Volunteers: how to get them, how to keep them, how to treat them - and why

Everyone must feel that he or she is a winner by having provided a valuable contribution

Volunteers play an integral role in many areas of the leisure service profession by providing both labor and experience, a substantial economic benefit. With today's shrinking budgets and subsidies, the careful cultivation of a volunteer workforce is crucial. For many of us, planned projects or events could not be executed without the work, knowledge and time donated by volunteers.

By using the full potential of a volunteer workforce, you can expand your services; bring about closer ties with your community; increase your organization's opportunities; and provide an enormous amount of manpower. However, acquiring and using volunteers takes solid organization and planning. Remember that volunteers give their time and talents by choice. The trick is to make them chose your organization as the recipient.

In order to attract volunteers, you must plan appropriately. This allows you to determine essential volunteer information such as: what type of volunteers you need, how many you need, how long you will need them, where they will be placed, and the exact duties that you will need to assign them. Plan on taking a substantial amount of time to coordinate volunteer hours and train them properly.

Organizations that use volunteer labor can be held responsible not only for their volunteers' actions, but also any injuries suffered by these volunteers. Once you get a clear picture of what your volunteers will be doing, you can begin recruiting them, defining the exact roles they will play and creating needed protective measures.

Acquiring Volunteers

Asking someone for help is often viewed as a compliment. It is flattering to be told that your abilities are in demand. Most people enjoy helping, particularly when they know that their labor and knowledge are genuinely needed and will be used effectively to complete an important project. How you propose to retain your volunteer workforce helps in its acquisition. If you require expertise in a certain area, begin your search at the places where this expertise can be found. A more general search can be utilized with broader strokes:

Advertising

Whether by word-of-mouth or in print, advertising is about the only way to convey the need for volunteers. Stick to the locations where you want to target your volunteer workforce considering the following demographic markers: education, sex, maturity, and skills experience etc.

* Meetings (employee groups, committees, community groups, clubs...)

* Notice Boards (at work, post of offices, places of worship, community halls, markets, schools...)

* Newspapers/Magazines (newsletters, trade journals, booklets, pamphlets, circulars...)

* Television/Radio (Stations often make public service announcements or announce community events and projects. Be sure to provide a professional plan of your project and your volunteer specifications.)

Community Groups

* Religious groups (Every Church, Mosque or Synagogue contains those who are seeking to fulfill a need for becoming involved in some type of community work.)

* Boy Scouts/Girl Scouts (Children may not have much experience but, there is plenty they can do.)

* Clubs/Organizations (Search the phone book for specific groups. Quite often they are looking for activities to become involved with or ways to help which utilize their areas of expertise.)

* Schools/Colleges/Universities (Contact lecturers, teachers or campus groups to help spread the word. Remind them that volunteering and subsequent experience gained will enhance any c.v.)

* Individuals Friends, relatives and employees (But remember, you probably want to keep them as such.) Parents/ Children (One usually involves the other.) Ask around for those who might be interested, including those who have taken part before.

Convincing People to Volunteer

Do not forget to fully discuss why you need volunteers and what you hope to accomplish. You may even be able to turn your request into their idea. Focus on the good things that will come about when the project is over. Ensure that the work is necessary. Do not wear out your welcome and do not force the issue. Interview and select your volunteers carefully.

Just because volunteers are "free" does not mean you won't incur expenses finding and retaining them. Treat the filling of volunteer positions as you would any job vacancy. Develop a reputation for treating your volunteers well. Common motivators include: throwing them a party when the work has been completed or offering prizes for the group and/or individual who donates the most work-hours. Keep in mind that everyone must feel that he or she is a winner by having provided a valuable contribution. Let the community or volunteers know how they will benefit from the work and give full credit to all concerned.

Keeping Volunteers

Sharing and distributing information is the first step to keeping volunteers motivated and involved. An active, thorough orientation is mandatory. Make sure that all volunteers understand the project, its background, why it is being done that way, and their role within the project. To avoid confusion and hurt feelings, limit the number of project workers with authority and avoid excessive bossing around of volunteers by paid employees. It is much easier to retain volunteers than it is to find them.

To further understand how to keep volunteers, it is vital to know their motivation for volunteering in the first place. Since money is not involved, the motivation to freely give their precious time must be very strong. Combating loneliness, using the most of free time, a stepping stone to further self-interests, support of the cause, or just wishing to help are all valid reasons. It is up to you to politely discover the reasons why they chose your organization and to fulfill their needs as volunteers.

Satisfying these prerequisites will keep your volunteers coming back, often bringing new recruits with them. This is what can ultimately separate your group from the many others that search for free help. Recognizing and satisfying volunteer needs is the key to acquiring and keeping them.

Even the most resolute Samaritan likes to be thanked; most of us would like a bit more than that. Be sure to distribute thank-you letters, certificates of appreciation or small plaques or gifts at an awards ceremony. Some inexpensive options include coupons or vouchers for free meals, products, services, and discounts from a variety of local businesses. Make sure that everyone involved receives something. The least expensive recognition--and the most often forgotten--is the sincere acknowledgment of an individual's work. Acknowledging and rewarding individual accomplishments are powerful incentives in motivation and retention.

Volunteering is not always intrinsically driven. While attending university many years ago, I wanted to join a local health club, but could not afford a membership. I introduced myself to the owner and offered to work for him every Saturday in exchange for a membership. It took some persistence, but he eventually agreed.

Several months later I asked him why his business was not open on Sundays. "I can't afford it," was the reply. (The truth was that he probably could not afford to be closed because most members had their Sundays free to enjoy and use the facilities.) "You know," I offered, "this university has more than 20,000 students, most of whom need to perform internships with local businesses as part of their class requirements."

Within two months, the health club opened seven days a week with expanded hours. Most of this was due to the staggered schedules of new student "volunteers" who needed to complete scholastic requirements for graduation. Volunteer suggestions greatly contributed to the club's success. Both sides ended up happy, both sides got what they needed.

Twelve years later I still have the thank you card the club's owner gave me; something he never gave anyone else. I did not make any money during the two years there but, I still carry with me the friendships, experiences and the confidence I gained. Because the owner listened to me and followed through with my idea, I kept volunteering long after I needed to.

Having your ideas recognized and implemented is worth more than thank yous or certificates. Do this with your volunteers and they will come back.

How to treat Volunteers

Volunteers are not second-rate employees. They must be treated with kindness and gratitude. Not only do they deserve it, but chances are they don't need you as much as you need them. Like most of us, volunteers often have other commitments--jobs, families and friends--and their time is a precious commodity. Be sure that you use it wisely.

Treat volunteers with understanding and flexibility. Do not angrily insist on their punctuality, instead let them want to be reliable by letting them know how important their work is and how much is dependent on it. (You should be doing all of this already with your employees, but that is another story) Do not be afraid to delegate responsibility. Responsibility and trust are high motivators.

By developing and using common sense guidelines and management practices, the majority of problems that are sometimes associated with managing volunteers--short-term commitments, high turnover, potential liabilities, poor work--will be eliminated. A properly managed group of volunteers provided with clear cut goals, instructions and training present a veritable treasure for project planners. Pay volunteers with that which they seek, and you and your projects will be rewarded immeasurably.

COPYRIGHT 1996 National Recreation and Park Association
COPYRIGHT 2004 Gale Group