From passion to professionalism: How to move your volunteer program from one to the other

Volunteer programs are as unique as the organizations that they support, not to mention the people who manage these programs! Administrators of volunteers come from many different backgrounds and with many different experiences, but what they have in common is that they are charged with providing expertise in a wide variety of areas.

The foundation for success as a manager of volunteers comes from both a passion to work with people, as well as the ability to manage a variety of projects and activities that focus on the ever-changing landscape of an organization’s strategic direction and program goals.

So how do we take this passion and turn it into a top-rated volunteer program? Being an administrator of volunteers requires a very diverse skill set, which I’ve outlined in more detail below, and it is important to be self-reflective about where you naturally excel and where you might need to spend a bit of time improving your skills. Though each sector has their own focus and priorities, these areas of expertise are present in the role description for all managers of volunteers. If they aren’t at your organization, they should be!

Matchmaker and forecaster: 

  • Understanding and being able to build on the diverse and always changing needs of volunteers.
  • Reading between the lines of the role descriptions to understand the how the skills of the volunteer can compliment the needs of the organization. Providing the appropriate screening, training and support to ensure a successful match.
  • Staying up-to-date on economic, social, technological and environmental trends to keep your volunteer program current and relevant.

Human resources:

  • Keeping up with pertinent legislative changes and connecting with Human Resources to ensure consistency of policies and procedures for both staff and volunteers.
  • Providing appropriate and timely training and evaluation of volunteers on an ongoing basis.
  • Ensuring that a performance management system is in place so that best practices and risk management practices are re-enforced and followed up on.
  • Working with and educating all staff on best practices on how to work with volunteers, whether they are supervising volunteers or just engaged in a a more superficial way.
  • Developing and reviewing the goals and objectives of the volunteer program to ensure that they are in line with the goals and objectives of the organization.

Marketing:

  • Understanding and developing target marketing strategies annually to connect with the appropriate volunteers.
  • Annually ceveloping both a marketing and a communications plan based on your organizational activities and evaluating these plans on a regular basis to track success.
  • Ensuring that current marketing trends and technology are used to reach diverse audiences.
  • Gathering both stories and hard data to ensure that you are appropriately marketing your volunteer program and impact stories both internally and externally.

Special events:

  • Planning interesting and relevant special events including recognition and educational opportunities for staff and volunteers.
  • Learning about how to best plan special events, including the use of project management tools to keep on budget and on track.
  • Developing a model of volunteer leadership and succession planning for committees and events volunteers.

Mediator:

  • Researching and learning about coaching, mentorship and relationship management so that you can bridge the gaps that sometimes occur when working with all the diverse groups of volunteers and staff.
  • Building relationship support resources such as evaluations, exit interviews and focus groups to ensure that you are current on the issues that both volunteers and staff are dealing with.

Supervisor and catch all:

  • Understanding best practices in supervision, including 360 degree evaluations.
  • Spending the appropriate time in the lifecycle of the volunteers to ensure that they are provided with the appropriate support for their role.
  • Developing tools and resources, including data management tools, to track the volunteers’ experiences and capture all necessary information. Using both qualitative and quantitative data to both support the volunteer but also to tell the story of their impact.

As you can see, we are charged with wearing a variety of hats in our role of leaders of volunteers and we must approach all of these roles with equal seriousness to ensure a seamless volunteer experience.

Vital to the success of a volunteer program is ensuring that you as the leader of the program understand the different roles that you provide and ensure that you have the appropriate support, training and education to perform your role at an optimum level.

The next steps

I have included some takeaway ideas for you to consider, which will be key to your understanding of the diversity of your role and, ultimately, to the success of your volunteer program:

  • Consider recruiting a Human Resource volunteer who can help with developing resources and training for both volunteers and staff.
  • Develop a performance management system for volunteers including a 360-degree feedback mechanism. Remember to carefully consider role descriptions.
  • Consider adding key competencies to volunteer leadership and high skilled roles so that volunteers understand the soft skills that are expected in the delivery of their role.
  • Take the time to read and stay current on sector trends so that you can adjust your program to reflect the community in which you work.
  • Look to project management tools to keep you focused and meeting timelines.
  • Sign up for current information on marketing and social media, human resources best practices and communication techniques from national or reputable companies and media outlets. There is great information available in blog posts and monthly newsletters.
  • Find a colleague that you admire and consider asking them to coach you. Everyone can benefit from someone to bounce ideas off of, work out some problems and be a cheerleader for your program and your work.

Finally, write down some of the best practices that are mentioned in this article and fit them into your annual work plan. There is always room for growth and learning new ways to manage your volunteer program.

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Charityvillage webinar: August 11, 2016 How to manage a great volunteer program

Upcoming workshops 2016

 

This webinar will cover:

  • the diverse skill set needed to be successful at managing volunteers.
  • how to put these diverse skills to work in your volunteer program.
  • how to identify who in your organization can help you develop the skills you may be lacking.
  • tools and best practices needed for different stages of the volunteer management cycle.

How Communications Works For Your Volunteers

This article was posted in the Canadian Society of Association Executives;Association Agenda Newsletter April 2016How Communications Work for Volunteers

How Can Communications Work for Your Volunteers?

By Lori Gotlieb

Communications is an area that is often misunderstood by many not-for-profit organizations. We communicate in many ways to different audiences. But do we necessarily focus on what we are communicating, how we are communicating it, what our message is and who our audience is? These are key questions that need to be addressed when building a communications plan.

Similar to the 5 P’s of Marketing, communications should follow the same guidelines:

  •   Product – What are your product or service’s key features and benefits?
  •   Place – Through which distribution channels should your product or

    service be delivered?

  •   Price – Is the price-point of your product or service competitive and

    attractive to your target audience?

  •   Promotion or message – What is the simple, key message that will

    resonate with your audience?

  •   People – What are the demographics and the typical spending behaviour

    of your target audience?

    We need to look at communications best practices to ensure that we are sending the same message that our audience is receiving.

    Firstly, know your audience:

  •   You should communicate the same message to a diverse audience.
  •   You should know what your audience’s demographic is.
  •   You should understand the difference between young and adult recipients

    and choose the best form of communication accordingly.

  •   Technology can be your friend or your foe. Understand the rationale

    behind your choices.

    Noise is everywhere:

  •   Noise is a factor that surrounds any message. It can confuse a message from getting to the right audience in a clear and concise way.
  •   Noise includes: jargon, distracting pictures and words, lengthy messaging, frequent messaging and competition from other messages.
  •   Think about the holiday season and all the requests flooding in-boxes at that time of year.

    Appearance is important:

  •   Try not to compete with a lot of messaging. If it is important information, make it clear and to the point.
  •   Be true to the “7 C’s” of communication: Be concise, clear, coherent, correct, courteous, complete and concrete.

Print communications have a place, but need to be shared with technology:

 Though the push for less paper is relevant and important, there are times when you want to send paper. Again, the decision should be audience- based.

I often wonder about sitting in a rocking chair in a nursing home, going down memory lane. Will my memories be on a digital tablet or a memory box. Some food for thought.

There are barriers to communication:

 Examples of barriers include gender, politics, family upbringing, education, technology, culture, physical factors, and organizational characteristics to name a few. We all carry our experience and learning with us. If we include the many other barriers, we need to consider how our messages will be received and if we are sending the right messages through the right channels.

Language is more physical than words themselves:

 When we talk, the majority of our message is presented through our physiology, not in the words themselves. Think how your audience is receiving your information the next time you need to make a speech or have a serious conversation with someone.

There are consequences to poor communication:

  •   If you do not get your message out to the right audience, there is a risk of lost time.
  •   Your message can get confused and you may have to resend it multiple times.
  •   You can potentially start a pattern of negativity or gossip through a poorly- worded message.
  •   You could put your audience at risk if they do not have the right information at the right time.
  •   There is the risk of lost opportunity if you are not clear and concise in your messaging.

    Communication requires focus on five areas:

  •   Listen to your audience and identify the goals you want to achieve. This is “active listening.”
  •   Engage others in your communication strategy and test your message before you send it.
  •   Create timelines and plan your marketing and communication strategies.
  •   Learn from your past experiences and continuously evaluate the impact of

    your messaging.

  •   Build on your communication strategies and re-engage when appropriate.

    This will help you enhance your community engagement strategy.

Best practices when communicating with volunteers include:

  •   Building and using role descriptions for volunteers
  •   Ensuring that volunteers know what is expected of them
  •   Keeping their workloads manageable
  •   Communicating progress often and in different forms to your stakeholders
  •   Creating a trusting environment that ensures open communication,

    teamwork and respect for diversity

  •   Giving and receiving feedback
  •   Providing opportunities for volunteers to grow
  •   Responding to enquiries in a timely fashion
  •   Being kind and respectful in all interactions
  •   Building some personal chat time into your meetings and supervision
  •   Acknowledging small wins and encouraging creativity
  •   Learning from others and sharing information

    Finally, create a plan, account for adjustments, keep up to date on new methods and engage your audience. As George Bernard Shaw said, “The single biggest problem in communication is the illusion that it has taken place.”

    Lori Gotlieb is the President of Lori Gotlieb Consulting as well as co-developer and faculty member for Humber College Volunteer Management Leadership Certificate.

    She is a volunteer management expert who provides a unique concierge service to her clients as well as an internationally published author and workshop facilitator who has taught workshops to many diverse audiences across North America.

    Please visit http://www.lorigotliebconsulting.wordpress.com for more information.

Is Volunteer Management training just for those who manage volunteers? Maybe not and this is why.

Recently, I was teaching a workshop where the main issue for the group was volunteer retention and the common response to every tool that I suggested was ” how am I going to get my staff to do this”? So my question to the participants was, ” why are they not as vested in volunteers?”. Response, “they should be but how do we do this?”.

Here is the top 10 reasons to provide volunteer management training not just for those who manage the volunteer program but for those who support volunteers:

  1. It  is a team effort to retain and support volunteers
  2. Volunteer Management is an expertise that requires tools and resources and education to build successful volunteer programs
  3. Volunteers should expect staff to know how to train, support and evaluate their experiences (if we train management  to supervise staff, should we not train staff to work with volunteers?)
  4. Volunteers are embedded in all facets of the organization and connected in so many ways
  5. Best practices in volunteer management will minimize risk to clients, volunteers and stakeholders
  6. Volunteers are your best form of marketing, so good volunteer management best practice education will result in positive experiences and invaluable word of mouth
  7. Through volunteer management training, creativity and new ideas are born
  8. Training strengthens cross-program collaboration and support
  9. It is the responsibility of the management team, that all staff (and leadership volunteers) have the up to date tools and resources to work with volunteers
  10. Volunteerism should be a pillar of success for your organization and through training you are encouraging the conversations about the importance of volunteerism

As a faculty member at Humber College Volunteer Management Leadership Certificate, I believe that formal training is the foundation to working with volunteers but as a workshop trainer, I also feel that short, specific topic best practices are a great way to introduce and reinforce volunteer management best practices.

As a life long learner myself, nonprofit budgets should include volunteer management training for all of their staff, but especially those responsible for the many volunteers that they support. Volunteer management programs should stay current and encourage creativity as the environment of volunteerism is changing fast.

Feel free to reach out at lorigotliebconsulting@gmail.com to find out more or just to chat.

https://www.humber.ca/continuingeducation/program/volunteer-management-leadership

Join Kingston AVA for a double header of my workshops on November 24, 2015

 

Part 2: What is risk and how to manage it through the volunteer management cycle?

Many volunteer positions have potential aspects that can be deemed as risk for both agencies and volunteers. What keeps you up at night? How risky is your volunteer program?

Come out with tools and resources to improve:

* Screening           * Program development

* Interviewing       * Placing

* Supervision and support

* Evaluation and recognition

 

Part 1: Marketing Your Volunteer Program: Are you buying or selling volunteerism?

 

Are we marketing to attract the right people at the right time? Are we actually selling our organizations in the best way?     Once we have them, are we placing them in the right role?

Come out with tools for:

* Targeted recruitment strategies.

* Mass marketing strategies?

* What motivates volunteers?

* Revitalizing your marketing & promotions.