Does your Association have a solid volunteer risk management plan

Have you considered what is at risk to your association and your volunteers ?
Do you provide a comprehensive onboarding and screening process?
Do you have terms of references and role descriptions for your volunteer roles?
Do you have policies and procedures for your volunteers to follow?
If you answer “No” to any of these, this workshop is for you.
This is just the tip of the iceberg…we will look at have to minimize risk to your association and your volunteers and look at your Association gaps and share from each others successes and lessons learned.

The article below has some important things to think about…..sign up for the workshop and learn from your colleagues.

http://www.csae.com/Blog/ArticleID/83/does-your-association-have-volunteer-risk-management-plan

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Getting the best from your volunteers through the SAVE approach

Getting the best from your volunteers through the SAVE approach

Managing a volunteer program can be a very rewarding and exciting role. We are matchmakers, facilitators, social workers, marketers, sales people and sometimes disciplinarians. This last role is usually the least comfortable for us – and the one that many of us try to avoid. But the fact remains, it is also part of the job.

The ‘new’ volunteer is looking for ways to engage your organization that fit into their own busy schedules and they are looking for guidance and support more than supervision and recognition.

Creating a solid volunteer management system that is well communicated and reinforced will go a long way towards minimizing the need for disciplinary actions – including the need to fire a volunteer. However, should you find yourself in this position, having a structured volunteer management system will ensure that you will have put the appropriate measures in place.

How the SAVE Approach can help

By using the SAVE Approach, you can proactively ensure that best practices are in place for onboarding new volunteers, providing guidance to existing volunteers and, when necessary, end the volunteer relationship.

The SAVE Approach is:

S (Screening, Structure, Support and Supervision)
A (Attainable, Attention)
V (Validate, Value)
E (Evaluate, Encourage, End)

Screening volunteers by collecting and evaluating information about potential volunteers will help you to determine the right fit for each volunteer and will identify any red flags that might prevent the volunteer from being the best choice for the role. By not screening volunteers, you are immediately putting your volunteer program at risk of having to remove a volunteer. The purpose of screening is to protect both the volunteer and the organization (and the organization’s clients) and prevent inappropriate placements. Remember that screening begins at your first encounter with the potential volunteer.

Structure helps you to set goals for the volunteer that are specific, measurable, attainable, relevant and time-bound (SMART). By building the infrastructure of the volunteer program to include performance management, proper documentation, training of both staff and volunteers, and linking the performance to recognition, leadership roles and evaluation, you will minimize risks.

Supporting volunteers requires flexibility. Also, it is not just your role to support the volunteer but also the staff and senior leadership of the organization. They too will need to learn to provide support and encouragement to volunteers. Some strategies for support could include shadowing and mentorship, training and de-briefing sessions. Developing a system to support your volunteers will allow you to guide your volunteer’s relationship in a positive and meaningful way.

Supervision requires open communication between all parties. It is key that there is an ongoing feedback and evaluation process that includes all supervising staff as well as input from clients.

Attention and Attainable requires you to get to know your volunteers and revise roles to ensure that they are SMART. Providing new opportunities for keeping volunteers involved and motivated ensures that volunteers are getting the ongoing support and education that they require.

Value refers to the way that we can connect the volunteer’s role to the organization’s mission and vision by setting clear expectations through policies, procedures and best practices and communicating this to the volunteers. All volunteers need to be treated with respect and should know how they fit into the big picture.

Validating the volunteer experience occurs through feedback, 360-degree performance management systems, and open dialogue. It is also important to provide motivation to stretch beyond their comfort zone and be a positive role model for other volunteers.

Encouragement focuses on the ability to keep volunteers motivated and engaged in their work. By matching volunteers with their interests and skills you can encourage high-level performance outcomes.

Ensuring that the volunteers are regularly supported, educated and thanked is going to build on their comfort level and keep the lines of communication open. It is also important to identify training needs, celebrate successes and publicise the contributions of the volunteers to your stakeholders as well as creating a volunteer-friendly atmosphere within your organization.

Evaluation is a necessary component of the volunteer management cycle that will reinforce the structure that you have built.

The key components include knowing the benefits of effective performance management and ensuring that a process exists. It is important to set goals with the volunteer and follow through on them so that you can move volunteers towards success.

Ending a volunteer relationship

Finally, if you do need to END a volunteer relationship, it is important to do so in a respectful and structured way.

Dealing with a difficult volunteer requires an objective and timely process that relies on the volunteer position description for framing the conversation and identifying the expected behaviour of the volunteer. Indicating a shared commitment to finding a solution will help to create the parameters to address and ultimately solve the issues that are concerning.

If you must remove the volunteer from their position, the first step is to ensure that you document everything. Keeping thorough records is a best practice that should be adopted for all of your volunteer transactions, not just when disciplinary action is being considered.

You should create a progressive dismissal process that is well documented in your volunteer manual and communicated to your volunteers and staff.

It is very hard to predict how the volunteer will respond to the end of their relationship with the organization. Where possible, we want to encourage volunteers to continue to be philanthropic and engaged in community support.

Volunteering is a very personal choice and we are an important conductor on the volunteer’s journey. Taking the time to develop screening and support tools and communicating these both internally and externally, with volunteers and staff, we can feel confident that we can SAVE the difficult conversation for another time.

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.

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