volunteerplaintalk

Category: Volunteer

  • Captains of Our Destiny: Strategic Key Volunteer Account Management

    Captains of Our Destiny Strategic Key Volunteer Account Management

    So, here’s the question: If we identify key volunteer accounts, how will this help us in the management of all volunteers and correct the misconception that we herd cats?

    By reclassifying our work in terms of strategically managing volunteer accounts and key volunteer accounts, we will:

    • explain in recognized professional terms the vast work involved in cultivating and engaging volunteers
    • begin to prioritize our time in order to do the “key duties” such as recruiting, creating volunteer programs, relationship marketing, retention implementation, in-depth training and staff education
    • illustrate that focusing on key duties produces sustainable volunteer participation
    • more successfully require that all staff learn to manage volunteers, especially one time and episodic volunteers, therefore freeing us up to do the key duties
    • show potential volunteers that becoming key volunteers carries tremendous perks
    • free up the time necessary to educate ourselves, create programs and contribute in a more productive way
    • be able to demonstrate that not all volunteers produce the same results and that key volunteer account management creates key volunteers who will not only do the bulk of the work, but will also contribute in multiple other ways such as increased donations, resource allocating, community awareness, marketing, planning, trend setting, awards won, social media championing, recruiting, and program development
    • show that key volunteers will lighten staff workloads and free staff to work smarter
    • strategize the future instead of “handling” the present

     

    As we move from herding cats to a more modern and professional structure, what are some differences between outdated volunteer management and the new strategic volunteer account and key volunteer account management?

     

    Outdated Volunteer Management Strategic Volunteer Account Management Strategic Key Volunteer Account Management
    Vols fill jobs defined by org Steps to assure vol role is successful Partner with key vols to assure mutual org growth
    Retention by yearly luncheon, hours reported Vol contributions highlighted with real stats Key vols contribute to implementing programs of worth
    Vols view volunteering as “I get more than I give” and that’s enough Vols are integrated as essential members of team Key vols are integrated as shaping future of org
    All vols are just here to do org bidding Vol roles are created to meet changing needs of volunteers Key vols help shape the roles they wish to play
    Vols should be grateful to be volunteering Orgs should show gratitude to vols for volunteering Orgs value key vol input, skills and ideas in a win-win situation
    Fear that vols may “take over” or do something to harm org

     

    		 Allow vols to accompany staff on important assignments Trusting key vols to utilize their proven skills and desire to further org mission

    In order to be classified as a “key volunteer,” we most likely will be choosing those volunteers who are already known and trusted by fellow staff. This trust in a proven volunteer is the example you already possess to showcase the benefit for key volunteer designation.

    In many ways, there is an iron grip of thought relating to volunteers and volunteer management. Words and terms mean something and by referring to our work in professional, respected terms, we will begin to show the in-depth work and skill necessary to create a sustainable volunteer program. We will also begin to illustrate that freeing us from herding cats to concentrate on key duties will produce a stronger, better volunteer program. (everyone in the organization is responsible for engaging and managing volunteers-the volunteer manager does not have time to run around putting out fires)

    Let’s not be left behind in modernizing our profession. We are the Captains of our destinies.

    -Meridian

     

     

  • Captains of Our Destiny: The Key Volunteer Account Manager

    Captains of Our Destiny The Key Volunteer Account Manager

    As Captains of our destinies, we looked at some of the terms that define our work as Volunteer Account Managers. Now, let’s look at the responsibilities of the account manager and redefine them to fit our profession:

    Volunteer account manager responsibilities:

    • Serve as the point of contact for all volunteer account management matters.
    • Build and maintain strong, long-lasting volunteer relationships.
    • Develop opportunities and programs for volunteer engagement.
    • Mediate volunteer challenges.
    • Communicate the mission and policies of the organization to all volunteers and prospective volunteers.
    • Recruit new volunteers, volunteer groups and develop relationships with all volunteers through education, feedback, and progressive opportunities.
    • Forecast and track account metrics through volunteer feedback, community involvement, bench marking, research and continual participation in conferences and symposiums relevant to subject.
    • Prepare reports on volunteer contributions and trends.
    • Advocate for system changes when necessary.

    Interpersonal skill set of the Volunteer Account Manager: (partial list)

    • Solution oriented
    • Communicates clearly
    • Innovative
    • Professionalism
    • Mediation skills
    • Detail oriented
    • Relationship marketer
    • Ability to research, monitor and predict trends

    We can still go one step further and look at how organizations and businesses divide up the management of accounts. Does one person manage all accounts? Are some accounts afforded more attention than others?

    In account management, the key account has emerged and with it, the key account manager. So if we are volunteer account managers,  what would be a key volunteer account?

    Redefining a key account in terms of a volunteer key account yields: A key volunteer account is the volunteer or volunteer group who volunteers substantially in a sustainable manner and/or contributes greatly to organizational success. 

    This begs the question: Do we have key volunteer accounts?

    Do we spread ourselves too thin when we spend our time in a non-strategic soup? Do we run around, putting out fires, jumping from one scenario to the next trying to make sure each and every second of volunteer time is perfect? Are we really just herding cats?

    Can we maximize our time by identifying and explaining the steps necessary to cultivate key volunteer accounts?

    What are a few categories that might catapult a volunteer or volunteer group into key volunteer status?

    • dedicated on-going scheduled work that is vital to operations.
    • years of service and hours given.
    • the successful recruiting of additional volunteers and/or a community engagement champion.
    • leadership skills and/or the assumption of a leadership role.
    • dependability and the willingness to step up when needed.
    • highly trained or skilled in the mission and the ability to handle challenges.

    We all have these volunteers. They are what we wish every volunteer could be. If we apply the Pareto principle (80% of the output comes from 20% of the input), then approximately 20% of our volunteers are producing 80% of the vital work. Is this true? And what about new volunteer potential? Should we not spend our time in the soup, cultivating everyone in case we might lose that potentially great volunteer? Should we just herd cats in hopes that a few of those cats turn out to be key volunteer cats or should we begin to think in terms of key accounts and key strategies?

    Next time: How can strategic key volunteer account management help us manage all volunteers?

    -Meridian

     

     

     

     

  • Captains of Our Destiny: Captain Obvious Part 2

    Captains of Our Destiny

    Ha, ha, working with volunteers is like herding cats. …non-profit staff member.

    It is time we become captains of our own destiny. It is true that our work is not glaringly evident to all, so we can’t be Captain Obvious.

    So, now what? We can captain our future and redefine our work in terms that befit its importance while illuminating our professional skill set. It’s on us to redefine volunteer services, to flip it from one of cutesy, fluffy extra touches to a dynamic and professional service.

    How? Well, first off, we have to change the loose descriptions of volunteer engagement and instead use the professional terms they deserve. To do this, let’s look at two highly regarded and compensated jobs and re-imagine our profession in those terms and descriptions.

    Instead of volunteer managers, what if we were called Volunteer Account Managers? In reality, volunteers open accounts with us, in the same way as donors or clients. (an account is something of value or worth-in this case a volunteer’s time, expertise, resources, knowledge, sweat equity, donations, word of mouth marketing, etc)

    As such, we would use these terms:

    Volunteer Account Management: the management of volunteer accounts, including the relationship with volunteers and the pursuit of volunteer satisfaction.

    Volunteer expectations: the value a volunteer seeks from our organizations, such as training opportunities, positive feedback, admittance to the team, creative outlets etc.

    Volunteer centric: the emphasis an organization places on volunteer involvement, including timely appreciation, seats at planning meetings, designated volunteer managers who are supported, educational opportunities, partnership opportunities.

    Volunteer journey: the steps a volunteer goes through to become a viable and satisfied member of the organization.

    Volunteer journey mapping: the process by which a volunteer manager maps the journey a volunteer takes from first contact to integration through onboarding-and more importantly, the ability to reconfigure the steps when necessary.

    Volunteer profile: the ongoing process by which a volunteer manager educates staff about volunteers, including their needs, their changing dynamics, their skill levels, their rate of participation and their future involvement.

    Volunteer satisfaction levels: measuring and reporting the satisfaction levels of volunteers through one on one interviews, surveys, questionnaires, etc. And more importantly, the ability to change areas in which volunteers lack satisfaction.

    Volunteer benchmarking: the continual process of improving the relationship with volunteers. There are many methods of benchmarking, such as:

    • do volunteers choose our organization over others and why or why not?
    • do volunteers make time for us over other activities and why or why not?
    • do volunteers recommend our organization to their circle of influence and why or why not?
    • do volunteers increase visibility, donations and resources and how? (we all know instinctively that this is true, but benchmarking will prove it)

    Volunteer benchmarking will then be a tool to change the processes that need change, in the same way fundraising evolves.

    In order to Captain our own destiny, we must begin to flip volunteer services from the outdated idea that volunteers are summoned to fill a job and volunteer coordinators “herd those funny cats around, lol, isn’t that cute.”

    Instead:  Volunteers hold an account with us and we are responsible for cultivating that account by continually improving our relationship with the volunteers. And this is where the highly skilled volunteer account manager comes in.

    Next week: KAVM-the key account volunteer manager-what does this mean for us?

    -Meridian

  • Not So Fast, Captain Obvious

    Not So Fast Captain Obvious

    Suki is an events coordinator and part-time volunteer manager.

    She says, “I work hard, oftentimes 50 to 60 hours a week. I treat the volunteers as essential team members and make sure they are respected. I have a better than average return rate as my volunteers come back time and time again to help with events.

    My supervisor, Ellen just conducted my yearly review. One of my areas to work on was follow-up. I was shocked. I follow-up with each and every volunteer. I follow-up with vendors, locations, donors and staff. I asked her where that “needs improvement” came from and when pressed, she said it was because one of our managers overheard a group of volunteers mention that they weren’t sure which assignments they had at an event last year.  I told Ellen that the banquet manager had changed a few things last-minute and that I was sorting it out at the time of the comment. I mean, seriously, I would think all of my other hard work should stand for itself.”

    Sadly, Suki, no it does not. And here’s the lesson. What we think should be obvious to everyone never really is.  We work hard to engage and cultivate volunteers. Isn’t that evident? Ehhh, maybe not. Let’s compare a couple of scenarios and see if they are obvious to everyone.

    • An excellent volunteer is not sure if he wants to continue. He comes in to see you and you get coffee or tea for both of you. (a sign that he is worthy of your undivided attention). You sit at a table and listen to all his concerns. You take the time to explore what is going on in his life. You laugh, you listen, you probe, you assure him and with some tweaking of schedules or duties, you retain him. Obvious, right? But what does this actually look like?

    To you: One hour spent upfront retaining an essential volunteer = hundreds of hours of quality work from that volunteer.

    To observer: The volunteer manager has time to sit around and have coffee for an hour with a volunteer that really doesn’t need managing because they are already a great volunteer. Why can’t I get a volunteer when I need one?

    • One of your volunteers invites you to her daughter’s college soccer game. You go because you are going to meet the coach who is interested in having the entire team participate in volunteer activities.

    To you: This is a chance to recruit a group of volunteers. It’s an opportunity to set up a program that could last year after year. It also could be an in to an entire college system with access to other teams, clubs, classes etc. It’s a huge opportunity.

    To observer: The volunteer manager hangs out with her volunteers. She’s been seen going to birthday celebrations, picnics and now team sports. She runs the volunteer department like a sorority. We need volunteers who come to work, not to socialize.

    So, what do we do if our hard work is not self-explanatory? We must advocate for ourselves and our profession. We must become better at explaining the cultivation of volunteers. Whether we use algorithms or stories or a daily work flow, we need to be able to translate our work into concrete facts.

    How do we do that? Well, we can try:

    Create signs for your office door or cubicle that read “Volunteer Interview in Progress” or “Volunteer Engagement in Progress” or “Volunteer Feedback in Progress.” Put them on your door when sitting with any volunteer for a session.

    Develop a chart to track the hours needed to engage volunteers for maximum output. Does it take four or twelve or twenty hours spent one on one with a volunteer to produce two hundred volunteer hours a year? (approximately 4 hours per week) How many volunteers do you manage? Add all those engagement hours to show how much one on one time it takes to retain valuable volunteers.

    Begin to label your work. Instead of using terms such as “spent time with” or “sat down with” label the time spent with volunteers as retention, development, engagement, targeted recruiting, gathering feedback, role definitions, corrective action etc. Creating an understanding of the nuances of our work as essential building blocks is crucial. Our time spent with volunteers is necessary to volunteer development and it’s time we referred to this work in professional terms.

    While we are obviously super nice to our volunteers, we are nice with a purpose. Our profession must redefine our work to elevate it in terms of professional development. Calling the “spending of time” with a volunteer “targeted recruitment” does not change our methods, only the misconception of our work.

    And why should we frame everything we do in professionalism? So it does become obvious.

    -Meridian

     

     

     

  • Volunteer Fresh

     

    Volunteer Fresh

    Every day, volunteer managers witness the passion brought by volunteers. We marvel at their skill. We see their pure work, unencumbered by thoughts of pay, or chains to the financial burden of staying somewhere not fulfilling.

    But there is another positive that we can attribute to our volunteers. The number of hours they volunteer a week or month is often misconstrued as a shortcoming, but in reality is a gift: Volunteers are not burdened by the stress of working for us full-time.

    Volunteers who show up once a week or month are like opening the window to let in the breeze. They come in, trailing currents of fresh air. They bring with them new experiences, a taste of outside ideas, and rejuvenated enthusiasm to our stale environment.

    What factors contribute to a stale environment? Compassion fatigue, burnout, overwork, repetition, familiarity, slow to change movement, it’s always been done thus mentality, funding worries and stress. Each of these freshness killers lurks in the halls of non-profits, waiting to blow their stale breath into our lungs.

    There is an under current of pressure on non-profit workers to be “on” at all times. This Pedestal of Perpetual Caring implies that every moment is as intensely compassionate as the first one. Who can live up to that standard when reports are due, projects need attention and budgets are withering?

    Enter Volunteer Fresh:

    Our volunteers, unburdened by the stresses of working with us full-time can and do exhibit the intense compassion every client needs.

    Our volunteers are out there in the world 98% of the time and bring with them outside opinions, trends, ideas and methods.

    Our volunteers bring infectious enthusiasm and continually remind us why we love our work. They plug us back into our missions.

    Marketing Volunteer Fresh: (or, at your next staff meeting, use gimmicky but visual aids to encourage your organization to embrace volunteers as more than just those people who fill preconceived slots)

    Bring a sandwich from a vending machine along with a fresh sandwich from wherever staff loves to eat. Use each ingredient of the fresh sandwich to explain the layers of volunteer fresh and compare the two.

    Videotape volunteers speaking from the heart. Show staff the infectious enthusiasm volunteers bring. Remind them that opening up to each volunteer re-ignites their own passion.

    Use a radiating circle of connections chart to show the connections our volunteers are making within the community. Use arrows in both directions to illustrate the wide swath of information and influence our volunteers create, both coming and going.

    volunteer fresh pp

     

    Here are some concrete ways to offer Volunteer Fresh:

    Schedule “sit downs” between community engagement officers and volunteers. The engagement officer can ask volunteers to take the pulse of the community by asking pertinent questions of their friends, neighbors, civic groups, church members etc and then report back.

    Create a campaign via WOMM (word of mouth marketing). Marketing can release a sub-campaign via volunteers to reach out into the community on a specific hot topic. Equip volunteers with flyers, business cards, etc. to launch campaign and monitor feedback.

    Engage volunteers in stress relief. Create a team of volunteers to develop a stress relief program for staff and other volunteers. This volunteer team can institute ways to help over burdened staff cope with burnout.

    Volunteers are a gift of freshness. How fortunate we are to be able to incorporate fresh ideas, enthusiasm, and passion into our culture by people who offer all of this for free.

    Let’s encourage our organizations to open the window and let the freshness in.

    -Meridian

  • Interview With A Volunteer: Ellie

    contacts

    We all know volunteer feedback is invaluable, during and after projects and assignments. There is also value in gathering feedback from former volunteers who have had the time to process their experiences and take aways.

    Recently I was able to catch up with a retired volunteer, Ellie, and I asked her to look back on her years of volunteering for a hospice.

    VolunteerPlainTalk (VPT): How many years did you volunteer?

    Ellie (E): (laughs) “oh about 18.”

    VPT: That’s a long time.

    E: It was a long time, but it was good.

    VPT: What was your favorite part of volunteering?

    E: Hmmm, my favorite part. I liked the idea of giving and I always felt that I was receiving so much in return, but I guess you hear that a lot.

    VPT: Do you remember the beginning?

    E: Yes. I remember my training. At the end of training, the volunteer trainer handed me my first assignment. She told me that she believed I was ready. And she took me over to the window and pointed to the house of the person I was assigned to. She sort of let me know that it wasn’t far away and I would be close to help if I needed it.

    VPT: How did that go?

    E: I was nervous, but I felt prepared.

    VPT: Was your first assignment the impetus that kept you going?

    E: Actually, it was my first long-term patient, who came right after. We became incredibly close. Before she passed away, she said that she had added one more daughter to her family. And shortly before she died, she called me in and said that she needed to know that I was going to be ok. The extent of our connection was something I never expected.

    VPT: How much of a role did your volunteer manager play in your success?

    E: Oh my goodness, so much. The fact that my trainer and my supervisor, Jim trusted me, had faith that I could do this was huge. And, I always felt that if I had a question, he would be there. I remember I was sitting with one patient whose wife had a part-time job. He had a morphine drip and he thought it wasn’t working and he said to me, I don’t understand why this is not working, can you find out? Now, I have no medical knowledge at all, but I immediately got on the phone and my supervisor got me to the right person. That went a long way to building my self-confidence.

    VPT: So, having someone to contact was hugely important.

    E: Absolutely. I always counted on being able to knock on his door, go in and receive the support I needed.

    VPT: You are also a thirty year now retired school teacher. Why did you volunteer at a hospice and not with children?

    E: (laughs) I think I needed to do something different. After my husband died so young, I felt like I wanted to do something that was meaningful.

    VPT: Did his death influence your decision to volunteer for a hospice?

    E: I don’t think so. It was over three years between his death and my decision to volunteer.

    VPT: How did you find hospice?

    E: I saw this ad, and I knew right then it was a way to fill my life with some meaning.

    VPT: So, there was no magic formula for recruiting you?

    E: Sorry, no.

    VPT: Many people think hospice volunteering is depressing. Were you burdened with sadness?

    E: No. It was quite the opposite. It was fulfilling.

    VPT: Was there any opportunity for fun?

    E: Oh, my yes. I had so much fun with the staff. We let loose all the time. The seriousness of our work was a contrast to the silliness we experienced. I remember the time we made over 100 pumpkin pies for a Thanksgiving dinner in our care center. We laughed the whole time. Having that fun kept us wanting to do more, you know what I mean?

    VPT: I do. Was having fun a good use of your volunteer supervisor’s time do you think?

    E: Absolutely. Life is full of balances. The balance between serious work and letting off steam goes a long way to bond us together. It strengthened our team.

    VPT: I’m pushing here, but I wonder. Have you ever connected your losing your husband, the man you had planned on retiring with, and your work in hospice?

    E: Ehh, no. I just know that I had a lot of years to give and it was a way to fill my life with some meaningful work.  But I do remember one year, I signed up to volunteer at a children’s grief camp.  That day, while driving on the way to camp, I thought about all the little kids who were coming. They had all lost someone important in their lives and I had a little meltdown. I missed my husband.

    VPT: That must have been tough.

    E: I thought about these kids and it occurred to me that I went through this years ago. It brings something home. While I was there, we had a ceremony at night. I was really grieving for my husband. It comes when you least expect it. Sometimes you have an epiphany to a particular circumstance you’ve been through. It was almost like a total realization I had been through a significant loss and I released that.

    VPT: I’m at a loss for words.

    E: I even had grief counseling after his death. But my meltdown shocked me. I thought I had processed the grief.

    VPT: So, in retrospect, did your volunteering have a personal positive impact on you?

    E: Oh my, yes.

    Next time: Part 2 of this interview. Ellie moved away from her hospice, but she stopped volunteering before she moved. Why?

    -Meridian

  • New Words Added to the Volunteer Management Dictionary

    Added to the Volunteer Management Dictionary

    It’s that time of year when the Committee to Define Volunteer Management gets together at a back table in Pete’s Bar, Grill and Bait Shop. Together, these brave members scratch their heads over several pints and attempt to come up with a succinct explanation of volunteer management. This year, they gave up once again after rejecting the phrase “herding cats,” but they decided to add the following words to the dictionary of volunteer management.

    Volvorce: When a volunteer divorces the organization as in “No, I just can’t go get new volunteer Dinesh, because since no one called him back about getting started after I introduced him to finance, he volvorced us.”

    Meetcolepsy: When too many meetings cause you to simply fall into a stupor at the thought of another talk-fest as in “No, I couldn’t make that fourteenth meeting about using the volunteers to stand by the back door in case someone gets confused because I contracted meetcolepsy. Want to see my doctor’s slip?”

    Latespectation: A last-minute request for volunteers that is expected to be filled as if you were given weeks to prepare, as in “Oh, so you need 5 volunteers tomorrow morning for an assignment that you said was extremely important? Your latespectation is showing.”

    Creditjacking: When another staff member takes credit for a successful endeavor that you or your volunteers accomplished as in “Yes, I’m glad you praised that project during the senior managers’ meeting, but let’s not creditjack the volunteers’ work, ok?”

    Duhtistics: Stats that are so incredibly obvious, like volunteers are super nice as in “I won’t bore the board with duhtistics that you’ve heard before. No, instead I want to point out some new and exciting projects we are undertaking.”

    AVOL: A volunteer who inexplicably does not return calls, emails or letters as in “I’m glad you noticed volunteer Myrna has been missing lately. I’m trying everything in my power to get in touch with her. Right now she’s AVOL.”

    Volunteer Lite: A request for a volunteer to do a menial, mindless task as in, “You’re asking me for one of our highly trained volunteers to clean out the storage closet so you can use it for your supplies? You don’t want a full-bodied volunteer, you want a volunteer lite.”

    Miracalls: Calls made to volunteers for an especially challenging or late request as in, “Woah, that’s a really challenging request (or time frame). I’ll be holed up in my office for the rest of the day, making miracalls.”

    Informashunned: (pronounced in-for-may-shunned) Not given the essential information needed to properly place a volunteer as in “I have recruited four of our best volunteers for that assignment, but my pleas for crucial information have been ignored. Right now, our volunteers are informashunned.”

    Nopinion: Volunteers wanted, but not their opinions as in, “I’m glad you were able to use volunteer Mark’s expertise, but he felt rebuffed when he offered additional knowledge. I guess you really want an expert but nopinion volunteer.” 

    Vombie: That volunteer everyone is afraid of and no one wants to council or fire, as in, “I know Janey is a handful and she’s been here for what, twenty years now. I guess she’s been allowed to attain Vombie status and now that I’m here, I will deal with it in a professional manner.”

    Callwaiter: The notion that volunteers sit by the phone just waiting to hear from us as in, “It is Friday afternoon and most of our volunteers have already made plans for tomorrow. I’ll make some miracalls, but our vibrant and diverse volunteers aren’t callwaiters.”

    Marathonitor: The running around, checking, double-checking and rechecking to ensure that volunteers have all the information and tools they need to succeed as in “Our fifteen volunteers are ready for Saturday’s important annual event, but in order for them to excel, I will be marathonitoring their involvement, so I won’t be attending any meetings tomorrow or making miracalls to fill latespectation requests.”

    Well, there you have it. As one of the senior members of the Committee to Define Volunteer Management said after several glasses of Pinot Grigio, “Dang, defining volunteer management is really impifficult.”

    -Meridian

  • Volunteering is All About Helping, Isn’t It?

    Volunteering is About Helping, Isn't It
    Let’s hope for the best

    “No good deed goes unpunished.”   … Oscar Wilde

    “I couldn’t stop, not after I’d been with her for so long.” Volunteer Jill spoke of her decision to keep seeing the client assigned by her volunteer manager, even though the client was no longer on the program. “Aren’t we supposed to be helpful? I mean, I have a strong connection with her and her family. I can’t just pull the plug.”

    “I didn’t see the harm,” said Miranda, Jill’s volunteer coordinator. “I felt it would be cruel to keep Jill from continuing this great connection. But then, my CEO summoned me the day this former client called in to complain. It seems that Jill gave the client some advice and the client thought she was back on our program.”

    What do we do with volunteers who want to stay with clients after the client no longer is receiving our services? If we’ve made a meaningful match between volunteer and client, then we understand how hard it is for the volunteer to pull back. Severing the relationship seems cruel. Besides, don’t volunteers have free will?

    Although this situation appears muddy, it really is crystal clear: The relationship forged with the client belongs solely to the organization. Staff, contractors, and volunteers all participate in the organization’s relationship with a client. None of us would have created a connection with this client on our own, therefore we do not have a personal relationship. When the organization severs that relationship, we are done.

    It is one of those tricky realms where clear boundaries, policies and documentation is crucial. If you no longer provide support for the volunteer’s efforts because the client is not in your care, the volunteer is then free to establish their own boundaries and set their own limitations.

    Here’s the question: Should a mishap occur, will the family have a clear understanding that the volunteer is not representing your organization?  That lack of understanding can become a liability nightmare.

    What steps do we need to take when a volunteer feels they must continue to help a former client or family member?

    • Include organizational ties vs. personal ties during orientation, induction and training. Make sure each and every volunteer is aware that they are part of a team, and not individually forming relationships with your clients.
    • Have a clear policy already on paper. The strictest policy would be to fire the volunteer. Or, you may place the volunteer on a temporary leave. Or you might place the volunteer on suspension. Or, you could trust the volunteer to act in a professional manner and monitor their behavior. The point is, have a policy to follow.
    • Communicate with everyone involved. Communicate your policies and boundaries with your volunteer.
    • Speak to the former client. Explain that your volunteer is continuing to be involved as a private citizen, but this means your organization does not support or back the volunteer’s actions.
    • Explain to staff. Be up front, tell appropriate managers and staff and show them the steps you have taken to ensure no harm will befall the organization, client or volunteer.
    •  Document every step of this process. Draft a letter to the client outlining the conversation you had with them and keep a copy in the volunteer’s file. Have the volunteer sign a statement absolving you of all responsibility concerning their actions.

    Connecting volunteers with clients is one of the most satisfying outcomes of our profession. Witnessing a bond formed between volunteer and client is immensely gratifying. Having to cut those ties can be frustrating and painful.

    But we have to remember that not all aspects of our jobs will be easy. At times, we must do the hard things, the necessary things in order to maintain a professional program.

    Leadership means developing the strength to confront and manage the harder parts of engaging volunteers. And elevating volunteer management means becoming a strong leader.

    -Meridian

  • Induction vs. Orientation: The one year volunteer committment

    Induction vs. Orientation

    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:

    1. Volunteer manager shows volunteer where break room is, supplies are kept, what the policies are, etc.
    2. Staff member who best knows the job shows volunteer how to do the work, where bathroom nearest station is located, etc.

    Orientation:

    1. Volunteer manager welcomes, presents organizational goals, history etc.
    2. CEO welcomes volunteers to organization, emphasizes contributions from volunteers.
    3. A seasoned volunteer is paired with newbie to mentor and encourage.
    4. 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

     

  • The Dangerous Numbers Game

    the-dangerous-numbers-game

    “So, exactly how many volunteers do we have?” The director of planned giving stopped Penny in the hallway. Penny hesitated for a moment and the director sighed. “It’s a simple question,” she said, clearly growing impatient.

    Oh, but is it that simple? What should Penny say? “We have 300 volunteers.” And then the standard question from the director is, “why can’t I get just one when I need one?”

    Most all organizations that utilize volunteers typically report on their numbers. But, what do the numbers mean? Recently, a CivilSociety article by David Ainsworth questioned the validity of reported volunteer numbers. He has a valid point. Do we all report numbers the same way? Or, because we have no reporting template, is there a perception that we don’t really know how many volunteers we have or that we fudge the numbers?

    It can be a source of pride to claim that “we have over 1200 volunteers. “However, when a staff member requests 60 volunteers for the event next week, well, it’s not so easy. But if we think about this in terms of only numbers, then to that requesting staff member, 60 volunteers is not unreasonable. Why? Because the requested 60 is only .05% of the weighty 1200 volunteers on the books.

    The pressure to report significant numbers of volunteers often stems from the notion that this important recruitment figure indicates the success of a volunteer manager’s program. But, these figures become a double-edged sword when a percentage of these volunteers are active, but temporarily unavailable. And we all know there are myriads of reasons as to why volunteers are unavailable at any given moment.

    Take this request for a volunteer: Event manager Ethan requests a volunteer for a community fair. Volunteer manager Penny has 300 volunteers on the books. Why is it difficult to obtain just one volunteer for next week?

    Well, because:

    35 volunteers are on vacation (265)

    12 volunteers are virtual and live out-of-state (253)

    30 are having health issues (223)

    43 volunteers work during that time (180)

    17 volunteers are physically unable to help at events (163)

    22 volunteers are in limbo-not returning recent messages (141)

    18 volunteers are part of episodic teams only (123)

    12 new volunteers-have not been mentored yet (111)

    This means Penny is essentially looking for 1 volunteer out of 111, not 1 out of 300. However, Penny will look for that 1 volunteer from the 300 because she is a great manager and knows that volunteer circumstances and willingness change daily. She will email blast, use a phone tree and her social media accounts to reach all 300 of her volunteers in hopes that someone has returned from vacation, or has gotten well. Her chances, though, diminish to 1 out of 111 because 189 volunteers are in essence temporarily unavailable for this particular assignment due to the above circumstances.

    How do we report then? Reporting numbers of volunteers without caveats or categories can create huge headaches or the wrong impression. A blanket number (300) is impressive but misleading. A reduced number (111) is less remarkable but more accurate. When reporting numbers of volunteers, it is advantageous to report in categories. These categories can indicate how many volunteers are currently active or temporarily inactive, how many work with clients, how many work in marketing, or how many are virtual, etc.

    Penny must make it clear that she reaches out to every volunteer for requests. She must say that she is fully aware that the volunteer in the client category may just like to do an event once in a while and vice versa. And most importantly, she must make clear that her job as a volunteer manager is not about one vague number, but about how she cultivates, engages and matches each breathing human being within that vague number.

    Numbers can mislead. If it looks like Penny’s recruited 50 new volunteers this year, then yay, she is doing her job. But if 61 volunteers moved or died or got sick or quit, she is now at -11 and by numbers alone, she appears to be going backwards.

    One proactive idea is for Penny to create a centralized location where departments can see the ranks of her volunteer force. Perhaps she has a shared drive, or a bulletin board or newsletter that she can utilize to inform staff on the changing numbers of volunteers. Utilizing the categories that support her narrative will go a long way to educate everyone on real-time availability of the volunteers. And regularly surveying volunteers on their availability not only helps report accurately, but encourages volunteers to branch out and add other areas in which they will help.

    Heck, maybe even she can include this category:

    Number of on-boarded volunteers with specialized skills who have been introduced to departments, but are still awaiting an assignment from said departments. Now that would be an eye-opener, wouldn’t it?

    Maybe another category could be:

    Volunteers who quit because they were not being properly utilized.

    Or how about this one:

    Volunteers who quit because they were not treated well.

    Perhaps a few of these categories peppered in might begin to light a fire under senior management to demand proper volunteer engagement from all staff, and not just the volunteer department.

    When volunteer managers hesitate at being asked “how many volunteers do you have,” it’s not because they don’t know, it’s because it’s a fluid and ever changing figure. Each volunteer assignment is unique and the numbers of available volunteers are unique to that assignment.

    Reporting in categories can be one method to help paint a clearer picture of how many volunteers are available.

    Today. This hour. This moment.

    -Meridian