page? Perhaps they would be a great speaker to talk about their experiences at a conference or event. Perhaps their input would be welcomed at a prominent meeting with staff. While these may seem like strange recognition ideas, they can actually go a long way to making a volunteer feel valued.

Responsibility – Increased responsibility would be perceived as a reward only if the proper support accompanies it. Make sure you are able to provide the right training, resources, and supervision. That way, volunteers will believe they will be able to make a difference.

Training – Providing volunteers with training that enhances their KSAs is usually welcomed. Match volunteers with “learning roles.” Coordinate continuous learning

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opportunities throughout the year for them. Offer in-service trainings (led by volunteers and professional staff). Promote informal learning (peer mentoring, online communities, DIY document portals, recorded videos/webinars, etc.). Help volunteers earn college credit for life experience or offer Continuing Education Credits (CEUs)

Food: Who doesn’t love to eat? Free food is always a crowd pleaser. Throw an ice cream social, pizza party or just have tasty snacks available during shifts. You can ask community businesses and local experts to donate food if it’s for an event.

Events: You can also hold low-cost events to recognize your volunteers. Here are some ideas:

Site/Location – Pick unique (e.g., city park) or symbolic locations (e.g., civil rights museum)

Speakers & Guests

• Try to tell success stories (challenges that resulted in triumph)• Make space for expressions of appreciation between volunteers• Ask those who have benefited from the volunteers’ work• Invite spouses or families and thank them, too

Program/Activities – Read thank you notes from clients aloud

• Create opportunities for vols to view themselves as those helping humanity (e.g. make a donation on their behalf)

• Individualize acknowledgments (comments, notes, name tags, table tents) as much as possible (specific/aligned with key volunteer motivations)

• Provide a “state of the organization” update & “sneak peeks” of the future• Get input on a proposed initiative• Include in-service training on topics of high interest to volunteers• Include time for reflection of the meaning of their work• Make space for socializing & “supported” networking & teambuilding

Thank You NotesWhether you are sending an informal note, writing a formal appreciation letter, or preparing comments for a celebration, writing a meaningful thank you is a critical skill.

Most volunteers understand how busy you are, and just taking the time to personally thank them will make them feel valuable. Receiving a handwritten note in the mail is increasingly rare and for some, your card will put a smile on their face for their entire day.

Volunteers will also appreciate your efficient use of resources. Many volunteers don’t want nonprofits to spend their limited resources on plaques, pins, or other gifts.

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Here are four simple steps to writing a powerful thank you note.

Keep it simple and create a habit of writing thank you notes. You do not have to do this every day. Simply jot down 3-5 people you want to send a note to each week. Consider including volunteers, community partners, and co-workers.

Step 1: Focus on Excellence – Thank them for something they have done that was valuable or beyond the call of duty. Be specific.

Step 2: Connect the Dots – Describe how it has helped the program achieve a goal or the organization achieve its mission. Tell a story.

Step 3: Acknowledge the Effort – Recognize that volunteering (or helping you as a partner or co-worker) takes sacrifice of personal time.

Step 4: Make It Personal – Share what the person’s support and contributions have meant personally to you.

SAVE TIME WITH OUR FREE VOLUNTEER THANK YOU LETTER CHEAT SHEET

Looking for quick ideas on how to write creative, meaningful thank you notes? Check out our free tool!

GET CHEAT SHEET

The Value of Volunteer FeedbackGathering feedback from volunteers is also a smart volunteer appreciation strategy. Asking for regular feedback, and acting upon it, helps volunteers understand that they are valuable partners in mission success.

Regular feedback also helps you assess how well your programs are running, how happy your volunteers are, and what you can do to make the program better. We suggest conducting a 30-day and annual survey along with exit interviews to gather feedback on your program.

30-day New Volunteer Survey

The focus of this survey is to check in with volunteers about their early impressions and about their experience with your organization. This survey identifies any issues volunteers are encountering early on to give you a chance to rectify them and ensure long-term retention.

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This survey should be administered 30 days after the volunteer has completed their first regular shift. The survey might be delivered through a web-based survey tool (like SurveyMonkey) or on paper if they prefer. Ideally, a link to the questionnaire should be sent to active volunteers through email or your volunteer management system.

What to include:

A section on the volunteer’s experience. Include statements volunteers can rate on a Likert scale about whether the assignments are meaningful, if they have the resources and training they need to do their jobs effectively, if they feel supported, etc. Would they recommend the program to someone else? Why or why not? What is their overall satisfaction with their volunteer position? Leave room for comments.

A section about themselves. Find out what volunteer position they are in, gender, ethnicity and anything else you might find helpful to make distinctions about whether satisfaction depends on certain factors.

A question on what improvements they suggest to make the program or volunteer experience better.

Annual Volunteer Survey

The focus of this survey is to determine the quality of your organization’s volunteer experience. If possible, this survey should be administered each year to active volunteers. This survey asks volunteers to comment on key aspects that research has determined drive volunteer satisfaction and retention.

What to include:

Include similar information to what was asked in the 30-day survey but add a section on what inspires the volunteer. Include statements volunteers can rate about what motivates them like working for a cause, learning new skills, having something to put on their resume, or making new friends. You will also want to ask them if they would be interested in taking on more responsibility.

Volunteer Exit Interviews

The purpose of the volunteer exit interview is to better understand why the volunteer has decided to leave. An exit interview is the most accurate instrument in identifying issues or program improvements that need attention. Volunteer participation in exit interviews should be voluntary.

The information you gather during the interview can be reviewed later for data on trends and/or ideas about how to recognize and motivate other volunteers to keep them retained. An aggregate of anonymous results should also be kept in a spreadsheet and included in quarterly or annual reports.

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You can ask questions such as:

• How long have you volunteered with us? What type of volunteer position did you hold?• What did you like about your volunteer experience? What did you not enjoy or

bothered you about it?• Why did you decide to end your service with us? What was your main reason for

leaving?• If your experience did not live up to expectations, did you take steps to communicate

your issue(s) with your team leader or other staff? What did they do to resolve the problem?

• Were you trained adequately for your role(s) and responsibilities? If not, what other training or support would have been helpful?

• Were there tasks you were expecting that were not assigned? What were they? What didn’t go as planned?

• What can we do to improve support of volunteers and services to our customers?

As you can see, volunteer appreciation can take many forms. The bottom line is that volunteers’ motivational and emotional needs are met, that they feel included and integrated into your team, and that they feel they have a say on management decisions that directly affect them. If you cover all of these bases, you will be sure to keep a talented corps of volunteers coming back to support you over and over again.

OUR FREE [E-BOOK] VOLUNTEER APPRECIATION: 50 WAYS TO SHOW YOUR LOVE

Get 50 ideas for recognizing and acknowledging the work of volunteers, all aligned with what motivates the most.

GET E-BOOK

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CHAPTER 8: NONPROFIT MANAGEMENT BEST PRACTICES FOR VOLUNTEER

ORGANIZATIONSNonprofit management involves a combination of many different skills. You need to be a leader, a teacher, a listener, a marketer, an observer, a trainer, a coordinator, an event planner, a fundraiser… and the list goes on and on. Throughout this Guide, we’ve given you specific tools to help you weather the various volunteer lifecycle stages, but what do you need to plan an overarching volunteer program using nonprofit management best practices?

To manage a nonprofit effectively, you need to have the right people, a realistic outlook of your budget, tools and resources to reach your goals, and be able to evaluate your return on investment so you can make improvements to your programs.

Your Volunteer Program Checklist for Better Nonprofit ManagementWhether you are new to or familiar with nonprofit management, make sure you have these minimum required tools and documents. These will help you build relationships, solidify your brand, keep on mission, and set up a successful volunteer engagement strategy and framework for your organization.

Organization Mission Statement – Reinforce identification with common goals. Keep it updated, free of jargon and industry buzzwords.

Philosophy of Volunteer Engagement – Make clear the rationale for why volunteers are engaged and the benefits they bring to the organization. Include at top of volunteer position descriptions (this is different than your mission statement).

Volunteer Manager Job Description – Ensure specific and adequate amount of time is allocated for relationship building with all stakeholders. Update the job description annually

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to reflect actual work and percentage of time spent on each major task area (see Chapter 1 for a free job description template).

Business Cards – Include an inspirational quote or philosophy of volunteer involvement on back of card. One for business card for you and a generic one for volunteers.

Action Plan for Attracting New Volunteers – Your plan needs to be strategic and focused on specific audiences that make the most sense for your organization (see Chapter 2 for a free volunteer recruitment e-Course to get you started).

Marketing Style Guide with Logos – Consistency of design reduces perceived difficulty of tasks and asks of volunteer communicators. Use high-resolution files of logos and consistent fonts and colors.

Volunteer Management Software System – Managing volunteers with excel spreadsheets just doesn’t cut it in today’s world. You need a software platform that helps you automate redundant tasks, allows volunteers to manage their own profiles and log their hours, and acts as a communications conduit with your supporters. See Chapter 6 for a free worksheet that walks you through how to choose the right system.

Volunteer Position Descriptions – Link volunteer roles to your organization’s mission. Be flexible enough to create new ones based on a volunteer’s interest.

Volunteer Application Fact Sheet (or web page) – Clearly communicate steps in the application process and build trust. Post on web page and/or include a recruitment brochure.

Volunteer Application – Gather vital volunteer info & help volunteers understand that the organization is a place that prioritizes safety. If used, include a background check and personal reference releases in the document with a short explanation as to why they are important.

Volunteer Screening Interview Questions – Learn about the volunteer’s preferences & their behavior in certain situations. Remember, these are a two-way street – talk & listen (see Chapter 3 for a free cheat sheet)

Volunteer Agreement – Reassure volunteers that yours is a well-run organization and their information will be protected. Include privacy, confidentiality, and conflict of interest agreements, if applicable

Volunteer Manual – Inspire new volunteers and help them understand social norms and unwritten rules. Also, include a short Acknowledgment Form that the volunteer signs

Recognition and Retention Strategy – Instead of waiting until the last minute to set up a volunteer recognition event, find ways to integrate volunteer appreciation into your daily nonprofit management practices (see Chapter 7 for a free volunteer appreciation eBook with ideas that align with research-based volunteer motivations).

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“A noble leader answers not to the trumpet calls of self promotion, but to the hushed whispers of necessity.” – Mollie Marti

Build a Budget to Support Volunteer EngagementHaving a budget is a key component of effective nonprofit management as it allows an organization to focus on their mission and grow their programs. A well-thought out volunteer program budget will tell you exactly where you stand and can help you plan for the future. Without one, you run the risk of overspending, having to cut back on services, or losing donors.

Fiscal planning is an on-going process. You will want to start planning for your volunteer engagement budget 3-6 months before your next fiscal year begins. This is to evaluate your current financial status, assess your program goals for the next year, and look into potential revenue streams. Within that time, factor in 1-2 months for budget approval depending on all the different nonprofit management levels you may need to go through (e.g. Executive Director, Board of Directors, fiscal department). Finally, take time to monitor and report on your financial status.

A budget consists of revenues and expenses. Whether your plan for revenue and expenses is small or large, you can create and track your own plan for resource allocation. There are four general costs covered by nonprofit budgets:

• Direct Costs — Directly related to a specific project or program• Capital Expenditures — Items that have lasting value (cars, real estate, etc.)• Indirect (“Hidden”) Costs — Not project-related but necessary to successful

functioning• In-Kind Contributions— “Free” donations of goods or services (count as both

expense & income)

Indirect costs are also known as overhead costs, administrative costs, supportive services, or operating costs. Many organizations have a set fee or overhead cost for each program (a percentage of the total program budget).

Volunteer Program BudgetsSo what should nonprofit management include in their volunteer program budgets? Basically, any resources you need and use, including those that support you in becoming a better manager and leader. When the true costs of volunteer involvement are not included in a budget, it reinforces the myth that volunteers are free labor. This simply isn’t the case. Engaging volunteers takes solid strategy and real agency resources, both cash and in-kind, to be successful.

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Here are a few things to include:

• General Marketing (website design, search engine optimization, brochures, display/promo items, etc.)

• Volunteer Recruitment (online postings, volunteer center membership, background checks, etc.)

• Volunteer Appreciation (special events, recognition items, food/beverage, etc.)• Volunteer Support & Reimbursement (volunteer management & communications

software, mileage, travel, phone, supplies, etc.)• Professional Development for Volunteers and Those How Lead Them (training,

certification, publications, conferences, membership fees, etc.)• Volunteer Management and Other Software (for application and onboarding,

volunteer impact reporting, online training delivery, communications, etc.)

Create a Chart of Accounts

Every organization’s accounting system has a chart of accounts that classifies sources of revenue, types of expenses, and their corresponding line items. Line items are simply the categories included in each budget. If you align your categories to match your fiscal department when you develop your volunteer budget, you will be able to monitor expenses and communicate with internal stakeholders in terms they understand.

You can start building your volunteer budget by making projections for line items.

Possible Volunteer Program Line Items

When developing budgets for activities that some staff aren’t familiar with, add short narrative explanations for entries. This helps those reviewing the budget understand

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the underlying rationale and explains why a number in this year’s proposed budget may be different from last year. Here are some areas you can apply to your situation if the information is not clear:

• Staffing information (positions, qualifications, roles, etc.)• The Math (the calculations)• Vendors (volunteer management software, for example; why chosen)• Special Events (purpose, plans, locations, etc.)• Volunteer Recognition (rationale, goals, etc.)• Overhead (if applicable, what it covers, how it is charged or paid to other

departments)• Expected Volunteer Hours & Achievements (equivalent FTEs, strategic goals)

Where Will the Funds Come From?

In addition to expenses, a complete budget should include an estimate of your projected program revenue for the next three years, listed by funding source. By listing more than one year, you can paint a clear picture of how the funding will change over time. For example, you can show that when government grants decline, other planned sources take over.

If you’re unsure of your funding, you can qualify your income projections by marking them as committed, likely, and possible. This helps build transparent and trusting relationships with those that have the power to approve or block your budget and to plan for contingency funding.

There are many creative ways you can bring in funding for volunteer services. Here are just a few strategies:

Allocate a percentage of total charitable donations to the organization, based on the percent the total volunteers donate

Allocate a percentage of total program fees, based on the percent of the total staff hours volunteers donate

Allocate special event proceeds, all or a portion of the revenue

As agency overhead, ask every program in the agency where volunteers are placed to set aside a percentage for volunteer services

Include volunteer services as a percentage of program grants that include volunteers, as part of direct service costs

Conduct fundraising campaigns to cover general operating expenses or specific purchases

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Planning a budget takes time, and even if you don’t have one yet, start thinking about it now. Having a dedicated budget will show the value of your program, and it can be help bring in more donations and resources. You have nothing to lose and everything to gain.

Leveling Up Nonprofit Management and Volunteer Leadership Skills in EmployeesAn often overlooked, yet highly valuable, nonprofit management practice is to grow the volunteer leadership skills in employees. And it can start with helping your staff understand the importance of staff-volunteer relations.

Positive staff-volunteer relations are vital to the health of the organization. Staff are a big part of setting the tone of the organizational culture and can be a factor in volunteer retention. If you notice your retention rate declining or that there are tensions between staff and volunteers, you’ll need to nip those problems in the bud as quickly as possible.

Here are some early signs that will tell you if your organization should examine your staff-volunteer relations.

• Talk of “Us” versus “Them”• Blurred boundaries between volunteer and staff roles• Territorialism or reluctance to work jointly or include volunteers• Minimal information sharing or information hoarding• High volunteer turnover rates• Low satisfaction of employees and volunteers• Direct complaints (or indirect grumbling) about each other

Volunteer-Staff Climate Audit

Conducting a volunteer-staff climate audit is a quick way to assess volunteer-staff relations and monitor the impact of interventions. The audit is essentially a survey with statements about staff-volunteer relations using a Likert-type scale. The results of the audit will give you a sense of what the problems are so you can address them appropriately.

How to conduct a climate audit:

Form a paid staff-volunteer committee to conduct the audit

Distribute the survey to volunteers, paid staff, and direct service clients who come in regular contact with volunteers

Discuss the results as a group, but take care not to blame certain people or departments

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Once you’ve completed your audit, then you can develop your plan for change. Make sure your messages are succinct and communicated consistently to those who will be affected by any new volunteer or staff policies you develop. Your plan should include the following:

• People – Who is affected (directly and indirectly)?• Process – How will things change? Who cares?• Platform – What tools and support are needed? What technical skills are required?• Positioning – Who else is aligned with your solutions at the organization?

Stakeholder Buy-in

You may need to get buy-in from top management about your plan. Organizational leaders are ultimately responsible for setting policy, tone, and the example to lead changes to employee responsibilities and accountability. If your executives don’t actively and publicly support volunteers, you aren’t likely to get that support elsewhere.

To ensure volunteers are fulfilling a truly strategic function at your organization, review your mission or mandate in order to ensure that volunteer roles are working toward your ultimate goals. Include volunteers in the process. Ask questions like:

• How can our organization meet our mission more effectively by engaging community volunteers?

• Where are our most critical gaps?• What are innovative ways we can partner with volunteers to improve our talent and

social capital?• What is the best we can do here?• What might we have to adjust to be even better?

You can also embark on a larger workforce planning process with your co-workers and volunteers.

Nonprofit Management AccountabilityNow, that you’ve assessed the problem and garnered buy-in from management, staff, and volunteers, it’s time to “bake accountability” into your program. Volunteers are everyone’s job, so take purposeful steps to ensure everyone is on board.

You can do this by creating agreements on how staff and volunteers will work together, the expectations of the work to be done, how staff should support volunteers, and the communication that is expected.

Other ways to promote accountability include:

• Ensure the Chief Executive has volunteers on their team• Keep your Board and staff apprised of volunteer activity, outcomes, and impacts

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• Ask your Board to make big picture decisions about volunteer policies• Include the director of volunteers on the management team• Invite volunteers to play a role in program development and decision-making that

directly affect them• Add volunteer involvement tasks to every employee’s position description and include

volunteer management in the employee manual• Train all employees on how to lead volunteers effectively, and evaluate them on their

performance• Acknowledge both volunteers and employees for team excellence• Finally, ensure all team members – employee and volunteer alike – are held to the

same standards of professionalism and collegiality.

Nurturing Staff Leaders

By developing agreements, including volunteer involvement in employees’ job descriptions, including volunteers in decision-making, and acknowledging volunteer-staff team collaborations, you are creating a healthy staff-volunteer culture. This process helps staff recognize the importance of strong relationships between staff and volunteers and gives them a platform for building and advocating for a better program.

In order for staff leaders to be successful with volunteers, they must also have the nonprofit management skills necessary to motivate and support volunteers. These include meeting management, problem-solving, conflict resolution and sharing power. This should all be supported by supervisors through ongoing training and coaching (see Chapter 5 for supervisory skills to reinforce).

Finally, don’t forget to reward both staff and volunteers for their effective collaboration. It will elevate morale, inspire emerging leaders, and reduce resistance to the inevitable nonprofit management changes volunteers will bring about.

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What’s Your Philosophy for Nonprofit Management?Often we take our leadership approach for granted. After all, we know what we believe, right?

But, what about our followers – those we serve? Are they clear on the key values, beliefs, and principles that support and drive our decisions? If we’re not clear ourselves, our beliefs likely aren’t translated into our works and deeds. When it comes to leading volunteers, transparent leadership is a vital component to ensuring success.

At the foundation of your nonprofit leadership philosophy are your beliefs about human nature that align with personal values. Below are five statements that can help you build your philosophy and an example for each.

I believe [insert your values] … For example … “I believe with determination and focus, teams can solve any problem.”

My thoughts will [insert desired attitudes & actions] … For example … “My thoughts will focus on the strengths of each person, instead of concentrating on their limitations.”

My words will [insert desired attitudes & actions] … For example … “My words will be clear and direct, yet compassionate.”

I will lead by/with [key principles anchoring you] … For example … “I will lead with wit, knowing that our work is serious, but we don’t need to take ourselves too seriously.”

I expect to [insert behavior] in challenging situations] … For example … “I expect to focus on the process not the people, when challenging situations arise.”

Use your personal philosophy statement as your compass, for you alone. It does not need to be shared with anyone else. It will, however, become clear through your words and deeds as you forge a new, exciting future for your volunteer team.

BUILD YOUR OWN NONPROFIT LEADERSHIP PHILOSOPHY WITH OUR FREE TOOL

Use this worksheet to brainstorm and hone in on the personal values that drive your work and describe what you stand for. The clearer you are about your values, the

more credible you will be to those you lead.

GET WORKSHEET

Top Notch Nonprofit Management Starts with VolunteerProReady to roll up your sleeves and dive into managing your nonprofit volunteer program through exceptional nonprofit management practices?

In this Guide, we’ve equipped you with the basic information and tools you need. Now, it’s just a matter of putting everything into practice. Remember, it takes a combination of the right mindset, knowledge, skills, and abilities – combined with and a supportive organizational structure — to create a meaningful and effective volunteer involvement strategy.

If you value what you’ve learned and are ready to level up your program with additional quality resources, training, and support while you implement your new volunteer initiatives, get started with a VolunteerPro membership.