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charities, managing volunteers, NGO, non-profit, organizations, part time volunteer manager, recruiting volunteers, staff and volunteers, volunteer, volunteer coordinator, volunteer management, volunteer manager, volunteer retention, volunteering, volunteers, why volunteers leave
Two volunteer managers, Jessup and Chloe were both excited when the brought in new volunteers.
Jessup, who manages volunteers for a start-up, said, “I was asked to find volunteers to help with our kick off campaign. I brought in a trio of talented volunteers and one of our marketers patiently showed them what needed to be done. The volunteers did exceptionally well, but they didn’t stay with us very long. I had to recruit again and again.”
Chloe, meanwhile, who manages volunteers at a different start-up said, “I recruited a few volunteers to help with our kick-off. I was a bit worried because the volunteers were from varied backgrounds and had really different talents. But, you know, although it took them a bit to get going, all the staff here helped out. Those volunteers are still with us today.”
Volunteer retention is a nuanced and complicated concept. Some parts of it can be controlled and some cannot. But one thing we can control is induction and orientation. Why does a seemingly perfect volunteer become disinterested? Why does another volunteer fit in like a glove? How do volunteers gel with the mission?
Let’s look at induction and orientation: Can we get away with offering one and not the other?
Induction is the formal process in which to introduce a volunteer to their job. (the mechanics)
Orientation is the integration of the volunteer into the organization. (the gel)
Jessup’s organization lost volunteers because they did not orient them. Chloe’s on the other hand, used both induction and orientation.
As volunteer managers, we need to use both induction and orientation to retain great volunteers. And, our entire organizations must be involved. Here is an example:
Induction:
- Volunteer manager shows volunteer where break room is, supplies are kept, what the policies are, etc.
- Staff member who best knows the job shows volunteer how to do the work, where bathroom nearest station is located, etc.
Orientation:
- Volunteer manager welcomes, presents organizational goals, history etc.
- CEO welcomes volunteers to organization, emphasizes contributions from volunteers.
- A seasoned volunteer is paired with newbie to mentor and encourage.
- Staff introduces themselves to volunteer, thanks, offers assistance, assures volunteer they are appreciated and part of team.
Both induction and orientation are vital to engaging volunteers. If we make them feel a part of the team, but do not give them the knowledge and equipment to do their jobs, they will leave. If we give them all the training in the world, but do not integrate them into our mission, they will also leave.
And here’s the thing. Most of us toy with the idea of having a volunteer sign a one year commitment. But maybe that’s just backwards. What we might do instead is ask our entire organization to sign a commitment for each and every volunteer. This commitment would look something like this:
I, the undersigned, ___________________________ commits to do my part in orienting, inducting and engaging each and every new volunteer for as long as that volunteer is ethically representing our organization and mission.
Ask the CEO to require each staff member to sign this commitment. And maybe if you are feeling a bit ambitious, you can point out that volunteer engagement should be part of each employee’s yearly evaluation.
Woah, be still my heart.
-Meridian
volunteerplaintalk 
LOVE this!
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Thank you Colette, appreciate it very much!
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Reblogged this on Volunteering Counts in Dudley borough.
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This is really interesting as when I deliver my volunteer management training, everything you put under the headings of induction and orientation, I call induction. Basically it’s everything the volunteer needs to know about the org and their role within it, usually delivered in stages with opportunities to ask questions along the way. As you say you need to get staff to commit to it, but it’s the essential first step on the volunteer journey to what will hopefully be a wonderful, long-term relationship. Organisations who buy into this hang onto their volunteers and those who don’t can never understand why they don’t stay. It’s not rocket science really is it, but simple things that make a huge difference.
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Hi Eileen and thanks for sharing your wisdom and experiences. I love the idea that induction comes in stages with time for the volunteer to ask questions. And that first step is so critically important as you point out. It is the simple things that make a difference, isn’t it?
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Thanks for your kind comments. I really think those early ‘first contact’ stages are the building bricks to a great relationship as long as there’s a firm foundation.I think trying to squeeze a full induction into one session may well ensure you never see the volunteer again lol. If they can do it in stages and get chance to reflect, or make sure they have their facts straight, it saves stress along the line. It’s one of the things we always chat about on the training and I try to get people to see the value of laying these foundations. We also spend quite a lot of time on supporting/supervising volunteers and I have some ‘horror stories’ where it all went wrong and ask trainees what they would have done to avoid these things happening. They are all ‘real’ as they’re generated from issues I’ve had to address with the groups I work with, but I feel that sometimes learning that investing a little time and making a commitment can hopefully avoid issues arising with volunteers. It does pay off as I love to hear back from people who’ve been on the training, that their retention rates are up and they are finding it easier to recruit. I constantly have to advise vol managers how to fight the good fight and draw in colleagues who are reluctant to see the value of committing to involving volunteers, but I’ve come to the conclusion that if we didn’t like a challenge we would never have got involved with volunteer management would we? 🙂
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I love how you love a challenge, it really is inspiring. I once went to a 3 hour volunteer training where there were so many steps, forms to learn, papers and rules to keep track of that my brain literally shut down. (it just gave up so I stared at the presenter’s tie, wondering what each color was). When we make it hard to volunteer by heaping too much on them in the beginning we set them up for failure which is why I love what you said about induction comes in stages-brilliant!
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Volunteer management can seem quite daunting, but I think as long as there’s plenty of interaction with the trainer and other learners, and humour [laughter helps you learn I reckon], it’s less so. Solving problems is a great way to learn too! There’s nothing more inspiring than solving a problem someone else has messed up, gives you the feel good factor. Absolutely love case studies as they do just that. As you say we don’t want to heap a load of stuff on volunteers or they will do a runner! Bite size chunks is the best way to do most things, including involving volunteers.
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Nice one Meridian. Best of all is that commitment statement, by staff, in the interests of engaging with volunteers and thus ensuring their integration. Of course, if the organisation from the Board and CEO down really understood what volunteering is really about there wouldn’t need to be any signing off, and volunteer managers would not be worn ragged, and the volunteers would be stayers.
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Very true Sue, in our dreams everyone would see the value would they not?
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Thanks Sue, appreciate it! Could it be that staff and Board are stretched so thin just like us?
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I think everyone is busy, but sometimes it’s not on their radar. It’s not they don’t care, they just have other priorities, we just need to impinge against disinterest and push their commitment to volunteers. We can all dream 🙂
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Sorry Meridian and Eileen – I do not accept busyness as an out: volunteers are as much part of the organisation as staff and the Board. If not, then the organisation does not deserve volunteer workers.
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I concur but isn’t that the excuse we hear all the time. And let’s be honest, some organisations don’t value their volunteers, nor deserve them!
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Great point, Sue!
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