How to be an Effective Volunteer

If you have a sincere desire to improve the environment and quality of life where you
live, why wait? Here are the key steps to becoming an active and effective community
service volunteer.

1. Connect with your passion. Do you love to read out loud? Garden? Cook? Hike?
Do yoga? You can find opportunities to do what you love and help others at the same
time. Local schools, nursing homes, hospitals, and more may need exactly what you
have to offer.

2. Use your special skills. For instance, if you love to write and you feel passionately
about an issue, write to the editor of your local paper. Know a lot about tree health?
Volunteer to help the ailing trees in your local park.

3. Be realistic. Know your limits and operate within them. There is no sense in
volunteering 30 hours a week for something if you’re already working 50. Find ways to
give what you can, when you can. And never underestimate the power of getting others
involved, see below.

4. Enlist others. Any time we get others involved, it becomes cooperative, less
burdensome and stressful, and lots more fun. One of the whole points of living in a
neighborhood is to have a sense of community. Nothing creates a deeper sense of that
than just this sort of shared activity.
Seven steps to achieve effective volunteer support
tarting a Volunteer Program? Here are seven essential steps to help make it a long term success.

1. Define why you need volunteers

Are you looking for volunteers to enhance the services that you provide, to strengthen your
community involvement, to enrich your exposure to certain communities? Is there a genuine reason
to use volunteers?

Every volunteer program must begin with an understanding of why your organization wants or needs
volunteer support. Ensure that you have the support of your board of directors and senior
administrators before embarking on a recruitment campaign. At the initial stage, it is also essential to
establish desired outcomes for volunteer involvement. Establishing these outcome objectives early
in the process will help to guide the types of volunteers that you recruit, and the way that you
manage them once they have come on board.

2. Design valuable volunteer opportunities

By designing valuable volunteer assignments you provide volunteers with challenge and motivation
for continued success. Lay out the responsibilities of each job. Plan training and support programs to
facilitate volunteer learning and development, and ensure that volunteers are aware of the goals and
outcome objectives for their involvement.

3. Recruit carefully
When you've designed your volunteer opportunities, target the appropriate audiences to recruit those
who are truly interested in the project. Understand the characteristics of your existing team, and
recruit volunteers to mirror this team. Be honest about the workload and time commitment involved
in the project. Above all, ask for help but don't plead - you want volunteers who want to be there.

4. Screen, interview and place cautiously

Screening and interviewing potential volunteers facilitates their commitment to the organization or to
the project at hand. It shows potential volunteers that you take both the project and their time
seriously. Screening also gives you an opportunity to match qualifications and skills with your needs
and the needs of your volunteers. An interview is also the best time to define availability and
schedule activities that fit both the organization and volunteers.

5. Bring them on board with training

Comprehensive orientation and volunteer training programs give volunteers a feeling of belonging
and status. It shows that your organization values them enough to make an investment in them and,
again, helps to reinforce their commitment to the cause. Orientation also helps set the tone of the
work area and allows volunteers to adapt more easily to the organization's surroundings.

As part of the volunteer training sessions, you should provide a general orientation to the
organization, including a discussion of its mission and philosophy. Outline the organizational
framework, and any codes of conduct that are enforced. Offer any project-specific training that is
necessary to develop needed skills, and don't forget to tour the work area and point out the
sometimes-not-so-obvious features like washrooms and water fountains.
6. Recognize. Recognize. Recognize.
Recognition programs show that your organization values volunteer support. They also provide a
motivation for continuing commitment from your volunteers. Recognition should be both formal and
informal, with events supported by the organization, as well as personal notes and communication.
Don't forget to recognize volunteers publicly when newspaper or other media opportunities arise or
when it's time to write the annual report again.

7. Follow-up effectively
A final element of a successful volunteer program is continual follow-up and evaluation. Effective
follow-up provides feedback to volunteers and staff and opportunities to improve service to both.
With a careful plan, and continual volunteer communication and training, it should be easy to
evaluate your success and improve your program with time.
Module 8: Effective Involvement of
Volunteers
In 2009, the estimated dollar value of volunteer time was $20.85 per hour.(1) However,
beyond this quantifiable figure, volunteers also bring intangible benefits to the host
organization such as community support and an improved public image. (2) Non-
governmental organizations (NGOs) and the public sector consistently recognize volunteers as
a crucial human resource. Effective volunteer programs can create mutually beneficial
relationships between the volunteers, the paid staff, and the host organization. Conversely,
poorly designed models or improperly implemented programs can lead to divisive rifts. Before
delving into effective volunteer involvement, let’s confront some common misunderstandings.

Myths Surrounding Volunteers (3)

 Volunteers are “free”. The host organization does not incur monetary costs: False
Volunteers are not “free”; necessary resources need to be allocated to the
volunteering program to fulfill its function, including financial support (for
recruitment and incurred expenses) and human support (for orientation and continual
training).

 Volunteers cannot be laid-off and, to an extreme, cannot be disciplined: False

Volunteers should be subject to regulations (formalized in program guidelines) and can
be disciplined, similarly to that of paid staff. The corollary is that volunteers should
also be afforded rights and privileges.

 Volunteers can perform any assigned tasks: False

Not every volunteer is suited for every position; mal-fitted jobs with mismatched
qualifications or inappropriate time commitments can not only waste the time of the
volunteer and organization but may also result in the tarnishing of an organization’s
reputation.

 Unpaid work is unimportant: False

Program executives must not mistake unpaid work as unimportant, lest they fall
prey to the ineffective utilization of the entire spectrum of organizational human
power.
By clearing up the misconceptions above, volunteer programs can develop good practices and
benefit from the establishment of the volunteer-agency relationship.

Who are Volunteers?

Volunteers are commonly considered as “unpaid help provided in an organized manner to

parties to whom the worker has no obligations.”(4) A person’s decision to become a
volunteer should be freely chosen and not coerced. No repayment is expected for volunteers
with the exception of, perhaps, small reimbursements/stipends for traveling expenses or
living costs. Volunteers generally work within a formal program with an overarching mission
that subdivides into goals, plans, job positions, and tasks. The intended beneficiaries of a
volunteer’s efforts should be strangers, not friends or relatives. (5)

Factors Affecting Productive Volunteer Placements

Three variables have been cited as determinants of job performance: motivation, ability, and
opportunity.(6) In 1976, Richard Hackman and Greg Oldham(7) proposed a model with five
job characteristics to produce high quality work and high personal satisfaction:

 Skill variety: Utilizing different skills and talents to complete the job (e.g., analytical
skills, motor skills, interpersonal interaction)
 Task identity: “Owning” the task and seeing oneself as important to the outcome;
the most “wholesome” condition is when a person completes a job from start to
finish and has clear results
 Task significance: The task directly or indirectly impacts the lives of others or the
organization
 Autonomy: Carrying out the work freely and independently; formal instructions from
superiors and step-by-step manuals can detract from this autonomy
 Feedback: Obtaining clear and direct information on the effectiveness of one’s effort
and performance; the organization may extend this to involve recognition and
rewards

These characteristics are predicted to funnel into a person’s experienced meaningfulness of

the work and their sense of personal responsibility for the outcome. In addition, others have
proposed that contextual work elements such as supervisory styles and peer interaction can
influence job performance.(8)
Types of Volunteering Work

One way to categorize volunteers is by their duration of commitment. Periodic (episodic)

volunteers serve on a routine basis over an extended period of time.(9) There are also one-
time placements that are short-term, which often require less intensive recruitment
processes. Another way to classify volunteers is by the type of work that they do. In the
Jossey-Bass Handbook of Nonprofit Leadership and Management (2005), three types of
volunteer work are highlighted:

 Accessing hard-to-reach populations: Volunteers can engage in outreach activities to

connect with populations that other organizational channels might find difficult to
reach. For example, in an area where multiple languages are prevalent, older
generations and younger generations often exhibit a dichotomy in language dominance,
such as fluency in Spanish as opposed to English. Second-generation youths can act as
a bridge between this language divide. Students could take active roles in their
community by serving as translators in schools, hospitals, or public events.(10)
 Fundraising: Volunteers can be excellent fundraisers because the public often views
them as neutral participants who do not directly benefit financially from
donations.(11) In addition, volunteers are often regarded as citizens representing both
the community and the host organization, in contrast to paid staff, who are viewed
as reliant on the organization’s financial success. Potential donors perceive volunteer-
led fundraising efforts more as peer-to-peer requests than solicitations for
money. (12)
 Utilization of skills, knowledge, and expertise: Volunteers can offer substantial
intangible wealth. Non-profit organizations may call on highly-trained, professional
skills from computer programmers, web developers, accountants, law practitioners,
and more for their expertise.

Research on successful volunteering programs has shown that the first step is to establish
the rationale behind the installation of unpaid positions. Determining why volunteers are
needed (organizational requirements and gaps) and why citizens should donate their time
(motivations of volunteers) should seed a volunteering program/position before its final
implementation.

Incentives for Volunteering

By definition, volunteering does not result in a direct, tangible financial remuneration.

Volunteers can still reap benefits in the form of improved social status (reputation) and
social opportunities (networking)(13). Other volunteers give their time because of religious
obligations, a family history of volunteerism, a communal spirit, personal gains, or “just for
fun”. (14) In light of this diversity, how does one choose which organization to volunteer
with? Generally speaking, most often a volunteer resonates with a particular group’s mission
and cause. (15) In a survey conducted with volunteer fundraisers in the non-profit sector,
the following were stated in order of importance as the top five reasons for the volunteer’s
commitment: belief in the organization’s mission, recognition and appreciation, personal
relationships with staff, support from staff, and the belief that they are making positive
change. Keeping these findings in mind can aid recruitment efforts (marketing and
selection), program structure (supervisory roles and recognition systems), and the crafting
of individual positions.

Best Practices in Volunteering Programs

What is the correlation between the best practices in volunteer program design and
administration and the benefits realized from volunteer involvement?

Designated Management: To have a recognized management party - often designated as the

“director”, “manager”, or “coordinator” - serves to instill a mediator between the
organization executives, employees, and the volunteers.(16) On one hand, this helps the
volunteer program gain formal recognition and high level support; on the other, this
designates someone to manage and assist volunteers in this well-defined segment of work.

Written Policies: Clear policies serve as “psychological contracts” between the volunteers and
the host organization. This agreement reduces volunteer withdrawal and turnover.
Contracts, orientation handbooks, and training manuals are forms of tangible information
packets that formalize the volunteer-organization relationship. From the management end,
it holds the organization accountable for providing adequate volunteer support, such as clear
job descriptions, trainings and staff mentors. These can also facilitate the task of volunteer
management and help develop a consistent pattern of volunteer involvement. Explicit
guidelines should govern the volunteer program to “allay any apprehensions of employees and
volunteers alike regarding the involvement of lay citizens and the rights and responsibilities
of each party.”(17)

Job Descriptions: Specifications for volunteer positions, along with written volunteer
program guidelines, serve to clarify and differentiate what the unpaid worker is and isn’t
expected to do.(18) Well-defined job descriptions aid targeted recruitment campaigns and
effective applicant screening. From the applicants’ perspective, it gives them a realistic
expectation of what the position entails. With that in mind, job descriptions should include
the title, responsibilities, benefits, qualifications, and commitment (frequency and
duration). Volunteer managers should note a potential volunteer’s extrinsic motivation
(tangible external rewards such as gifts and awards) and intrinsic motivation (inherent,
autonomous desires such as to help the less fortunate). Nondescript postings may result in
volunteers feeling dissatisfied and worse yet, may lead to discontinuation of
involvement.(19)

Volunteer Support: Ranging from orientation and in-service training, to follow-up assessment
and post-volunteer feedback, volunteer support follows through from the initiation to the
maturation of volunteers. Regardless of the assignment, it is crucial for newcomers to
receive an orientation to introduce the organization’s culture and operation.(20) Basic
training may be provided to equip new volunteers with relevant skills, knowledge, and job-
related know-how.(21) Once the volunteer settles down and is comfortable in performing
the assigned tasks, further development and advancement can be sought. Whether it’s
participation in upgrade trainings, scheduled classes, or shadowing specialized workers,
opportunities for progression in the organization should be available and accessible. By
overseeing the growth of volunteers within the organization, boredom and burnout can be
prevented and attrition rates can be kept in check.

Advanced Roles for Mature Volunteers: One way to achieve the dual objectives of providing
support for new volunteers and stimulating senior volunteers is by the establishment of
volunteering administrative and leadership roles.(22) Experienced volunteers can lead
projects, run orientation sessions, coordinate activities, and serve as mentors for newcomers.
Not only does this form of added responsibility show volunteers that they are trusted and
their experience is valued, but it also creates a closed-loop, self-sustaining volunteer-driven
program.

Recognition and Appreciation: It is important for volunteers to feel that their efforts,
unique talents, and personalities are making a difference.(23) One inexpensive way to
recognize a volunteer’s work is through the distribution of volunteer newsletters.(24) By
receiving updates on exclusive events, job listings, and announcements (such as organizational
changes), volunteers can feel that they are important in the organization’s fabric resulting
in further commitment.

Evaluation and Reflection: Feedback on the service experience should come from the clients,
fellow staff/volunteers, and program leaders. (25) The primary purpose of this is not to
“judge” the volunteers or their performances but to evaluate what has been achieved and
what still needs to be done (or changed).(26) Formal records of contribution, such as logs
for volunteering hours, may be helpful to be used as metrics for evaluations. As well,
journals and annual reports written by the volunteers may serve as vehicles for documenting
personal growth and goal attainment.
 The Seven Deadly Sins of Recruiting Volunteers
by Thomas W. McKee

The scene: Tuesday night at our monthly membership meeting. A frantic staff
member stands before the group of about 300 members and says, "If we don't get
any volunteers for this program, we will assume that you aren't interested, and we'll
just cancel it."

Some over-worked members feel guilty and raise their hands. Others groan and say,
"The trouble with our organization is that no one wants to get involved." Others say,
under their breath, "Good, it's about time we cancel some of our activities."

Sound familiar? We've all seen it happen. Well, if you are going to mess up in your
volunteer program, you might as well mess up bad. By committing one of the
following seven sins, you not only chase members away, but you burn them out.

Sin One: Expect Announcements to Get Volunteers

We needed people in our organization to volunteer for a short-term project. I made
the announcement, wrote articles in our newsletter, had people who had been
involved give a five-minute plug in several monthly meetings, and did a special
mailing demonstrating the benefits for being a part of this special team.

The results were very disappointing. What was wrong? What had I done wrong? I
thought that the challenge would motivate leaders to get involved.

I went to lunch with a person who was a mover and shaker and asked him, "Why
didn't you volunteer for this project? I could see your name on it all the way." I'll
never forget his response. Bill said, "If you wanted me, why didn't you ask? I'd be
happy to work with you on this project, but I would never volunteer."

I learned an important lesson 20 years ago that I have not forgotten. Many people
will never volunteer. Why aren't people volunteering? Because people want to be
asked.
Sin Two: Go It Alone
One of the most effective recruiters I knew was my father. He was an Eagle Scout as
a teenager. When he and Mom were first married, he was a volunteer scout leader.
As I was growing up, he was always active in volunteer organizations. To meet the
demands of active recruiting, Dad established a recruiting task force from the
organization in which he was recruiting. His team would meet once a month with a
list of vacancies. With organization directories open, they would brainstorm possible
people who could fill these positions.

Partnering is another effective way to recruit volunteers. Loaves and Fishes is a

successful agency in Sacramento that feeds the homeless. They run the Mustard
Seed School for the children of homeless families. This organization uses volunteers
each day to take care of the meals and school. How do they get this many
volunteers? They partner with local organizations—mostly churches.

Sin Three: Recruit Life-time Individuals—Not Short-term Project Teams

Mary was asked to be on the strategic planning task force for her association. She
was told that the strategic planning committee would meet for a full day for training
and development of strategy. She would then have six months to work on the
strategic plan and then her job would be done. Mary not only said yes, but she
volunteered to work with the implementation committee of the strategic planning
committee—which was another two-year commitment.

Recruiting teams rather than individuals is particularly effective with younger

volunteers. Many people are afraid of getting tied into a job for a lifetime and never
being able to get out of it. They get burned out and then quit the organization as a
way to quit their volunteer role. I accomplish three objectives when I put together a
short-term project team of new volunteers with a model leader:

Objective one: Volunteers are more willing to say yes to a short-term commitment
with an end-date in sight.
Objective two: Volunteers have the opportunity to catch the vision of the
organization because they were working with a passionate leader.
Objective three: Leaders became mentors for future passion driven teams. We were
always looking for new leadership.

Sin Four: Assume That "No" Means "Never"

Timing is everything. When we get the courage to recruit someone and then they say
"no," we often feel rejection. I needed someone to be the head of our strategic
planning committee and I felt that Bob was the perfect person. But when I asked
him, he declined. He explained to me about a former business partner who was suing
him, a teenage son who was giving him problems, and his Mercedes that was leaking
oil (poor guy). He just couldn't see doing justice to the position. I asked Bob three
years later and he was excited to fill the position.

Sometimes the "no" means, "not now." Sometimes it means that the prospect
volunteer feels that he/she would rather do something else. When the answer is
"no," I often ask if there are any positions in our organization that they would love to
do, but were never asked.

Sin Five: Fall Into the BIC Trap

We often fall into the trap of following the BIC syndrome. Because we are in
desperate need for a volunteer and need them quickly, we plead our case to anyone
who "fogs a mirror" and at the last minute I get someone to be a "Butt In the Chair."
Most times the chair is better empty than filled with the wrong person who does
nothing or is high maintenance.

Sin Six: Be People Driven Rather Than Position Driven

Another variation of the "Butt In the Chair" method is just to say, "Please come and
be a part of our group. We have a great time and we need your expertise." But we
don't tell the prospect what we want them to do.

Joan was recruited by an after-school teen center in the inner city. She loved to do
behind-the-scenes work and pictured herself scrubbing floors, painting walls and
stuffing envelopes. But she was placed on the finance committee at the first meeting
and was asked to go out and raise money. Although she had a passion for the cause,
she was overwhelmed, disappointed and quit.

When I look at the volunteer team I think—"position." I ask, "What positions do I

need to accomplish our mission?" "What do I want the team members to do?" And
then I look for people who can fill those positions.

Sin Seven: Give the Position the Wrong Job Title

What's in a name? Plenty. We are calling our professional staff by the wrong name, and it is sending the
wrong message to our staff, especially when we hire them. They come to the job with the wrong
credentials and the wrong expectations. By the names we use for our non-profit professional staff, we
are telling them that volunteer administration is not their primary job—which it really is. We are
recruiting professional staff, but not professional volunteer administrators. I see this in almost every
non-profit organization. For example, most environmental association professional staff are Ph.D.
biologists who are passionate about the environment. They look at themselves as environmental
professionals who want to get involved in restoring wetlands. But they have to spend most of their time
recruiting, motivating and training volunteers to raise money for wetland restoration. Graduate schools
don't train biologists to be volunteer managers. Perhaps their sub-title should be "Manager for
Environmental Services Volunteers."