volunteerplaintalk

Tag: volunteer management

  • How Volunteer Management is Like a Video Game

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    For years, volunteer departments have mainly operated in an old school linear manner. It reminds me of the first video games. If volunteer management were a video game, it would be the equivalent of a linear game like the original Super Mario Brothers or the game Pitfall. Move along a predetermined line (no allowance for straying off that line) to complete the course.

    A linear volunteer department operates very much like a linear video game: Request for volunteers->recruit volunteers->fill tasks->complete assignment.

    That linear model worked for volunteers in the past, but the modern volunteer wants to play a different type of game. The modern volunteer is not looking for a narrow experience along a predetermined route, but rather they have more of a sandbox mindset in which their volunteering encompasses a much broader world of possibilities.

    Modern volunteers find meaning in creativity and want the freedom to explore their skills and passions. They are looking at a bigger picture, and are interested in organizational transparency and their own secondary reasons to volunteer. It’s no longer considered ‘selfish’ to want more from their volunteering experience. Showing impact to both modern volunteers and to their organizations can no longer be determined by linear boxes checked such as time spent or dollars saved.

    The challenge for leaders of volunteers is in making a sandbox mode work for us. It has to work from both the volunteer perspective and from the organizational perspective. Changing from a linear model and setting a new normal takes courage, conviction and the will to succeed.

    Let’s first look at a sandbox from the volunteer perspective. How is this different from the old linear model?

    • Volunteers are looking to utilize their skills and passions versus fitting a predetermined role.
    • Volunteers are more interested in how organizations are perceived, how they behave and how they utilize resources versus assuming that the organization does good work just simply by existing.
    • Volunteers rely on social media for information, appreciation, instruction and ease in finding a fit versus a more lengthy and time-consuming process.
    • Volunteers expect organizations to earn their loyalty versus signing on for the long haul.
    • Volunteers crave flexibility and shorter assignments versus commitments.
    • Volunteers want fulfillment from learning new skills to exploring job opportunities versus just filling a task.
    • Volunteers want meaningful recognition, an accounting of their contributions and input into organizational direction versus symbolic appreciation.

    This doesn’t mean that we have to discard every volunteer role and start anew. It means we must be aware of how modern volunteers view volunteering and prepare to integrate them into our programs. And here’s where a sandbox mode fits beautifully within a volunteer initiative: The testing ground.

    • Does your organization struggle with a challenge? A volunteer pilot program can work on the challenge without hiring extra staff or overloading existing staff with new duties.
    • Do you have volunteers with a particular skill or talent or interest? A volunteer pilot program can introduce new ways to engage volunteers and at the same time create new avenues to help clients and the organization.
    • Does your organization strive to increase awareness? Engaging corporate groups, or students or episodic volunteers can expand the scope of community awareness and increase donations.
    • Does your organization struggle to find funds for expert training and consultation services? Engaging skilled volunteers to teach corporate leadership, productivity, wellness and other subjects is a win-win for willing volunteers and the organization.

    We, volunteer managers can start small and introduce the sandbox one step at a time. Then, with each positive gain, we can introduce another pilot program or innovative solution and lay the foundation to create a new normal, one in which volunteers are viewed as more than a linear character on a straight line.

    The key is to show the impact of each new pilot program or innovative solution. It’s akin to earning coins, or tokens or points in a video game and these “volunteer initiative tokens” can be spent on opening up an organizations’ perception of volunteers and volunteer programs.

    Next time: Sandboxes are not infinite and not open world. How to balance the other side of the concept so it works for us.

    -Meridian

  • Volunteer Management: A Kiddie Pool or an Ocean?

    Volunteer Management: A Kiddie Pool or an Ocean?

    Photo by Matthias Zomer on Pexels.com

     

    “Coffee break again?” Clara laughs. “Yeah, this is my 6th coffee break today and I’m wired from all the caffeine. But each so called ‘break’ is with a volunteer who needs my attention. I’m not on break, I’m sustaining volunteers.”

    Volunteer managers universally struggle with showcasing the complex work involved in the 3 “ainings:” Attaining, Training and Sustaining volunteers. We keep stats on all sorts of volunteer activities. We may even include anecdotal stories to illustrate volunteer impact. But how do we show everything we bring to the 3 “ainings” table? (Sometimes it feels like bringing a kiddie pool filled with water to describe the ocean.)

    What if we had a report form that showcased the soft work required to attain, train and sustain volunteers? It would explain why our hard stats (shown in bold) are fluid, like an oceanic ecosystem:

    DAY 1 at 9AM:  Trusted my instincts to spend extra time with a 5 year volunteer whose partner has just been diagnosed with cancer. I can see he needs to take some time off and I have placed him on the inactive list thus reducing the number of active volunteers. He may or may not resume volunteering, but, due to his positive experience so far, will remain an advocate forever. I will be spending time to check in on him periodically because I hope he returns to volunteering, but also, because I care about him as a person (and make no mistake, our volunteers know the difference between sincerely caring about them versus giving them lip service). My personal attention to volunteer needs increases the overall number of active volunteers. It also creates satisfied volunteers who will advocate for us no matter whether they continue volunteering or not.

    Day 2 at 2PM:  Realized that a situation requiring a volunteer was overwhelming for just one volunteer so took the extra time (three days) to find and enlist the right two volunteers who could support one another while dealing with a very difficult and challenging assignment. Did not meet goal of finding a volunteer in 24 hours, but instead, created a better outcome that avoided placing an excellent volunteer in a difficult situation. I retained two key volunteers, ensured our client received excellent care and thwarted a potential misstep.

    Day 3 at 11AM: Temporarily removed a marketing volunteer from staffing events because of recent health challenges. Although volunteer insists that he is physically able to carry boxes, his wife informed me that his doctor has prescribed no lifting or standing for three months. As a result, I reduced the number of available marketing volunteers but salvaged this volunteer’s future potential and eliminated the substantial risk for a workman’s comp claim should this volunteer injure himself while under his doctor’s orders. More importantly, we sent a message to all volunteers that their health and well-being is important to us and we view them as valuable assets, thus increasing overall volunteer sustainability.  I am currently exploring other areas with this volunteer and he is interested in moving into a deeper volunteer experience, so with additional training, we will have a new client volunteer who, BTW already has proven himself to be a great volunteer.

    Day 4 at 3:15pm: Spent 45 minutes with a prospective volunteer who admittedly can’t volunteer until sometime next year. This prospective volunteer’s father was helped by our organization and she is interested in giving back, although current commitments are preventing her from taking training. I have set reminders in my calendar for scheduled contact with her throughout the year as I perceived her as an excellent future volunteer. Rushing her at this time will only increase her overload of responsibilities and will cause her to quickly quit. As a result, no new volunteer stat has increased but time spent will pay off in the future because this potential volunteer also belongs to several key civic groups that I have been recruiting. She’s already booked a speaking engagement for me next month. I expect several new volunteers from forging a relationship with this group.

    Day 5 at 6pm: Attended funeral of long-term volunteer who retired due to health reasons more than two years ago. No stat will be affected, but I did it because this is the right thing to do. *Addendum: Received a phone call from the volunteer’s son whom I spoke with at his mother’s funeral. He is a VP at the largest investment firm in our area and is very interested in setting up a corporate volunteer program with me. There will be substantial work involved. And, BTW, he and the firm will be donating in his mother’s name.

    The soft work we do is an ocean compared to the kiddie pool stats we report. Our instincts flow like a current, over and under the waves of volunteer requests. We create an ecosystem in which results are symbiotic and may take up to weeks or months, sometimes years to see. We nourish relationships that reach beyond volunteering and affect donations, future staff, community standing, and so much more.

    It’s time we begin to connect the hard results from the ocean of our soft work.

    -Meridian

    This post is an update of an original post in 2016 but don’t feel like you have to read it-this new one is hopefully better anyway 🙂 https://volunteerplaintalk.com/2016/07/20/huggable-book-of-volunteering-stats-or-why-a-kiddie-pool-cant-explain-the-ocean/

     

  • The Terrible, Horrible Phone Call or Why Purging Matters

    The Terrible, Horrible Phone Call or Why Purging Matters

    blaze blue blur bright
    Photo by Pixabay on Pexels.com

    I answered the phone one day to hear, “Yes, this is Juan, the son of Adelia and I just received an invitation in the mail for my mom to this year’s volunteer luncheon. She died. Last year. I thought I’d let you know.”

    “Ohhhhhh, crap.”

    I also vividly remember sitting at a sign-in table for an invitation only event attended by donors, volunteers and dignitaries. And I looked up to see the volunteer we dismissed two months before presenting the invite we sent him.

    Countless volunteer managers have said that the first thing they had to do when they came on-board at their organizations, was purge hundreds of volunteer names off the list.

    We have a difficult challenge because we don’t manage employees. Employees are either in or out. They’re working or they’re not.  They don’t get paid once they quit, move, get fired or die. They are removed from rosters and lists and don’t get official invitations or phone calls. They don’t get calls asking them to “please, just come in for a few hours because we need extra help this week.” Nope, doesn’t happen. We can’t do that. Our volunteers don’t get paid. They exist in a grey area. And we work hard to keep our volunteers engaged enough in this grey area so they return again and again.

    We worry that if we remove a volunteer due to temporary inactivity, we will forget to contact them and therefore, lose them permanently. I remember the thought of forgetting good volunteers was more horrifying to me than leaving my stove on.

    But when can we remove volunteers from an active list? After six months, two years, death? The problem with keeping volunteers who are not active on an active list, is we can’t give an accurate volunteer count. If we say we have 125 volunteers, then staff assumes we have 125 volunteers to choose from when they make a request. That’s far different from choosing from 60 currently active volunteers.

    So, how can we keep volunteers, yet not confuse temporarily inactive volunteers with active ones?

    • Enlist the help of a key volunteer. Ask your volunteer to help maintain a current list by making check-in phone calls. Not only will you be able to distinguish who is active at the moment, you can ask the key volunteer to conduct an informal survey on satisfaction, training, communication or any other topic. And this periodic “checking in” will flesh out problems before they get out of hand.
    • Send the volunteer newsletter to all volunteers. Keep everyone in the loop. Newsletters are great for showcasing new projects, calls to action and for encouraging inactive volunteers to get involved again.
    • Remove the “quitting” stigma. Assure volunteers that you don’t view stepping back as quitting. Show them you have other volunteers on a temporarily inactive list and explain there are many reasons for volunteers to step back. Encourage them to take time they need and let them know you will be checking in with them periodically because they are valued.
    • Keep several lists or use templates that allow you to sort. I’m a big proponent of categorizing volunteers by locale, assignment, training completed, and current availability. It gives a much clearer picture than putting all names on one list. We wouldn’t expect all staff to be listed as substitutes for social workers or accountants. (“Hey, call accounts payable and see if one of their staff can come and do wound care for a day.”) It’s no different with volunteers. If your volunteers need specialized training for an assignment, then just like staff, only those volunteers who have had the training should be in that category.

    Leading volunteers casts a much wider net than managing employees. You don’t hear the phrase “episodic employees” for a reason. Volunteers drop in and out, and some hover on the periphery. (for a take on periphery, see https://volunteerplaintalk.com/2017/09/06/the-volunteer-periphery/ ) (more…)

  • Ever Want to Go Back in Time?

    Ever Want to Go Back in Time?

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    Photo by Buenosia Carol on Pexels.com

    You gain strength, courage, and confidence by every experience in which you really stop to look fear in the face. You are able to say to yourself, ‘I lived through this horror. I can take the next thing that comes along’ …Eleanor Roosevelt

    Ok, maybe we, volunteer managers don’t live through horror. (unless you consider that time when that group who asked for volunteer orientation had no AV equipment except an ancient TV so there was no way to show the super duper PowerPoint and then for four grueling hours you had to wing it…) But seriously, do you ever want to go back in time? Are there things you wish you had done differently? Me too.

    If I could turn back the volunteer manager clock I would:

    • Call that volunteer who had to quit because she got sick instead of telling myself that I would get around to calling her.
    • Be more patient with that volunteer who had so many questions and even burst in on my annual job review.
    • Not drive that volunteer home that one night. (cause it got real creepy……….. real fast).
    • Stop that volunteer from talking to the press at that event (or at least tell the reporter our organization had no official position on the mayor’s race)
    • Not tell that story in front of the CEO about running over a donor’s mailbox when I picked up a donation. (I ran it over with a truck-but I did pick up the letters from the street)
    • Not get so frustrated with staff who were also overworked.
    • Keep that volunteer from bringing in their special yummy, homemade tuna casserole, the one that made everyone sick. (I think it was tuna, but then again, it kinda had this weird smell)
    • Explain volunteer management in better, more impactful ways.
    • Listen to my inner voice and not let that teen volunteer bring her boyfriend in with her because….(well, I just turned my back for a minute, I swear!)
    • Carve out more time for me to prioritize and progress.
    • Not tell everyone in a meeting that I was going back to my home planet. (You had to be there and frankly, any planet except this one seemed better at the time)
    • Not take a new volunteer to that house where they were engaging in a side business (hey, who knew?)
    • Not accept that mysterious heavily taped up box at the thrift store…. (I don’t think the stains ever really came out of the carpet)

    Sure, we’d all love to go back and make everything perfect, because I believe that we, volunteer managers tend to be perfectionists. (gasp, no, ya think?) We inwardly seek to create:

    • the perfect volunteer experience for every volunteer.
    • the perfect client experience so every client is satisfied.
    • the perfect appreciation so every volunteer feels engaged.
    • the perfect understanding so our work is valued.
    • and for the above to be perfect, then we have to be perfect.

    But if we were perfect, we wouldn’t learn, or grow or move forward. A cherished friend (yep, one of the volunteers-yeah, yeah, my perfect boundaries are not so perfect) told me that I should be thankful for the experiences that taught me something instead of bemoaning them. How else would I get better?

    Volunteer management means every day, we have millions (ok, maybe hundreds) of interactions and experiences. Each and every one teaches us something we can use for the next. That is why our “jobs” are in reality, a continuous journey.

    We all wish we could change some things, from having more patience with volunteers to standing up for ourselves in meetings. Past experiences can haunt us. Dwelling on them can prevent us from moving forward. There’s no shame in admitting, “hey, what I did there was far from perfect, but you know what? I’m learning and dang it, I’m getting better.”

    Courageous leaders are not perfect. We’re not perfect. I think Mrs. Roosevelt nailed it all those years ago:

    With the new day comes new strength and new thoughts…Eleanor Roosevelt

    Anyone in volunteer management will tell you: I’m not the same person I was a year ago. No, I’m better. I’m smarter and stronger. And with each passing day full of experiences, I’m learning.”

    So, when you wish you could go back and “fix” things, do this instead. Say to your past self, “thanks for teaching me. I’m a better volunteer manager today because of you.”

    -Meridian

     

  • Volunteer Managers Are Better Than These 3 Phrases

    Volunteer Managers Are Better Than These 3 Phrases

    sticky note with apology
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    Words are pictures formed in the mind. The art of communication is drawing those word pictures so the other person sees things our way.

    If we, volunteer managers want to change the perceptions of us, our work and our volunteers, we need to eliminate words and phrases that negatively picture us. We need to adopt communication that rewires the way people perceive us and our work.

    Consider this conversation:

    • Senior manager: “Where are you on getting those volunteers for tomorrow’s event?”
    • Volunteer manager: “Well, I couldn’t get all five volunteers, but I did manage to get three.”

    or this conversation:

    • Staff member: “Were you able to place a volunteer with our client?”
    • Volunteer manager: “I tried everyone but right now, no one is available. I’ll try again next week.”

    or this one:

    • Volunteer: “Were you able to get the answers to my questions?”
    • Volunteer manager: “There’s a couple of people I still have to talk to and they are hard to pin down. I’m doing the best I can.”

    I used these phrases all the time. They just naturally came out. So, what’s wrong with them?

    Phrases like I can’t, I tried, and I’m doing the best I can, are apologies.

    What are the natural reactions to these apologies?

    • I can’t or couldn’t: “You let us down.”
    • I tried: “You should have tried harder.”
    • I’m doing the best I can: “You should do better.”

    How many times have staff said things like, “Why don’t you just go down to the senior center and recruit those people?” Or “well, if you just put an ad in the paper, I’m sure folks would come.” Each time we say, “I couldn’t” or “I tried but,” we draw a picture that says: “I’m sorry, I failed.”

    This does not mean shifting blame to anyone else, especially volunteers. It means don’t apologize, but rather answer in a positive and explanatory way. Let’s look at the first conversation again.

    • Senior manager: “Where are you on getting those volunteers for tomorrow’s event?”
    • Volunteer manager: “I have three of our best event volunteers lined up and ready to go.  Two of them rearranged their schedules after I made clear the importance of the event. All other qualified volunteers explained they have prior commitments they cannot break. I have new orientation this month and we will have even more volunteers for future events.

    A bit wordy? Yes, I’ll give you that. But communicating with non-apologetic positive explanations eliminates the notion that the volunteer manager can’t get the job done.

    Structure your non-apologetic communication to include three things:

    Always use “I” with the positives:

    • “I have three of our best event volunteers lined up.”
    • “…after I made clear the importance of the event.”
    • “I have new orientation this month.”

    Explain the work being done:

    • “All other qualified volunteers explained they have prior commitments.” (It’s obvious you contacted all the volunteers)
    • “…after I made clear the importance of the event” (shows the amount of work you did with each volunteer)

    Reasons:

    • “All other qualified volunteers explained they have prior commitments they cannot break.”
    • “…we will have even more volunteers for future events.” (not enough volunteers to choose from at this point in time)

    Rewiring people’s perceptions of us and our work is never easy, but with a shift away from apologetic responses (emphasis on the personal) to professional communication (emphasis on the work–positives, explanations, reasons) we can uplift ourselves and therefore, our programs.

    So, rethink the ways you communicate information and save your apologies for the times you actually do something wrong.

    -Meridian

     

     

     

     

  • New Volunteer Management Dictionary Words for 2019

    2019 words added to the volunteer management dictionary

    This year, the “Committee to Define Volunteer Management” met a week late because they had forgotten to set up a meeting room and so they got together one night at Big Al’s truck stop off Route 37.  Feeling like they should come prepared for once, each committee member conducted an impromptu survey of all the volunteer managers they knew in an attempt to write a statement that “encapsulates the essence of volunteer management” (Their words, not mine).

    Most of the volunteer managers on their list had either become real estate agents, yoga instructors or fugitives. One former director of volunteers went to live in the woods as witnessed by her angry father who pleaded on the phone call, “What have you people done to her?”

    There was one volunteer manager still at his job and he reluctantly gave his statement on the essence of volunteer management, but sadly it can’t be published in family-friendly company.

    And, after several hours downing “the trucker’s special,” the committee threw away their stream-of-consciousness statement because when reading it back, even they couldn’t understand it, but they did chuckle at all the references to pack mules.

    As usual, the committee deferred to their second item on the agenda, which was adding new words to the volunteer management dictionary. In no particular semblance of order or reality, here are the words they included this year:

    Volisms: Those cute words or phrases used to describe volunteers in overly sweet terms like “volunteers give from their hearts,” or “that extra layer of caring,” as in, “While I appreciate the sugar rush and future cavities from all your volisms, let me tell you about the meaningful contributions our volunteers are making to our programs.”

    Re-snacking: All the left-over snacks from board meetings, senior management birthday parties and donor functions that are given to the volunteer manager to share at the volunteer orientation class as in, “Thank you so much for the half-eaten cake  I’ll just cut off the sides, form it into a heart and cover it with sprinkles. I can trim the brown spots off the fruit and maybe scrape the tuna salad from the finger sandwiches to make a pate’. Always appreciate re-snacking and besides, the volunteers never complain, they’re just mindless little extra layers of caring!”

    N.A.R.vol: That unicorn type volunteer who comes No Assembly Required as in, “While I appreciate your belief that any warm body will do and our volunteers just magically know all our policies because somehow when they apply to be a volunteer, poof! All the training and knowledge they need just flies into their heads and all I do is just stand back and marvel at the miracle before me! However, I won’t send in a volunteer who has not been properly vetted and trained. Just as we thoroughly screen and train staff, we must thoughtfully develop our volunteers to succeed so I’m sorry, the N.A.R.vol doesn’t exist.”

    Studget: The volunteer department budget stuck in a no-increase mode although requests for volunteer help has risen as in, “I know we need to add more volunteers and I have amazing ideas for furthering our mission. In order to do so, I need to increase our budget to provide more training and resources. So yeah, maybe next year we will have the funds necessary, because this year I’m working from our studget. For now, I’ll just do more re-snacking. Do you know whose leftover sandwich that is in the fridge? I’ve got a volunteer meeting this afternoon.”

    Volunteptionist: When the volunteer manager is expected to always fill in for office staff when they are at lunch or on holiday because what else does the volunteer manager do besides chat and have tea parties, duh, as in “Sigh, sure I’ll stay here and monitor the phones but I’ll have to cancel the training at the University which means we won’t be getting help from those amazing students who are passionate about our cause. And by the way, why didn’t you ask me for a highly qualified volunteer to fill in? We have them, you know. Our volunteers not only give from the heart, they give from the brain too! No, you think it’s better that I be the volunteptionist than actually do my job. And, sure, I’ll clean up after the senior management lunch meeting. Yes, I know there’s leftover potato salad.”

    Open-world requests: Requests for volunteers in which the requesting person thinks they can roam freely like Steve in Minecraft, killing zombies and randomly changing the number of requested volunteers, the objectives, the time-frames or any other aspect at will. They think the volunteer department is a sandbox as in, “So if I’m hearing you correctly, you now need 5 more volunteers and they must be there tomorrow 2 hours earlier, right? Oh, I know you think our volunteers are endless tools like diamond swords or blocks of oak and we just pick the ones we need in creative mode, but I can’t promise you all these changes. Believe it or not, our volunteers are human beings and are not in never-ending supply so we can’t do open-world requests. This is the real world and we’re in survival mode.”

    Exploiteers: Volunteers who are celebrated, not for their volunteering, but for their potential donations or for whom they know as in, “Yes, volunteer Sal’s brother is that famous movie star. Did you know that Sal was the one who braved the storm when staff was at home so those families could get the supplies they needed? If Sal wants to ask his brother to endorse us, I’m sure he will do so on his time. And, what? What are you asking? How much money did Sal’s brother make from his last movie?  Please, let’s not turn Sal into an exploiteer.”

    The 364: The rest of the year, you know, those days when volunteers are not given an appreciation luncheon. Also known as the 51 if volunteers are celebrated for a week. It points to the chasm between lip service appreciation (cake and balloons at a lovely 3 star hotel banquet room) and year-round appreciation (whole organizational buy-in everyday) as in, “Yes, last years’ leftover donor lanyards might make a nice table gift for our volunteer luncheon, but you know what says we appreciate volunteers so much more? Our volunteers want to know they have made meaningful contributions to our organization. So, save your leftover ‘Fund Development is Fun, 2018’ lanyards and let’s work on the 364. Allow me to set up a true year-round appreciation program, because the encouragement we show all year is what keeps volunteers coming back. Then, our once a year luncheon is the culmination of our year-round volunteer engagement. And oh, by the way, we need to talk about the studget.”

    Well, there you have it, the new words added to the  Volunteer Management Dictionary for 2019. The committee has asked that any questions or complaints be filed in the circular file.

    For previous years’ words see:

    New words 2018.
    New words 2017.

    or, for all of the words, the new Volunteer Management Dictionary page.

    Thanks to the Committee to Define Volunteer Management for all their hard work in once again not being able to define volunteer management.

    But, appreciate the new words.

    -Meridian

  • Volunteer Reviews: Our Overlooked BFF

    Volunteer Reviews: Our Overlooked BFF

    group of people doing star handsign
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    I don’t know about you, but when I travel, I tend to pick local restaurants based on reviews. I get a sense of what to expect from reading the accounts of people who have eaten there. Does a restaurant serve great regional food? How much will I have to pay? Is the service friendly?

    So, are organizations kinda like restaurants? Do volunteers learn anything from volunteer reviews? What good are reviews anyway? In searching for volunteer opportunities, reviews are personal endorsements from people who have experienced volunteering firsthand. The reviewers have already been through the first assignment, the training, the fitting in. They’ve done the work.

    And here’s the bonus. Reviews immediately answer the common questions potential volunteers have:

    1. will I find something meaningful to do?
    2. will they respect my time and talents?
    3. will I like it?
    4. how will they prepare me?

    Consider these actual reviews on VolunteerMatch:

    “(Organization name) is a magical place. It is a family style community where everyone gets the opportunity to participate and work together in the many fun activities and craft workshops. I had the greatest joy meeting new people.”

    “I feel as if I’m a part of something that is really making a difference. I’m glad a program like this exists. They treat their volunteers very well.”

    I’d definitely give those organizations a second look. Now imagine if there were 10 or 15 reviews that painted your organization in a positive light. How many more hesitant people would contact you based on 10 good reviews that answer their initial questions?

    Besides reviews, there are testimonials, recommendations and endorsements: No matter what you call them, they serve a purpose in encouraging potential volunteers to try volunteering.

    Don’t just ask volunteers to submit a review. That’s too vague and most won’t bother. Go mining for testimonials. Explain to volunteers how important it is for potential volunteers to have their fears allayed. Don’t put words in the volunteers’ mouths, but help them frame their thoughts by suggesting areas to talk about. Again, think of questions potential volunteers might have.

    I created a volunteer recruitment brochure filled with volunteer testimonials that each tackled a different area. One recommendation spoke of how valuable the training was. Another endorsement talked about how specialized skills were utilized. Still another lauded the flexible schedule.  Each recommendation answered a potential question with actual volunteer words instead of corporate blather.

    Just as great volunteer recruitment ads work night and day for us, volunteer reviews also produce with the added benefit of answering the upfront questions that might keep potential volunteers from following through.

    Put reviews on your website. Encourage volunteers to share on social media. The more chat from actual volunteers in their own words, the more prospective volunteers will feel comfortable with your organization. They will feel as though they already know the existing volunteers, which is an incentive to join.

    More reviews mean diverse opinions and more areas covered. More volunteer reviewers mean similar messages are worded differently.  This increases the chances that the wording in one of those messages will resonate with someone who is contemplating joining your volunteer team.

    Consider organization A with one review, albeit a good one.

    • “It is a great place to work. I love it here.”

    Now consider organization B:

    • “I can come in when I have extra time.”
    • “I got the training I needed.”
    • “We all look forward to seeing one another. It’s like family.”
    • “I go home knowing I’m really helping.”
    • “I’ve learned so much.”

    Organization B’s reviews answer more initial questions, don’t they? Again, don’t write reviews for volunteers or give them a script. Their own words (and not the ones crafted by us) will speak volumes to potential volunteers. Ask volunteers unbiased, open questions like, “What would you say about our training? Your first day here? Your role?”

    I often asked volunteers to come and speak at open houses or presentations or training sessions. I would stand back and give them an uninterrupted platform to speak.

    Sometimes I would cringe at what they shared and want to step in but I stopped myself. Why? Because their honest accounting did more to encourage prospective volunteers than my carefully worded talks. After all, it was my job to paint volunteering in a positive light. An added bonus was my standing back accomplished two things:

    1. It showed how much we respected our volunteers’ opinions.
    2. It gave prospective volunteers a chance to ask questions and learn what volunteering was like from a peer’s perspective.

    How important are reviews? Picture a potential volunteer who wants to get involved, late at night, sitting in bed, scrolling through websites or volunteer ads, feeling a little overwhelmed and shy. They chance upon your ad and read through the reviews by your volunteers. One of your volunteer reviewer states, “I didn’t know what to expect but I was instantly made to feel welcomed.”

    All of our carefully worded recruitment ads describing volunteer duties and all the adjectives we use to describe the volunteers we want like “enthused” or “flexible” do not answer the questions potential volunteers have.

    Think again about that potential volunteer, late at night, scrolling through ads. There was just one question that potential volunteer had, a question that kept them from following through. But then, they chanced upon the above review by your volunteer. Your volunteer answered their question: Will I be made to feel welcomed?

    Now picture that same potential volunteer. Because their initial question was answered in a review, they follow through and contact you.

    -Meridian

     

     

     

     

     

  • Those Adjectives That Turn Off Prospective Volunteers

    Those Adjectives That Turn Off Prospective Volunteers

    Adjectives That Turn Off Prospective Volunteers

    Everywhere you see Volunteer Recruitment Ads that begin with “Energetic Volunteer Wanted.” Or “Caring volunteer.” Or even “Friendly volunteer.” Maybe “Enthusiastic,” “Flexible,” or “Compassionate” appears. But does “Detail Oriented” float your boat? Does “Organized volunteer” send you running in to help sort an organization out of their accounting mess?

    The point is, how can a volunteer be enthusiastic about a role they have not yet undertaken? And what does flexible indicate? That a volunteer will be called at 3 am? Or that they have to drive 50 miles just to participate?

    What about caring? How much can a volunteer already care about people they have not met?

    What does energetic mean anyway? That a volunteer will have to run back and forth at an event, carrying 30 pound boxes of give-aways?

    The World War II generation responded to these adjectives. They were after all, people who believed in humble service and assumed that they had to fit in with an organization, not vice versa. Today’s volunteers view things differently and our recruitment ads need to reflect a more updated approach.

    In place of asking for vague qualifications, our volunteer recruitment ads need to spell out who we are and what the volunteer will gain by giving us their precious time. What impact will their donated time have on the mission? What personal benefit will they gain by joining the cause? Why should they bother with us at all?

    Our volunteer ads are potentially our most potent recruitment tool. They are passive recruitment which means they are working when we are out talking to potential volunteer groups, while we are training new volunteers and even while we are sleeping. Recruitment ads are a way to encapsulate all the positive aspects of volunteering for our organizations and they have only a moment to speak to volunteers who are scrolling for something that sparks their interest.

    Try to look at it from the prospective volunteer’s point of view. Imagine this volunteer late at night, looking at volunteer ads, wondering what they can do to make a difference. They know nothing about your organization. If you had 10 seconds, what would you tell them to make them respond?

    Recruitment ads are elevator pitches and most of us write them aimed at what kind of volunteer we are looking for instead of aiming at what the volunteer is looking for from us. I know because I didn’t give ads much thought at the beginning either. Then I started to ask prospective volunteers how they heard about the organization and what made them take that first step. I found that recruitment ads needed to go way beyond a description of the job. They needed to have appeal.

    By flipping our ads to reflect what we offer, we will entice volunteers to contact us. Positives to include in ads:

    • Quotes from actual volunteers: Example: “I am made to feel that my contributions are important.”
    • Flexibility of assignments: Ex: Volunteer when your schedule allows.
    • Any trial periods or the message that you don’t judge people who don’t find a suitable fit: Ex: “Give us a try to see if we’re worthy.
    • Statistical impact: Ex: Our volunteers helped 750 people find housing last year.
    • Quotes from clients: Ex: “My volunteer helped me to…”
    • Humor or lighthearted messages or it’s not all doom and gloom: Ex: Do you get all giddy over other people’s junk?
    • Humanizing messages or we’re also new to this and we welcome you: Ex: We would love your help in creating new programs to…
    • Craft a tagline: (I love taglines…just saying) Ex: Where passion meets purpose.

    come in we re awesome sign
    Photo by Artem Bali on Pexels.com

    Volunteer recruitment ads are like having a personal robot assistant helping you. It never sleeps. It never stops. Program it wisely and it will work tirelessly. But a robot needs a tune-up once in a while just as our recruitment ads need updating so check yours to see if they sound fresh.

    For more really great tips on volunteer recruitment, see this post by Eileen at Volunteering Counts: A Volunteer’s eye view of recruitment.

    Today’s volunteers respond to modern recruitment ads. They need to be shown the reasons why they want to volunteer. So, if your volunteer wanted ad says, “Flexible, energetic and obedient volunteers needed to support our work. One year commitment required or you need not apply. Background check a must! Copy this number to your flip phone and download our application to your floppy disc,”……..

    …you might want to rewrite that one.

    -Meridian

     

     

     

     

  • The Value of a Volunteer? $I#.@S

    The Value of a Volunteer? $I#.@S

    The Value of a Volunteer is

    The official value of a volunteer is $25.43 U.S. according to Independent Sector.org. , an amount that converts to about £19 or $33 Canadian, $34 Australian and $36 New Zealand.

    I honestly appreciate any help in assigning value to services rendered by volunteers because we need to point to tangibles when explaining volunteer contributions. But I think we should expound on the amount and not rely solely on this measuring stick.

    It’s kinda like explaining an elephant by saying it’s an animal about 10 feet tall. Ok, but what does it look like or sound like or feel like?

    By simply packaging volunteer value into monetary amounts based on hours recorded, we lose the opportunity to showcase all the incredible volunteer contributions beyond that 4 hour shift. So, how about we institute a more comprehensive formula for volunteer value?

    I propose $I#.@S.

    Broken down, $I#.@S stands for:

    $: 25.43, the amount already fleshed out by Independent Sector. Volunteers add real monetary value-our organizations are gaining the equivalent of paying someone to do the work.

    I: Impact, impact and oh, BTW, impact. As we move towards re-branding volunteer programs as volunteer engagement and impact initiatives (initiative–a new plan or process to achieve something or solve a problem…Cambridge dictionary ), we put volunteer impact (contributions) front and center. No longer are volunteers “those sweet people who give from the heart;” instead, volunteers are “those sweet people who make tangible contributions to furthering mission goals.”

    #: Key category contributions as in #fresh voices or #new ideas or #infused passion or even simply the #ability to focus on one thing and do it well. Beyond the 4 hour shift, volunteers are volunteer fresh (see Volunteer Fresh ) and are liaisons between our organizations and the communities we serve.

    Volunteers can focus their attention on being present with a client while overworked staff members hurry off to the next meeting or scramble to finish paperwork. Volunteers can tune out all the chaos and concentrate on making sure data is entered correctly. Volunteers can deep dive listen to a donor on the phone so the donor feels their contributions are sincerely appreciated which translates to more donations.

    .: Diverse point or more simply, volunteers bring diversity. Organizations looking to diversify need look no further than the volunteer department. Volunteers come from all walks of life, all cultures, all religions, all parts of the world and all frames of reference. Some are mission experienced, some are transplants, some never held a job, some are too young to be employed and some have experiences we could never imagine. Want to tap into the pulse of the community? Get a group of volunteers together.

    @: At our organizations or more aptly, volunteers providing awareness. Our volunteers have a wide circle of influence and are continually creating organizational awareness beyond the hours recorded on paper. They talk us up to their friends, family, worship partners, clubs, neighbors and more. They are our WOMM (word of mouth marketing) ambassadors (Volunteer Fresh ) and their reach extends to future donors, potential clients, new volunteers or staff and budding advocates.

    S: Skills. Bucket loads of skills. Volunteers offer skills beyond what most organizational budgets can pay for. Marketing gurus, attorneys, tech wizards, executives, organizational geniuses, communication sages, project manager leaders, and so many more accomplished people offer their skills to help our missions. It’s like going to this amazing buffet featuring gourmet dishes from around the world and then finding out it’s free. All you have to do is get a plate.

    So next time you are asked to provide a volunteer “value,” use $I#.@S. (and you may have other numbers or letters or symbols that you think work better, so by all means, use them).

    The point is, when you present $I#.@S, the reaction will most certainly be, “what the heck does that mean?”

    That’s when you smile and say, “Oh, I’m so glad you asked. Let me explain.”

    -Meridian

    For a different take on the value of a volunteer, see Just What is the Value of a Volunteer?

     

  • The 5 Stages of Volunteer Management

    The 5 Stages of Volunteer Management

    numbers wall decor
    Photo by Magda Ehlers on Pexels.com

    For those of you new to volunteer management, you must be wondering, what does the future hold? Will I change the world? Will my office be overrun with mewing kittens wearing panda costumes?

    There are actually 5 well researched volunteer management stages as referenced by the “We Squeeze Everything into 5 Stages” Institute. The Institute is famous for ground breaking studies such as “the 5 stages of falling down” and “the 5 stages of a stage.”

    In this particular study, the institute interviewed two former volunteer managers and came up with their findings. One of the interviewees, Kevin, now works in real estate and the other, Imelda, now lives in a tent on Redondo Beach.  From the quick phone interview, the institute found that each volunteer management stage has its own set of questions or comments as recorded from the former volunteer managers. The 5 stages are:

    1. Denial:

    Kevin:”I can’t believe they gave me a stapler that won’t work on packets of more than 4 pages.”

    Imelda: ” Who wrote this volunteer recruitment ad for caring hearts, strong stomachs?”

    2. Anger:

    Kevin: “If you won’t call the new volunteer that I just spent a week training, then stop asking for volunteers if you don’t really have time for them.”

    Imelda: “BTW, why is the budget for volunteer recruitment only $59 a year while the senior manager “take special care of yourself because you matter” retreat cost hundreds?”

    3. Bargaining:

    Kevin: “Look, I’ll take your nephew, who has to do 125 supervised community service hours if you will just come and speak at our next volunteer meeting. Ok, even if you only answer questions. Ok, just 3 questions.”

    Imelda: “Hey universe, if I let volunteer Big Dan write a country song for our luncheon this year, can we at least not serve chicken again?”

    4. Depression:

    Kevin: “Yeah, I know, you’ve already told me many times that if I would just go out and recruit the Dowager’s Tea Sippers Guild, I would get all the help we need.”

    Imelda: “Here comes volunteer Andi with that look in her eye and she’s going to tell me all about the complications from her gall bladder surgery again.”

    5. Acceptance:

    Kevin: “My volunteer coordinator peer group meeting is next week…I can survive until then. I wonder if any of them have the contact person for the Dowager’s Tea Sippers Guild?”

    Imelda: “I had no idea that there was so much flatulence after gall bladder surgery. Boy, you learn something new everyday.”

    Well, there you have it. I wish this was more scientific, but you can’t argue with an Institute.

    What volunteer management stage are you in?

    -Meridian