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Social media and volunteer management

Paddaniels — Sat, 31 Jul 2010 16:49:33 GMT

Summary:

Here are a collection of postings and articles that look at how social media can be used in volunteer management:

==External links==

Jamie Thomas' was running training on this (not sure if there's any more training):
[http://www.i-volunteer.org.uk/jamiet/need-help-using-social-media-checkraining-in-london-2nd-june/]

There are some groups organising social media surgeries- not sure if there are any near you:
[http://www.socialmediasurgery.com/]

This posting from a social media sceptic is interesting- different perspective:
[http://www.i-volunteer.org.uk/volunteercentresouthderbyshire/confessions-of-a-former-social-media-sceptic/]

Blog post from me about comparisons between media industry and volunteer managers using social media:
[http://jocote.org/2010/03/case-study-social-media-and-how-its-affected-newspapers/]

Lessons from volunteer management with Twitter:
[http://www.i-volunteer.org.uk/paddaniels/lessons-for-volunteer-engagement-plymouth-twestival/]

Twitter for Volunteer Managers:
[http://wiki.volunteermanagers.org.uk/index.php?title=Twitter_for_Volunteer_Managers]

Using Facebook to communicate with volunteers
[http://www.slideshare.net/paddaniels/using-facebook-to-communicate-to-volunteers]

General stuff: volunteering and social
[http://www.improvingsupport.org.uk/resources_by_topic/marketing_and_communications/uploaded_resources/news/mc_280510_social.aspx]

Brighton and Hove Volunteer Centre - Social Networking Guide/Toolkit
[http://www.redfoundation.org/assets/doc/SNS%2520-%2520Toolkit.pdf]

Mapping UK Volunteering Landscape

Paddaniels — Sat, 12 Dec 2009 10:32:59 GMT

Summary:

At AVM we're looking at mapping the UK volunteering landscape:
[[Image:Uk vol landscape.png]]

This diagram has been drawn up by Lottie Morrell and Steve Gee at Cancer Research with input from different AVM members. It would be great to get comments from people about this how in might be adapted or clarified.

Mapping giving activities

Paddaniels — Fri, 13 Nov 2009 18:35:43 GMT

Summary: /* Volunteering activities */

Let's look more closely at activities where the individual's intention is a balance of positively expressing their personal freedom and creating beneficial social impact. We can begin to understand how the human activities behind the 'giving' ecosystem are related and how they are distinct.

==Common thread behind giving activities==

Let's explore this philosophically by looking more closely at the intent behind such 'giving' activity. What's interesting is that a basic pattern emerges where participation activities predominate in the bottom left and volunteering in the top right.

Activities such as writing a letter to a newspaper, making a small donation or attending a public meeting, on the whole, are not primarily motivated either as an expression of personal freedom or as an attempt to bring about beneficial social impact due to their typical ad hoc nature and degree of personal commitment to the activity required.

However, activities that we can recognise as volunteering, where an individual freely makes a commitment and aligns with a cause, on the whole, are primarily motivated by a sense of personal freedom and the prospect of making some kind of beneficial social impact.

==Definitions==

* Participation is a type of giving activity where positive personal freedom and beneficial social impact are not the primary intention of the giver
* Volunteerism is a type of giving activity where positive personal freedom and beneficial social impact are the primary intention of the giver

* Professional amateur activity is a type of giving activity where positive personal freedom, and not social impact, is the primary intention of the giver
* Civic engagement is a type of giving activity where beneficial social impact, and not positive personal freedom, is the primary intention of the giver

==Diagram of the ecosystem of gift relationships==

[[Image:Giving activities.png]]

==List of giving activities==

===Participation activities===

* Attending public meeting
* Voting
* Take part in cultural activities as performer/exhibitor
* Helping to put on leisure activities
* Homework clubs

===Volunteering activities===

* Peer mentoring
* Counselling
* Advice work
* Conservation work
* Providing practical services to people
* Working with animals
*Advocacy support to people

===Civic Engagement activities===

* Specials (Police)
* Emergency services

===Professional Amateur activities===

* Open source developer
* Collaborative gamer
* Sports enthusiast

Crash course to involving volunteers

Paddaniels — Fri, 30 Oct 2009 14:53:05 GMT

Summary: /* Resources */

There are many different reasons to involve volunteers. These may vary depending on the nature of your project, service or organisation. Whatever they are, it is really important to articulate them as they will underpin your whole approach to successfully developing volunteering, including the strategies, policies and systems you'll decide to adopt.
Successful volunteering programmes clearly identify, at the outset, the reasons for involving volunteers in the project, service or organisation that will be hosting the volunteers.

==How can volunteers contribute?==

* Adding and extending value to what you provide to your service users, e.g. advice and guidance, information, cultural activities, etc
* Supporting or training your staff, volunteers or service users, e.g. coaching, mentoring , teaching, etc
* Extending and supporting your core work, e.g. finance, fundraising, campaigning, marketing, administration, research, legal work, etc

Here are some example reasons for involving volunteers:

* volunteers, in their diversity of age, experience, cultural background and their involvement within communities, can add to your understanding of and response to the needs of your service users
* volunteers can bring a different perspective to that of professional paid staff
* volunteers can become passionate advocates for your work, championing your cause and spreading your message to reach new supporters
* volunteers can extend the capacity, personal care and knowledge of your project, service or organisation

You can find case studies about the positive impact of volunteers here:

* http://www.volunteersweek.org.uk/The+faces+of+volunteering/The+faces+of+volunteering
* http://www.goldstar.org.uk/case_studies.html

Some organisations can be volunteer-led, where volunteers will carry out the majority of the service provision supported by other volunteers and/or paid staff. Even where there are no paid staff, volunteers still need to be managed properly.

==Managing Volunteers: Setting up==

Understand the role

It’s important to understand what the added value and additional impact that volunteers are going to bring to your project or service. Is it clear what volunteers will be asked to do? What might volunteers get from the experience? Draft a role description for the opportunity that explains what they'll do, who they'll be managed by, what they can expect and what is expected of them.

===Support needs analysis===

Volunteers will need different levels and different types of support depending on what the nature of their engagement is going to be. Is their role technically or emotionally challenging? What is the nature of their workload? Is it intense, frequent or continuous? How they're working will affect the kind of support they’ll need.

===What’s in it for the volunteer?===

As well as working out what you want from the volunteer, make sure you are clear what you can offer the volunteer. Is it training, experience, a sense of achievement or something else? Knowing what you can offer the volunteer can help you decide how best to recruit for the role, and guide you with selecting the right person.

===Budget===

You’ll need to budget for the costs that you’ll be likely to encounter. What budget do you have to reimburse volunteers for travel expenses, lunch expenses, etc? Are there going to be other associated costs?

===Legal and ethical considerations===

Legally, it’s important to understand the difference between an employee with a contract of employment, and a volunteer with an agreement that sets out what they and the organisation involving them can expect. Understanding this difference will help you manage issues such as reimbursement of expenses and any perks associated with the volunteering opportunity. Certain state benefits have rules around volunteering, and you’ll need to be aware of these to ensure your volunteer does not lose out. You’ll also need to consider health and safety, insurance cover and risk assessments as you develop your volunteering programme.

For more information: [http://www.volunteering.org.uk/resources/goodpracticebank/Information/ Good Practice Bank]

==Recruitment and selection==

===Putting your procedures in place for volunteer involvement===

Decide beforehand what happens when volunteer enquiries and applications arrive in your organisation. Who will respond? How will you explain the next step in the process to volunteers applying? What do you expect from the volunteers at this stage? Is everyone aware so if an enquiry ends up in a different department they don’t deny any knowledge of the opportunity?

===Publicising the role===

Where are you going to be advertising and getting the word out? Is there a particular section of the community that you’d particularly like to reach? What media and networks exist that you may be able to use?
http://wiki.volunteermanagers.org.uk/index.php?title=Volunteer_Recruitment

===Selection and confirmation in the role===

It is sensible to have some kind of selection process in place, which could involve telephone conversations or more formal interviews. You need to decide how best you should assess the suitability of a candidate for a particular role you’re offering.
Developing your selection processes to give volunteers the chance to find out more about what the volunteering involves, such as taster sessions or open information evenings. The key is to develop ways in which potential volunteers can get a flavour of what volunteering might be like, without feeling like they have to commit there and then. The better the initial information you offer, the more volunteers will know whether or not your opportunity is something that fits with their needs and expectations.

==Induction and training==

===Welcoming volunteers on board===

It’s vital that volunteers are properly welcomed into your organisation. Buddying up newer volunteers with more experienced volunteers and making sure there are people whose role is to welcome new volunteers might be one approach. On a practical front, it’s good practice to ensure all new volunteers are properly inducted into their role with your organisation. Volunteers are offering their talent, commitment and their time. They will be looking for reassurance from others that they’re making a difference and that their contribution is really appreciated.

===Training volunteers and introducing them to the role===

If you have a very open policy to recruitment and selection, it’s important to back it up by offering training and support that allows volunteers to acquire the skills they need to carry out the role, regardless of their skills and experience.

===Identifying ongoing sources of support and learning===

The skills your volunteers need may very well be common to all sorts of different roles in other organisations. Check first to see if there are other organisations training volunteers in similar skills as there may be support that already exists, such as online resources or training courses. You could see whether organisations offering similar volunteering opportunities on Do-it (http://www.do-it.org.uk) would be willing to collaborate on training. You may also want to discuss what training you local volunteer centre offers or is aware of. You can find your local volunteer centre here: [http://www.do-it.org.uk/wanttovolunteer/aboutvolunteering/vcfinder VC Finder].

Sources of [http://wiki.volunteermanagers.org.uk/index.php?title=Volunteer_management_training volunteer management training]

==Ongoing support==

===What are the support needs of your volunteers?===

You need to think ahead about what support needs your volunteers will have. It might be difficult to foresee all your volunteers' needs, so allow them to feedback to you about the support they need once they're volunteering. Ask others who’ve been through something comparable, or involve volunteers gradually to begin with and monitor what kinds of support needs arise.

===Types of support===

What types of support are you able to offer your volunteers? For example: technical help, emotional issues, networks of support, telephone or email support, face to face support, etc. It is worth developing a variety of methods of support which may be appropriate according to different volunteers' situations and circumstances.

===Growing your support network===

Sometimes it is beyond the volunteer manager’s capacity to provide all the support needed by their volunteers. It’s great practice to think through what other points of support are available. For example: are other members of staff more suitable for particular support needs? Are other more experienced volunteers able to support their peers? Are there external sources of support available such through arranging training or establishing mutual partnerships?

==Recognition and continuation==

===Showing appreciation and recognising your volunteers’ achievements===

It is really important to acknowledge the contribution made by volunteers in a suitable way. This could be something like a simple thank you card, a certificate, a reference letter, or an event such as an awards ceremony. Volunteers need to feel valued within your organisation, so involve them in activities you organise.

===Personal development opportunities and understanding the volunteer’s motivation and commitment===

Longer term, if you’d like your volunteers to stick around, consider what lies behind each volunteer's particular motivation to get involved. People volunteer for kinds of different reasons, so instead of guessing, why not ask them direct?

===Evaluation of impact: participation of volunteers in decision-making===

Evaluation is hard work and can sometimes get squeezed when push comes to shove. But longer term, evaluation is vital for organisations to embed collective knowledge and progress together. Understanding the impact that volunteers have had on your organisation can help you develop better practice in the future.

Evaluation doesn’t need to be difficult. For example, you could introduce a simple survey that you ask all volunteers to complete every quarter.

==FAQs==

===What is good practice in terms of reimbursing volunteers’ expenses?===

Volunteers are not paid to volunteer, but equally, should not be expected to pay to volunteer. It’s good practice to ensure that a volunteer has their out-of-pocket expenses reimbursed. Typical expenses incurred whilst volunteering can include: travel, subsistence, care costs of dependents, costs of volunteering from home and equipment costs.

===How many volunteers can a volunteer manager manage?===

It's not a question of there being an arbitrary limit to how many volunteers a volunteer manager can manage, but a question first of all of deciding how many volunteers are needed to achieve the objectives of the project/service in question.

Start by considering all the possible constraints, e.g. how many volunteer applications can you manage? How many volunteers can you train? How volunteers can you support? It will help if you can also include volunteer retention levels and volunteer turnover into your calculations.

===How can we effectively recruit the number of volunteers we need?===

Remember that when recruiting volunteers first impressions often count. Many potential volunteers can be put off by how you manage the first time they contact you, and the application process. You need to respond to all the applications or enquiries you receive as promptly as possible.

Potential volunteers might not call within office hours or email you when you're working. Let them know what to do in your phone message or in your out–of-office reply for emails. Make it easy for your applicants. Put together all the necessary documentation together in a pack that can be posted out, sent by email or downloaded from the web. You can find more information about using Do-it to help you recruit volunteers here: http://www.do-it.org.uk/partners/postingopportunities/whoshouldpostwhere.

Let potential volunteers get a closer look at what the volunteering involves without necessarily committing to volunteer. For example, organise one-off opportunities to drop by, taster sessions or preliminary information evenings.

If your opportunity is no longer available, withdraw it as soon as possible. If you've posted an opportunity on Do-it, make sure whoever originally posted it takes it offline.

===What should a volunteer policy include?===

Begin with some basic policy document that ensures that everyone in your organisation understands best practice in volunteer management. It's actually preferable to have a document that is brief and to the point, and gets read and disseminated, rather than long, extensive but untouched by everyone in the organisation.

You can find a great deal more information about how to write your volunteer policy and what to include from Volunteering England's Good Practice Bank: http://www.volunteering.org.uk/resources/information/faqs.htm

==Resources==

[http://www.volunteering.org.uk Volunteering England]
Volunteering England offers an array of services designed to help and support everyone who works with volunteers.

[http://www.volunteermanagers.org.uk Association of Volunteer Managers (AVM)]
It has been set up by and for people who manage volunteers. It has a volunteer management wiki with information and advice from members on volunteer management issues.

[http://groups.yahoo.com/group/UKVPMs UKVPMs] - UK Volunteer Programme Managers email group
Network of over 1,000 volunteer managers that facilitates peer support and up to date information.

[http://www.do-it.org.uk Do-it - Volunteering made easy]

Its national database of volunteering opportunities is not just useful for recruiting volunteers, it can also help you research how others publicise their opportunities.

[[Category:Good Practice]]
[[Category:Beginners]]

What volunteers can and can't do within organisations

Paddaniels — Fri, 30 Oct 2009 14:34:20 GMT

Summary: /* Dealing with enquiries */

==Getting started==

Here are some things to think about when deciding if a role is suitable for volunteers:

* If the volunteer left suddenly would it effect the organisation badly?
* What skills and experience would someone need to be able to carry out this role – is it likely that you’ll find someone with that level of skills and experience?
* How many hours would the volunteer have to work – is it likely that you’ll find someone who wants to give that much time?
* What would the volunteer gain from carrying out this role – would someone want to do this work for free?
* Are there any risks attached to this role – might the role be too risky for a volunteer?

None of them are absolute rules, its just about managing risk – if the success of your programme rests on recruiting and supporting a someone who is involved full time and has the exact qualifications necessary it's a lot harder to achieve success.

==What are the advantages of having clear volunteer roles?==

* Allows you to clearly identify where volunteers are needed so you can plan what resources you require
* Allows people to make an informed decision about whether the role is suitable for them
* Gives you selection criteria so you can select people who are appropriate for the role
* Means that staff and service users know exactly what the volunteer is meant to be doing
* Gives you a clear framework for supervision and dealing with problems
* Can always be adapted and changed to meet the needs of the volunteer and the organisation

==What is a suitable volunteer role?==

* If the volunteer left suddenly would it effect the organisation badly?
* What skills and experience would someone need to be able to carry out this role – is it likely that you’ll find someone with that level of skills and experience?
* How many hours would the volunteer have to work – is it likely that you’ll find someone who wants to give that much time?
* What would the volunteer gain from carrying out this role – would someone want to do this work for free?
* Are there any risks attached to this role – might the role be too risky for a volunteer?

==Things to think about when designing a role==

* Are there a clear list of tasks that the volunteer would be responsible for?
* What skills/experience would the volunteer need – are you sure these are ESSENTIAL
* Could the role be split up and carried out by more than one volunteer?
* When would the volunteer need to come in – do you have a minimum time commitment?

==Recruitment exercise==

* What are the potential benefits of this role for the volunteer?
* What sorts of people might be particularly interested in this role?
* Are there any other groups of people this organisation might be specifically interested in recruiting?
* Where could you advertise to reach these two sets of people?

==A good volunteer advert:==

* Hooks people by presenting the need for volunteers
* Describes how they can help
* Negates some of the reasons that they may come up with not to help
* Sells the position to them by describing how they will benefit from volunteering for you.

==Dealing with enquiries==

* Make sure that everyone in the organisation who might answer the phone knows what to do and who to pass the call on to.
* Avoid asking people to call back – take the caller’s contact number and get back to them.
* Potential volunteers won’t necessarily call within office hours - include instructions for people interested in volunteering in your answer phone message.
* If you say that you are going to call back, do!
* Have an information pack available to send to people
* Remember that at this stage you are still ‘selling’ volunteering in your organisation, if you make a bad impression people won’t want to work with you.

[[Category:Good Practice]]
[[Category:Beginners]]

Volunteer management training

Paddaniels — Wed, 07 Oct 2009 15:16:13 GMT

Summary: /* External links */

If you know of any volunteer management events and training, please add them below. It's great to have all events whether local, regional or national.

These details about volunteer management training are for guidance only - we recommend that the latest details about each event are verified at source.

==External links==

The following are great sources of new events and training around the sector:

* [http://www.mandbf.org.uk/no_cache/news/events/ Mentoring and Befriending Foundation events]
* [http://www.csv.org.uk/training/volunteer-management CSV Volunteer Management training]
* [http://www.volunteering.org.uk/WhatWeDo/Events/ Volunteering England - Events]
* [http://www.dsc.org.uk/Training/Humanresources Directory of Social Change - Training - (Volunteer Management comes under their Human Resources training)]
* [http://www.supportedvolunteering.org/events-overview.php Supported Volunteering (training and events in London)]
* [http://www.amtraining.co.uk AM Training]
* [http://www.volresource.org.uk/briefing/volunteer.htm#train VolResource - training for volunteer managers]
* [http://www.volunteering.org.uk/Resources/EVM/evm.htm EVM Volunteering England]
* [http://www.voscur.org/training Voscur Training events in Bristol]
* [http://www.thinking-people.co.uk/ Thinking People - provide training in volunteer management issues]
* [http://www.volunteermanagementtraining.co.uk/index.html New Volunteer Management Training website] (as of May 2008)
* [http://www.ladder4learning.org.uk/ladder-courses.php?search=keyword Ladder4Learning - volunteer management training]
* [http://www.ncvo-vol.org.uk/events/latest NCVO Events]

Social media: volunteering and participation

Paddaniels — Fri, 24 Jul 2009 09:45:07 GMT

Summary: /* Research */

I’m writing an article for e-Volunteerism that explores the issue of how volunteering is being redefined as more and more people use the web to engage with others to bring about social change.

In particular, I’m interested in charting the broad spectrum of ways in which people are engaging with social issues: from low level participation right through to more intense involvement similar to the traditional model of volunteering with an organisation now. I'd like to examine:

* what this means for organisations and volunteer managers and how they involve people to achieve social change
* how volunteer management practice needs to revised and adapted to include social media enabled opportunities for people to effect social change

The article will be submitted by 31st August. Published in e-Volunteerism in October (subscriber based periodical), and then freely available on the web by January 2010.

==Key point/s==

Working definition of volunteering should be broadened so that volunteer managers include and plan for volunteering roles that might traditionally have been seen as participation and inclusion

* Volunteer managers can then better leverage the volunteering power made possible through new social media tools and behaviours
* It will make volunteering opportunities more inclusive by recognising participation as a path into more intense engagement and volunteering roles
* Help raise awareness of good practice in volunteer management that is often equally applicable in the promotion of roles in civic engagement

==Focus of the article==

With the collaborative nature of a lot of web tools that have developed over the last few years, such as commenting, discussion, messaging and social networking, etc., the line has started to blur between the ways in which people engage with all sorts of projects and services which aim to effect social change. For example, it's increasingly difficult to define where the role of an active community member ends and an officially recruited and trained volunteer begins.

It's a broad spectrum that now covers community members who regularly comment and engage with other community members right through to volunteers who run and help administer the online community itself. Given the plethora of avenues (commenting, messaging, etc) to collaborate and participate that hard structure of service deliverers and service users is breaking up.

With the falling away of a lot of the more traditional obstacles to involvement (time, location, privacy, resources, etc), so active participation is becoming a more seamless experience.

===Does maintaining a distinction between volunteering and participation matter? Should our perception of what volunteering is broaden?===

Another change in the way people perceive volunteering and the not for profit sector in general is that causes and issues are coming to the fore, and the mechanism or root you take to engaging with the issue or cause you care about is not necessarily now the driver for why people get involved.

===In what ways will this change how volunteering is perceived once it becomes increasingly decoupled from a specific context, i.e. volunteering in a formal role with a traditionally constituted organisation?===

Good examples of this are the how groups come together around issues on social networking sites nowadays and it's not enough for big organisations to simply appeal for support without clearly identifying the cause or issue they are working to change. Twestival was a case in point where people came together around an issue not an organisation.

Developments on the web are taking this into account, such as web movements-dialogues like 4Change, Socialbrite and many, many others that put the issues before the mechanism for creating social change.

==Outline==

* Working definitions of volunteering: voluntary and impact - "volunteering is doing more than you have to - because you want to - in a cause you consider good" Ivan Scheier
* Volunteering not an end in itself - participation is there just to be counted (it's the taking part that counts) participation is often more easily measured?
* Worthiness - many actions for social change are not considered worthy by the main agents themselves. It might not be the primary motivated. Open source software development - many developers typically explain the reason why they more than they have to because "they were scratching their own itch" (because they want to). The doing good bit it not put at the forefront - when you're sponsored by a prominent not for profit/charity the doing good tends to be emphasised to a greater degree. How we label what is doing good is problematic. When people participate in work - 'doing good' tends not to be the primary motivating factor. Participation is very often about entering into reciprocal relationships with those around.
* What is worthy of our spare time
* Volunteering is what we do in our spare time that has a wider social benefit. Here's the traditional dilemma- if I do something motivated by self-interest, we're more reluctant to call this volunteering. However this question has always existed with volunteering: what volunteering do we do out of self-interest and what volunteering is based on the interests of others? What's different now with the advent of social media, is that we can act out of simple self-interest, yet done in a collaborative context we also contribution to a social project: Guardian's crowdsourcing experiment MP's expenses (exhibit A)
* Volunteers and participants vote with the feet - worthiness can be cyclical as the fact that people volunteer for a cause implies worthiness (people are working hard for this social change in their spare time) in numbers volunteering participation is seen to lend value/worthiness to a particular cause. It can be a virtuous circle
* Participation the Guardian's crowdsourcing tool on MPs expenses - micro volunteering - [http://urbantastic.com/about.html Urbantastic] - micro volunteering is becoming a catch all term for this merging of volunteering and participation. But it's not adequate as it comes with a specific agenda
* If the New York Times became a Foundation, would it then involve volunteer journalists? Community journalism - see Paul Bradshaw - Future of Journalism. Interesting debates around paying citizens for the contributions they make to online community journalism. See "[http://onlinejournalismblog.com/2009/07/20/the-future-of-journalism-will-journalists-be-paying-out-of-their-own-pockets/ Will journalists be paying out of their own pockets?]" - Karthika Swamy
* Top-down traditional systems/approach - collaborative participatory approach - the participant - democratic and social implications - Digital Britian report
* Online communities are merging roles that were traditionally more distinct, such as the role of service user and service provider
* Online communities enable participants to get involved in huge range of ways (observer, commenter, moderator, supporter, advisor, administrator)
* Traditionally volunteering has meant being sponsored by an organisation. Organisations have up to now been the prominent sponsors of volunteering, offering services from recruitment, marketing, training and personal support and development. Now organisations can play different roles - worry less about recruitment, marketing and giving their volunteering and meta meaning. Now volunteers increasingly are able to place their engagement in a broader context, and give their involvement a meaning that makes sense to them
* With social media, social groups/networks are increasingly easier to form
* Social networking is meaning that the role of the organisation is increasingly disintermediated (cause and call to action)
* User journey- participation as a pathway into volunteering - it doesn't matter blurring the line between participation and volunteering if it makes it more inclusive - [http://futureproof.olib.co.uk/2009/07/25/sacrifice-optional-and-about-other-people/comment-page-1/#comment-183 Hannah Wright - vInspired]
* Micro level volunteering - breaking up volunteering roles down to their component tasks or activities. Social media models of engagement point to breaking social action down and then building up the overall sense of the engagement - it's the individual that then makes sense of their engagement. Not down to the organisations to say whether something counts as volunteering or not
* Links with forms of civic engagement - compare and contrast roles that are seen traditionally as civic participation. Participation cuts across different sectors of the economy, where volunteering in it's traditional guise doesn't always sit comfortably, e.g. public sector, private sector, etc. [http://www.dmu.ac.uk/Images/Executive%20Summary%20-%20Influence%20through%20participation.%20A%20critical%20review%20of%20structures%20for%20youth%20engagement%20-%20Sept%2007_tcm6-33558.pdf Influence through participation]
* Role of professional amateurs -
* Government and how it promotes and value social capital as well as economic capital
* Digital participation is often equated to media literacy and enabling citizens to become digital consumers, rather than taking a broader look and thinking through the implications of the new reality of digital consumers/producers (another line that's blurring)
* St John's ambulance the training and service distinction. When are you providing a service to the organisation and so volunteering; and when are you receiving skills/learning/training and so just participating - volunteering = active; participation = passive
* Don Tapscott - Grown Up Digital - Making the world a better place at ground level - p.279

===Roles===

* Observer/lurker/reader/consumer of services/benficiary
* Engaged observer/member (associates themselves with the group) replies to posts/ writes comments/ proactively contacts the community/ responds to polls/surveys, consultations, solicitations of opinion
* Active member, feels degree of ownership of the community, reports abuse, fosters support, supports other users/members, helps introduce the newbies in the community, active and committed poster demonstrated over a period of time, helps to bring in new members
* Moderator helps to support those in need, helps to resolve conflicts between community members, proactively thinking about the future development of the community, understanding of how to implement rules of engagement, interested in spreading the word about the community
* Administrator role - often technical, strategic, full time commitiment, often not for a defined period of time, open-ended in nature, spokesperson,

===Research===

* [http://4change.memeshift.com/ 4Change]
* [http://futureproof.olib.co.uk/2009/07/25/sacrifice-optional-and-about-other-people/ Sacrifice, optional and about other people - Olly Benson - Futureproof]
* [http://citizensheep.com/blog/2009/06/26/digital-users-are-volunteers-as-well-as-consumers/ Digital users are volunteers as well as consumers]
* [http://www.context.org/ICLIB/IC37/Scheier.htm Guerrilla Goodness] via @robjackson74
* [http://www.mysociety.org/2009/05/29/what-the-government-doesnt-understand-about-the-internet-and-what-to-do-about-it/ What the Government doesn't understand about the internet - Tom Steinberg - MySociety]
* [http://www.youtube.com/user/UsNowFilm Us Now - documentary about social media and collaboration]
* [http://www.demos.co.uk/publications/proameconomy Pro-ams] Charles Leadbeater "Domain of creativity is expanding" "Bloggers don't want to be journalists" [http://www.youtube.com/watch?v=W7raJeMpyM0 The rise of the professional amateur] See also [http://www.youtube.com/watch?v=qiP79vYsfbo We think video]
* [http://www.newcq.org/pdfs/62/ncq%20gift%2062.pdf Gift relationships and their political economy: of volunteering, community involvement and creating a civil society]
* [http://www.opendemocracy.net/ourkingdom/2008/03/13/good-citizen-ix-cash-for-citizenship Good Citizen IX: Cash for citizenship!]
* [http://www.ted.com/talks/yochai_benkler_on_the_new_open_source_economics.html Talks Yochai Benkler on the new open-source economics]
* [http://peerconomy.org/wiki/Main_Page Peer Economy]
* [http://www.oecd.org/dataoecd/25/6/1825848.pdf Robert Putnam - Bowling Alone][http://www.reachwithme.com/lit/bowlingalone.pdf Another link]

==Comments==

Great post Michael. I'm really interested in your point here and use of the word 'volunteer' in the broadest sense. I think you've touched on something critical.

I actually think that the advent of the mass adoption of social media has meant that people are volunteering their time to effect social change in all sorts of new ways without ever imagining what they're doing is volunteering. Our way of looking at volunteering has not kept up with the changes brought about by social media. The still think of volunteering in the old fashioned sense of someone volunteering when they're taking on a formal role with a formally constituted organisation.

Just as old media journos are finding they're disintermediated by citizens on the scene with equipment necessary to document news as it happens, charities are finding the same. That is, people no longer need go through a big well-established, well-known charity to get involved in the promotion of a cause they believe in. They can now contribute by galvanising their own social networks online to back small groups and informal organisations that exist or even create their own.

Your point that the Digital Britain report fails to recognise social media's contribution to changing our attitude and methods to bringing about social change, is symptomatic of how the tech debate is all too often focussed on the tool itself, rather than putting the tool in the background and putting the social impact enabled by the tool front and centre.

Twitter for Volunteer Managers

Paddaniels — Tue, 07 Jul 2009 21:00:56 GMT

Summary: /* Volunteer managers on Twitter */

Yeh, yeh, everyone keeps going on about this website called Twitter. May be you went on there once or twice, read a bunch of people talking about random stuff and frankly really couldn't see what all the fuss is about. Yeh, what is all the fuss about?

One reason Twitter's creating a buzz is because it's created a simple platform, a kind of level playing field for communicating with the people around you. As a result you can extend your social network further than you might be able to otherwise. If you develop a network on Twitter you can find that it can provide a basis to those serendipitous meetings with others that in time become stronger richer professional and social relationships.

==What's in it for a volunteer manager?==

Good question. There are a number of ways in which Twitter can help you as a volunteer manager. Here's a list:

* Help you advertise volunteering opportunities
* Enable you to find volunteers who are looking for the kind of opportunities you can offer
* Keep you connected (reading, discussing and interacting) with other volunteer managers and other members of the voluntary sector and way beyond
* Allow you to track general conversation about specific issues in volunteering
* Post news updates about your project/s (automatically from a feed or manually in a more personal style)

To paraphrase Paul Bradshaw*:

* Imagine being able to text all your volunteers, colleagues and contacts in the sector
* Imagine being able to read the text messages of all your volunteers, colleagues and contacts in the sector
* Imagine being able to see what your volunteers, colleagues and contacts are thinking or linking to on the web
* Imagine being able to ask the people to help you right away

Paul Bradshaw, Senior Lecturer in Online Journalism, has done a really [http://www.slideshare.net/onlinejournalist/twitter-for-beginners-1012050?type=powerpoint good slideshow] 'beginners guide to Twitter'.

==Getting Started==

Twitter will be a lot more interesting and fun if you're able to find a community of people to follow and build a community of people who follow you. This is also one of the things that marks Twitter out from other social networks - you don't have to follow people who follow you and you can follow people who perhaps wouldn't follow you back in a hundred years. This makes Twitter distinctive, in fact it makes everybody's experience of Twitter distinctive.

<blockquote>"Turns out Twitter is not so much a broadcast medium, but a discussion channel. Indeed the secret of social media is that it's not about you, your product or your story. It's about how you can add value to the communities that happen to include you.

If you want to make a positive impact, forget about what you can get out of social media and start thinking about what you can contribute. Funnily enough, the more value you can create for the community, the more value it will create for you." - Tim O'Reilly and Sarah Milstein, [http://oreilly.com/catalog/9780596802813/ The Twitter Book]</blockquote>

===Check out these resources===

* A great place to start to get an overview of what Twitter is can be gotten from Tim Davies one pager on his [http://www.timdavies.org.uk/2009/02/27/explaining-twitter-in-one-page blog here]. Tim Davies, is an independent consultant and researcher from the UK, writing about young people's participation, social media and social change.

* Jamie Wyver, NCVO web editor, [http://www.ncvo-vol.org.uk/engage/index.asp?id=14610 offers advice] for voluntary sector workers on how to get the most out of Twitter.

* Try also this article called '[http://www.ictknowledgebase.org.uk/twitter To Twitter or not to Twitter?]' - There has been a lot of talk and publicity recently about Twitter and its uses. This article will look at how Twitter could be used by voluntary organisations and things to think about if you enter the world of Twitter. This is published by the [http://www.ictknowledgebase.org.uk/index.php?id=home ICT Knowledge base].

==Building your network==

===Be interesting===
: It's important to think about what your followers might find interesting, rather than just plugging your own stuff. Try to be personable, rather overly formal and dry.

===Be conversational===
: Reply to people who say things that you find interesting or that you'd like to discuss further.

===Follow relevant people===
** How do you find the relevant people? Finding and developing your network on Twitter is an investment in time both in terms of the effort involved and the way networks tend to grow - gradually and organically.
** You can kick start the process by checking how many of your email contacts are on Twitter. Next check out who people close to you (who are already Twitter) are following. Read these people's bios and check out their tweets and get a sense of whether they're talking about issues that interest you.
** Search for keywords or issues on [http://search.twitter.com Twitter Search]
** Try a trending tool on Twitter like [http://www.twitscoop.com/ Twitscoop.com]
** Search websites that you are interested in to see if they have a “Follow Us on Twitter” link.
** Ask those in your network to help spread the word about your Twitter account ;-)
** [http://www.google.co.uk/search?hl=en&q=intext%3A%22bio+*+volunteering%22+site%3Atwitter.com&btnG=Search&meta= Google Boolean search] for people on Twitter who've said they're interested in volunteering in their bio on Twitter

[[Image:Ncvotwitter.png |400px|left]]

[[Image:Avmtwitter.png|400px|right]]

==Posting volunteering opportunities==

[[Image:Jobsearch.png |300px|right|Twitter Job Search - a website for finding job opportunities on Twitter]]

A popular Twitter third party application like Twitter Jobsearch, has without design also become a destination for volunteering opportunities. Many of the job opportunities sucked up by the powerful filter for Twitter Jobsearch include volunteer opportunties posted typically by recruitment sites.

For example this [http://www.twitterjobsearch.com/search?q=volunteer+in+London&salary=unspecified&country=United+Kingdom particular search query] string often yields results with volunteering opportunities.

Try these search terms on Twitter Search and see what results it gets:

* [http://search.twitter.com/search?q=+volunteering+training+OR+support+near%3ALondon+within%3A1000mi Volunteering training OR support]
* [http://search.twitter.com/search?q=&ands=volunteer+recruitment&phrase=&ors=&nots=&tag=&lang=all&from=&to=&ref=&near=London&within=1000&units=mi&since=&until=&rpp=15 Volunteer recruitment]
* [http://search.twitter.com/search?q=&ands=love&phrase=&ors=volunteer+volunteering&nots=&tag=&lang=all&from=&to=&ref=&near=London&within=1000&units=mi&since=&until=&rpp=15 love volunteering or volunteer]

==Tracking and supporting volunteers==

[[Image:Aviary11.png|400px|left]]
[[Image:Search.png|400px|right]]

You can see from the two screen grabs above, that experiment with different [http://search.twitter.com search terms] on Twitter, you can find different users of Twitter who are looking for volunteering opportunities.

This basic search using terms like 'looking' and 'volunteer' OR 'volunteering' can yield great results, especially if used in combination with relevant key words or a Twitter #hashtag. For more on hashtags see below.

==Discussions and conversations==

[[Image:Tweets43.png|250px|right]]

An important, but often overlooked potential use for Twitter, particularly by light Twitter users is the possibility for communicating and discussing different issues with friends, colleagues and other contacts.

[[Image:Queenshopsquote.png|550px|left]]

You can contact multiple people publicly via the @ reply function, or alternatively you can contact individual Twitter users directly and privately via Direct Messaging.

This quote above started a chain reaction and an ongoing discussion about the merits or not of the programme Mary Queen of Shops. The discussion was particularly sparked by how volunteers were treated in the programme.

==Twitter tips==
[[Image:Avmfollowers.png|300px|right]]
# Authenticity - be personable, be yourself (not overly formally or generic) - avoid just plugging in [http://twitterfeed.com/ a feed] and leaving it at that, but at the same time don't over do the small talk
# Consider following everyone who follows you - people want followers, Twitter isn't email, don't feel guilty if you don't read every tweet in your stream! Heather Mansfield makes the point that nonprofits should really follow everyone who follows them as they're potential donors or volunteers.
# Use your favourites to highlight great content - it's useful to be able to hold on to tweets for later - but it also can act as a showcase to others
# Exploit your Twitter background - put it useful information - campaign messages
# If this is an organisation's Twitter account - put the names of the people behind it
# It's not all about you, it's about you adding value to your community
# Avoid over tweeting - @nonprofitorgs [http://twtpoll.com/r/fewajj poll] seems to suggest most people (83%) prefer 1-5 tweets a day. Other [http://blog.hubspot.com/blog/tabid/6307/bid/4594/Is-22-Tweets-Per-Day-the-Optimum.aspx research] tends to suggest that those who tweet more, have more followers. It's your call. Perhaps it's better to let your tweet quality threshold be the judge. If it's good content, it's good to tweet.

Thanks to Heather Mansfield's [http://nonprofits.change.org/blog/view/10_twitter_tips_for_nonprofit_organizations 10 Twitter Tips for nonprofit organisations] for inspiration amongst others

==Volunteer managers on Twitter==

Check out these lists

* http://twitter.com/paddaniels/volunteer-management
* http://twitter.com/timebank/volunteering
* http://twitter.com/Chris_Penberthy/volunteering

==Twitter Statistics - Keeping things in perspective==

# 72.5% of all users joining during the first five months of 2009.
# 85.3% of all Twitter users post less than one update/day
# 21% of users have never posted a Tweet
# 93.6% of users have less than 100 followers, while 92.4% follow less than 100 people.
# 5% of Twitter users account for 75% of all activity

Based on analyzing information disclosed on 11.5 million Twitters accounts - [http://www.sysomos.com/insidetwitter/ Sysomos Inc - June 2009]

See also: "Two-thirds of adults have never heard of twitter" - Sue Fidler [http://www.charitybuzz.net/2009/07/two-thirds-of-adults-have-never-heard.html Charity Buzz]

==External links==

* [http://hubpages.com/hub/Why-Use-Hash-Tags-On-Twitter Why use hashtags on Twitter]
* [http://www.youtube.com/watch?v=ddO9idmax0o Twitter in Plain English (in video)]
* [http://www.squidoo.com/twitterapps List of the best Twitter apps around - Squidoo]
* [http://www.oreillynet.com/pub/e/1327 Twitter Power Tips (video) - Sarah Milstein, Tim O'Reilly]
* [http://oceangrand.org/tweet-tweet-nonprofit/ How to Twitter for Nonprofits]
* [http://womensresourcecentre.blogspot.com/2009/02/brief-guide-to-twitter-for-womens.html A brief guide to Twitter for women's organisations]
* [http://www.ictchampions.org.uk/2009/06/what-is-new-media-and-web-20-what-can-i-use-it-for-video/ Social Media Master Class - Steve Bridger] - great overview of social media, including where Twitter fits into the mix
* [http://epeus.blogspot.com/2009/03/how-twitter-works-in-theory.html Theoretical explanation of Twitter - Kevin Marks]
* [http://www.youtube.com/watch?v=JRgS-Kmtr20 Why is Twitter Called a Threat to Google? - Laura Fitton]

Volunteer Ombudsman

Paddaniels — Fri, 24 Apr 2009 08:29:49 GMT

Summary: New page: Currently no there is no ombudsman position in the UK that covers volunteers. Over the last few months there has been an increasing amount of debate about the need for one. Third Sector ...

Currently no there is no ombudsman position in the UK that covers volunteers.

Over the last few months there has been an increasing amount of debate about the need for one.

Third Sector - [http://www.thirdsector.co.uk/news/Article/896412/case-volunteers-ombudsman-strong/ The case for volunteers ombudsman is strong]

Third Sector pointed to a debate in the House of Lords:

<blockquote>The House of Lords last week debated whether charity volunteers should enjoy the same equality rights as those in paid employment. Peers said the Government should give them access to an ombudsman to mediate in disputes with the charities they work for.

"Volunteers should be able to seek support and advice when they need it," said Baroness Thornton, a Labour peer, during the debate. "We are not convinced that seeking employment rights under equality legislation is the solution, but exploring the possibility of an ombudsman may be one."</blockquote>

Volunteer agreement

Paddaniels — Sun, 19 Apr 2009 20:33:44 GMT

Summary:

This agreement is binding in honour only. It is not intended to be a legally binding contract between us and may be cancelled at any time at the discretion of either party. Neither of us intends any employment relationship to be created either now or at any time in the future.

It simply highlights our commitment to provide a rewarding and productive volunteering experience of mutual benefit to both organisation and volunteer, and to clarify what reasonable expectations there are for both parties.

Our organisation agrees:

* To clearly define and agree a voluntary role within this organisation with you;
* To provide the induction, information and training you need in order to undertake that role with confidence;
* To provide support and supervision, to provide feedback on your performance and support your development in the role;
• To explain the standards we expect for our services and to encourage and support you to achieve and maintain them;
* To respect your skills and abilities and properly appreciate the contribution you are making to this organisation;
* To ensure that you are reimbursed for expenses, as agreed;
• To provide adequate training,feedback and guidance in support of our current health and safety policy and to undertake any necessary risk assessments. In addition you will provided any protective equipment needed and the necessary training to use it in the course of your volunteering activity.

• To provide you with adequate insurance cover whilst undertaking voluntary work approved and authorised by us.
* To provide an accessible problem solving procedure;
* To provide references, where requested, and support with job search skills where appropriate.

The volunteer agrees:

* To work within the ethos and guidelines of our organisation;
* To try to perform your volunteer role as agreed and to the best of your ability;
* To provide reasonable notice, where possible, if you are unable to undertake those duties for whatever reason;
* To adhere to the confidentiality, equality & diversity, general behaviour and health & safety policies and procedures of our organisation, in accordance with our volunteer policy.
•To draw our attention to any problems, concerns or worries you have about your volunteering or anything that you observe in the course of your volunteering;

Exit interview form

Paddaniels — Sun, 19 Apr 2009 20:27:58 GMT

Summary: New page: * Name of volunteer * Role title * Name of manager * Department * Name of exit interviewer * Date of exit interview * Last date of volunteering Has your experience as...

* Name of volunteer
* Role title
* Name of manager
* Department
* Name of exit interviewer
* Date of exit interview
* Last date of volunteering

Has your experience as a volunteer met your expectations? In what ways? What was different than you expected?

What has been enjoyable and satisfying in your volunteer role?

What have you learned whilst volunteering at our organisation? How will you use any skills learned in future volunteer or career opportunities?

What could have improved your experience as a volunteer?

Was there any extra responsibility you would have wanted? If so, what? How could the organisation have enabled you to make fuller use of your skills and potential?

Would you recommend our organisation as a place to volunteer to others? Why or why not?

Why are you finishing your volunteer role at our organisation?

Our organisation sends out an e-newsletter approximately once every 2 months to our volunteers with news about your fellow volunteers, our opportunities and latest news.

Would you like to receive this e-newsletter? o Yes o No

If yes, please provide your email address

Example Volunteer Policy

Paddaniels — Sun, 19 Apr 2009 12:16:57 GMT

Summary:

'''PLEASE NOTE: This is just an example and should not be used as a template. It is really important that you are careful to make sure that your volunteer policy meets your organisations/groups specific needs in term of volunteering development.'''

==Introduction==

The most valuable asset our organisation has is its people, including paid staff, volunteers, freelancers, students and trustees.

Our organisation is committed to developing policies, systems and behaviours that support the culture of high standards and expectations, where people are valued, respected and know they matter, where diversity is celebrated and oppression is challenged. Whilst we expect high standards and for people to work hard, we also aim to provide an enjoyable culture where being highly motivated also means having fun.

The organisation is committed to fair, clearly stated and supportive relationships between the organisation and its staff and volunteers. We aim to live our values, not only in the way we do our work, but also in the way we treat everyone who works for us.

==About our organisation==

''In this section you can add some basic information about your organisation''

===Why we work with volunteers===

Our organisation believes that volunteers can make a significant contribution to the work and objectives of the organisation. We also recognise that volunteering is an exchange. We value and benefit from the skills and knowledge that volunteers bring to the organisation. In return, we aim to ensure that volunteering with our organisation is a positive experience.

This policy aims to:

* Clarify the role of volunteering within the organisation that recognises the value of volunteers to the organisation
* Champion the development of volunteering within the organisation, based on the needs of volunteers, volunteer managers and others involved in volunteering
* Promote best practice and ensure a consistent approach to volunteer management across the organisation

<blockquote style="background: white; border: 1px solid rgb(153, 153, 153); padding: 1em;">Reasons to involve volunteers include:

# Increase the organisation's day to day capacity for work
# Help add contingency capacity to cope with peaks and troughs in the workload
# Volunteers are an excellent way of getting communicating the organisation's messages into the community
# In some circumstances, volunteers can be more credible than paid staff. As staff are paid to promote the organisation, a message can be a lot more powerful coming from a volunteer who is more independent
# Volunteer's can give an organisation access to new skills that they could not afford to employ
# Volunteer involvement can strengthen the legitimacy of a cause or campaign message
# Volunteers can keep an organisation in touch with grassroots feelings and perceptions.
# Volunteers can and should have the freedom to focus their time and energy on one specific task without distraction</blockquote>

===Principles===

This volunteer policy is underpinned by the following principles:

* Our organisation does not aim to introduce volunteers to replace paid staff, and are recognised as equal partners in achieving the aims of the organisation
* The selection process for volunteers avoids unfair discrimination and is welcoming to all prospective volunteers
* The selection procedure for volunteers follows guidelines for best practice by ensuring that all volunteers are subject to a systematic process of recruitment
* Volunteers are properly integrated into the organisational structure and mechanisms are in place for them to contribute to the organisation’s work
* Our organisation expects that staff at all levels will work positively with volunteers and, where appropriate, will actively seek to involve them in their work
* Volunteers are provided with a clear explanation of what is expected of them
* Volunteers are provided with the necessary training and support to carry out their assigned role and responsibilities. Our organisation recognises that volunteers require satisfying work and personal development and will seek to help volunteers meet these needs.

==Who is a volunteer?==

A volunteer is someone who does not receive financial compensation beyond the
reimbursement of expenses and who performs a task at the request of, or on behalf of,
our organisation.

The volunteer relationship is binding in honour, trust and mutual understanding. No
enforceable obligation, contractual or otherwise can be imposed on volunteers to attend.

==Scope of volunteering==

Over xx volunteers are involved in the organisation across the different areas of the organisation's activities.

Volunteers also provide professional advice and guidance at various levels within the
organisation.

==Types of Volunteers==

There are many ways in which volunteers can work with our organisation. Some will work with the organisation over a period of time and others on a one-off basis.

Example: role descriptions that illustrate both these

The nature of this relationship between the organisation and volunteer will determine the recruitment procedures and the amount of supervision they receive. Each role description includes details of minimum standards of for recruitment and supervision.

Another important difference in the type of volunteers is where the volunteers carry out their work.

* Office/offline volunteers – are based primarily at our organisation’s offices/place of work
* Remote/online volunteers – are based at a place other than our organisation's place of work (main office)

Our organisation understands that being understanding what type of volunteering a volunteer is involved, can help to better understand the specific needs both of volunteers and volunteer managers.

===Our organisation's responsibilities:===

* To match the needs of the organisation with the skills, knowledge, experience and
motivation of the volunteer
* To recognise that successful volunteer involvement incorporates the individual’s
motivations, aspirations and choices
* To ensure paid staff are trained to work with and support volunteers;
* To ensure volunteers receive appropriate training and support to help them deliver in their roles.
* To celebrate the success and achievement of volunteers and volunteering;
* To respect volunteers, listen and learn from what they have to say, consistently
encouraging two-way communication
* To make financial and other provisions in management plans for the needs of
volunteers, including that volunteers are reimbursed for expenses, as agreed;
* To foster a friendly and supportive atmosphere - aiming to make volunteering
fun
* To provide an accessible problem solving procedure and endeavour to resolve fairly any complaints or grievances;
* To provide references, where requested, and support with job search skills where appropriate.

===Our expectations of volunteers===

* To maintain and uphold the good name and reputation of the organisation
* To aim for high standards of efficiency, reliability and quality in all aspects of their
contribution
* To work within the ethos and guidelines of our organisation;
* To encourage two-way communication with other volunteers and paid staff, fostering a pleasant and friendly atmosphere
* To co-operate with paid members of staff, to listen and learn from what they have to say to achieve the aims of the organisation
* To provide reasonable notice, where possible, if the volunteer is unable to undertake those duties for whatever reason;
* To adhere to the confidentiality, equality and diversity, general behaviour and health & safety policies and procedures of our organisation, in accordance with our volunteer policy.

==Equality & Diversity==

Our organisation is firmly committed to diversity in all areas of our work. We believe that we have much to learn and profit from diverse cultures and perspectives, and that diversity will make our organisation more effective in meeting the needs of all our stakeholders.

We are committed to developing and maintaining an organisation in which differing ideas, abilities, backgrounds and needs are fostered and valued, and where those with diverse backgrounds and experiences are able to participate and contribute.

We will regularly evaluate and monitor our progress towards diversity.

==Recruitment==

Volunteers will be recruited using an equal opportunities approach and using a variety of different methods to make the broadest possible range of people aware of the volunteering opportunities offered by our organisation.

Our organisation recognises that it may be approached with offers of help from potential volunteers. In such cases a representative of our organisation will talk to the potential volunteer to discuss ways in which they may be able to help, and where possible and appropriate, an opportunity may be created.

The following are the broad steps involved in recruiting volunteers at our organisation:

===Step 1: Defining the role===

* A role description is defined, outlining responsibilities, terms of engagement and skills needed
* A clear management structure for recruiting for and supporting the role is agreed
* The creation of a new role must be signed off by a member of the Senior Management team and the organisation's Human Resources Manager

===Step 2: Publicising the role===

Once the role is defined, steps should be taken develop a plan to advertise the opportunity in an inclusive way.

===Step 3: Processing applications===

All prospective volunteers will need submit a formal application to volunteer with the organisation. This application will be processed carefully to find out what they would like to do, their skills, suitability and how best their potential might be realised.

===Step 4: Screening and reaching agreement===

Depending on the nature of the role, successful volunteers may need to provide a reference from a suitable person (excluding relatives) attesting to their character and suitability for the position.

Volunteers considered inappropriate for the role will be given feedback, and the opportunity to explore other options.

==Training and development==

New volunteers are made to feel welcome and will be provided with relevant information,
training and induction as appropriate to their role. Volunteers may wish to develop their skills whilst helping the organisation and where appropriate are encouraged to take on new roles and/or become further involved.

It is recommended that the progress and contribution of volunteers is discussed regularly
and this will provide the opportunity for each volunteer and the organisation to establish
whether the hours of involvement with the organisation should be adjusted.

It is the responsibility of the volunteer manager to introduce, orient, and integrate office volunteers to their new work situation.

An induction includes:

* The organisation’s vision, mission, structure chart and strategic plan to provide a context for the role
* Duties and responsibilities
* The standards of work, attendance, and conduct expected of the volunteer
* Workplace rules and procedures
* A copy of the volunteer handbook

==Supervision and support==

Prior to commencing their placement at our organisation each successful volunteer will be formally allocated to a particular employee who will manage and supervise the volunteer throughout the duration of their placement at. The volunteer manager will normally be the person with whom the volunteer is working, who can directly oversee their work.

For office volunteers, the volunteer manager’s responsibilities include ensuring that the volunteer receives the following:

* A planned induction at the organisation
* Regular supervision and support sessions
* Positive feedback on their contribution
* Adequate office accommodation and equipment where appropriate

For remote/online volunteers, the volunteer manager’s responsibilities include ensuring that the volunteer receives the following:

* Sufficient information about the organisation and its projects to undertake their volunteer role effectively
* Regular communication in order to supervise and support the volunteer
* Regular feedback on their contribution

==Participation==

Where a volunteer is based at our organisation on a day to day basis s/he will be invited to be involved in general staff activities, such as staff meetings.

All volunteers are encouraged to express their views about matters concerning our organisation and its work. Where possible, volunteers are consulted in decisions affecting their role or work.

==Expenses==

Our organisation will reimburse all reasonable expenses incurred by volunteers in relation to their work for us. Volunteers not wishing to claim their expenses may donate them back to the organisation.

Reasonable expense will normally include local travel costs and subsistence for office volunteers, and a contribution to telephone or internet costs (where an additional cost is incurred) for remote/online volunteers.

Office volunteers who spend more than four hours in the office on any one day can claim up to xx for lunch expenses. Other expenses may be met, providing they are agreed in advance with their manager and according to the organisation’s ability to pay.

All volunteers are required to itemise and submit expense claims on a simple, standard form.

Volunteers are entitled to receive out of pocket expenses, but may not receive payment for any reason.

==Insurance==

All volunteers are covered by our organisation’s insurance policy while they are on the premises or engaged in any work on our organisation’s behalf.

==Health and Safety==

Volunteers are covered by the organisation’s health and safety policy, a copy of which is in the volunteer handbook.

==Confidentiality==

Volunteers will be bound by the same requirements for confidentiality as paid staff. A copy of the confidentiality policy is in the volunteer handbook.

==Ending of Placement==

If volunteers wish to leave their role at the organisation at any time before the scheduled end of their placement, they should inform their manager (volunteer manager responsible for the volunteer), giving as much notice as possible.

When volunteers leave the organisation they will be offered an exit interview with their manager. Remote/online volunteers may conduct their exit interview by telephone or email as appropriate. A survey, which may be completed anonymously, is also available online through the organisation’s website.

References may also be provided upon request.

==General Behaviour==

Our organisation welcomes and encourages volunteers and expects staff members to treat volunteers with the same respect they would afford other members of staff. In turn, volunteers are expected to adhere to the same rules of general behaviour as staff members.

Volunteers are expected to:

* Perform personal duties with skill, care and diligence
* Perform their duties professionally, and not physically assault or insult, threaten or malign colleagues or behave in such a way that brings the organisation into disrepute
* Observe our organisation's policies and procedures
* Treat colleagues with courtesy, and with respect for their rights, duties and aspirations

===Drug Policy===

The unlawful use, manufacture, distribution, dispensation, sale, or possession of any illegal drug is prohibited in any work area of the organisation at any time.

===Smoking Policy===

Smoking is prohibited in all areas of the organisation's offices.

===Dishonesty===

Dishonesty cannot be condoned and will be dealt with promptly.

===Workplace violence===

Threats, threatening behaviour, or acts of violence against employees, volunteers, freelancers, trustees, visitors or any other individuals, or wilful damage to property, will not be tolerated.

===Email Policy===

Our organisation operates an email policy to ensure the proper use of our organisation’s email system and to make users aware of what is deemed as acceptable and unacceptable use of our email system. This policy can be found in the volunteer handbook.

===Computer equipment and software===

Information technology hardware and software has been purchased or licensed to our organisation solely for its own use. The organisation’s information technology facilities may not be used:

* Where copyright would be infringed
* To obtain unauthorised access to systems and data
* To store, transmit or display material which is pornographic, obscene, offensive, slanderous or illegal
* For personal gain

===Equity===

Our organisation is committed to a work environment free of discrimination on the grounds of race, gender, religion, disability, or political preference and where decisions on employment and promotion are made on the basis of merit. In all their dealings, staff should abide by these policies. Behaviour or actions which constitute sexual harassment, or physical or any form of intimidation, are unacceptable.

==Problem Solving Procedures==

===Discipline===

Most disciplinary matters will be dealt with informally with the volunteer manager responsible for the volunteer. If required, the procedure to be followed is outlined below:

* Stage one: formal warning
* Stage two: written warning
* Stage three: de-registration of volunteer

Where appropriate, the role and placement of the volunteer may be terminated by their manager at one week’s notice, or immediately where behaviour equivalent to gross misconduct has occurred. In all cases the volunteer will be entitled to an explanation of the decision and action taken. The manager will report any such terminations to the Senior Management Team.

===Grievance===

A grievance or complaint raised by a volunteer will be examined quickly and effectively. A mutually agreeable resolution will be sought at each stage:

* Stage one: The volunteer should put their grievance to their manager. Where the grievance is against the manager the matter should be raised with a more senior manager.

* Stage two: if there is no satisfactory resolution at stage one, the volunteer should put their grievance to a Senior Manager, up to and including the Chief Executive. A written response will be provided within ten working days.

==Supporting staff volunteering==

As a voluntary sector organisation, our organisation is committed to playing an active role in the community and in the development of its staff. Our organisation operates an employer supported volunteer policy to support its employees who wish to undertake outside volunteering activities. This policy aims to develop and strengthen links with local resources, enhance employees’ professional development, and benefit the community.

Employees are encouraged to find volunteering opportunities that meet their own interests, abilities and availability. Employees who undertake a volunteering project may share their experiences with other staff by email. If our organisation adopts local volunteering projects, Central Services will inform employees about participating as a group.

If a volunteering opportunity takes place within normal working hours, an employee may make a written request to their line manager for flexible working arrangements. Requests should include the voluntary activity and organisation the employee wishes to contribute to, the flexible working arrangements requested, and how this meets the aims and objectives of the employer supported volunteering policy. All flexible working arrangements are discretionary and subject to the service needs of our organisation, and decisions will be made by the line manager and Central Services on a case-by-case basis.

Our organisation will support reasonable requests by employees for the use of its facilities in support of volunteering, including use of computers, photocopiers and meeting rooms.

Our organisation’s liability insurance covers an employee only for work duties. An employee should ensure that the volunteering project itself is covered by the appropriate public/employers liability insurance.

For any questions regarding our organisation’s employer supported volunteering policy, please contact the Human Resources Manager/Central Services Manager.

==Conclusion==

The organisation would like to thank the volunteers and staff who helped draft this policy and who made a valuable contribution to the review process.

Our volunteers contribute a wealth of skills and experience across the organisation. Wherever you are and whatever your skills, our organisation welcomes and values your support.

==See also==

* [[Volunteer Policies]]

[[Category:Good Practice]]

Monitoring volunteers and volunteering

Paddaniels — Fri, 17 Apr 2009 09:12:40 GMT

Summary: New page: ==External links== [http://www.ivr.org.uk/NR/rdonlyres/AFECEA72-44D5-4D75-A8F0-19F61541A06A/0/Monitoring_volunteers.pdf Monitoring Volunteers - Institute of Volunteering Research (PDF)]

==External links==

[http://www.ivr.org.uk/NR/rdonlyres/AFECEA72-44D5-4D75-A8F0-19F61541A06A/0/Monitoring_volunteers.pdf Monitoring Volunteers - Institute of Volunteering Research (PDF)]

How to motivate volunteers

Paddaniels — Wed, 15 Apr 2009 12:57:02 GMT

Summary:

==What is motivation?==

Motivation is whatever stimulates people into action. Different triggers will motivate different volunteers. You can break your neck trying to motivate someone, but unless you offer the volunteer something he finds interesting, it usually will not work. Continued satisfaction and retention on the role comes from matching volunteers to roles according to their motivational needs.

What motivation is not!

Motivation is not a bribe.
Motivation is not manipulative.
Motivation is not a threat.
Motivation is not scorekeeping.

It is essential that you do not ignore the needs of the volunteer by concentrating on the wants of the organisation.

==Why People Volunteer==

How do you motivate volunteers? By understanding their needs and understanding what brought them to your organisation in the first place. Most volunteers give an average of 3-5 hours per week. If you understand why people volunteer, you can structure your recruitment efforts for better results.

There are many reasons why people volunteer, but these are the most common:

* They want to apply their talents/skills to help others
* They want to give something back, or benefit the community or organisation
* They want to expand their knowledge, interests or skills
* They want to expand their friends or activities
* They are interested in the work being done at your organisation and believe in your cause
* They hope that volunteer work will lead into employment
* They are retired or have free-time which they wish to use productively
* They seek relief from the pressures and stress of paid employment.
* They have a friend, child or relative already involved in your programme
* They were directly approached by a third party

==McClelland’s Motivation Model==

This model states that there are three basic types of volunteers. Those that are

* Achievement motivated
* Power motivated
* Affiliation motivated

Achievement Motivated volunteers spend time thinking about how to do their role better, how to accomplish something important, how to be visible as they solve problems, how to attain concrete goals and how to advance on a career path.

'''How to work with them''': Be very clear as to what you want them to do. Tell them how success will be measured. Involve them in the planning and design process. They may want to work alone.

'''Suggested Roles''': Fundraising, gathering data, keeping records, programme developers, committee, and board or chairperson positions.

Power Motivated volunteers spend time thinking about influencing, advising, and channelling others in the direction of their vision, and how to use their influence to change and challenge the status quo.

'''How to work with them''': Let them follow their own plan after giving them an assignment with guidelines and parameters. Give them challenging work. Allow them to risk. Give them a title of respect. Reward them publicly. Involve them in planning. Give them responsibilities.

'''Suggested Roles''': Any new or original role that needs enthusiasm for conceiving or managing. They are better at start up - not great at maintenance

Affiliation Motivated volunteers spend their time thinking about relationships. They want to be included, be liked, keep the peace, and help others. They think of others first and then themselves.

'''How to work with them''': Establish a personal relationship with them. Express appreciation to them personally. Give them the chance to interact with others, make them feel included, learn about their family, pets, hobbies and show genuine interest in the things that matter so much to them. Above all, personalise any recognition.

'''Suggested Roles''': Recruit them for assignments in terms of people to be served

==Motivational Needs of Volunteers==

McClelland’s model is very broad and models that are more sophisticated divided these motivational needs into smaller groups:

'''The Need for Recognition''': Some people need to be held in high esteem by others. This may take the form of formal and informal appreciation for their work or a form of approval for the qualities they exhibit.

'''The Need for Achievement''': Some people need to feel they are accomplishing something. This need is met by ensuring that these volunteers have a clear goal that they are working toward.

'''The Need for Control''': Some people need to feel that they are independent; that they are in charge of their lives. Encourage these volunteers to make their own decisions about the actions they take.

'''The Need for Variety''': Human beings tend to get bored “doing the same old thing." Volunteering helps to meet people's need for variety in life. At the same time, however, we must be on the lookout for volunteers getting tired of the role they do and offer to increase, expand, or change their duties from time to time so that they have fresh challenges in their lives.

'''The Need for Growth''': A number of volunteers want to feel that they are developing, that they are increasing their skills, knowledge, or status in life by fulfilling their role.

'''The Need for Affiliation''': This is the need people have to belong, share, be loved, be accepted by, and be connected to another person or group.

'''The Need for Uniqueness''': This is the need to feel special: It is a major component of self-esteem, granting the volunteer a sense of individual worth.

'''The Need for Power''': Some people need to feel that they are able to influence the actions of others. You can manage this need by putting them in positions of leadership and higher positions in the organisation, such as being a board member, a spokesperson, or a co-ordinator of a project.

==See also==

* [[Volunteer Retention]]

Evaluation

Paddaniels — Wed, 15 Apr 2009 12:49:51 GMT

Summary: New page: On-going evaluation of your volunteer programme and the individual volunteer’s performance provides a measure that is essential in a good management plan. Evaluation should be built into...

On-going evaluation of your volunteer programme and the individual volunteer’s performance provides a measure that is essential in a good management plan. Evaluation should be built into the programme during the planning process and should be done on a regular basis. Often the evaluation process is only carried out when problems or difficulties arise and it is too late to improve matters to avoid a crisis in your programme.

==Who should evaluate?==

The programme can and should be evaluated by all your stakeholders. The volunteer Manager will usually be asked to carry out any evaluation, but they should also be done by members of staff who work with volunteers, staff who do not work with volunteers, members of the board, volunteers themselves and, of course, your visitors.

==How should it be done?==

Evaluation can be done through questionnaires, self-evaluation forms, as a group discussion, or through individual interviews. You will probably be able to think of other ways of asking interested parties for their opinion on your programme.

==What should be evaluated?==

You can evaluate all aspects of your volunteer programme, including: effectiveness of the programme as a whole, cost effectiveness, volunteer role performance, orientation and training effectiveness, goals and objectives, etc.

==What should you do with the results?==

You can share your statistics and information with your board, your sponsors, your members, your volunteers and/or your staff. You can update the programme goals and objectives, initiate changes and implement a plan of action to improve the programme as necessary, before minor complaints become a major crisis.

Exit interviews

Paddaniels — Wed, 15 Apr 2009 12:46:51 GMT

Summary: New page: The exit interview provides an opportunity to give valuable input for the volunteer who has finished an assignment or has chosen to resign from the volunteer programme. You should obtain ...

The exit interview provides an opportunity to give valuable input for the volunteer who has finished an assignment or has chosen to resign from the volunteer programme.

You should obtain the following information:

* Volunteer position(s)
* Primary reason for resignation
* What was your most satisfying experience while volunteering at organisation?
* What was the least satisfying experience?

How to retire a volunteer

Paddaniels — Wed, 15 Apr 2009 12:45:19 GMT

Summary: New page: Careful screening, placement, on-going training and evaluation result in a volunteer who is happy, effective and doing a good role. Unfortunately, there are occasions when a volunteer's pe...

Careful screening, placement, on-going training and evaluation result in a volunteer who is happy, effective and doing a good role. Unfortunately, there are occasions when a volunteer's performance remains unsatisfactory or the volunteer has not met the requirements of the programme. A good volunteer management plan will include a process that allows the organisation to dismiss or "retire" a volunteer.

It is helpful to list the reasons why a volunteer will be requested to leave your programme in your volunteer handbook. Discuss this possibility in an honest manner as the volunteer goes through the recruitment and induction process.

Discuss the problem with the volunteer and their supervisor. Make sure there is absolutely no other way the problem can be resolved. It is possible that poor role performance is the result of poor placement. If this is the case, apologise to the volunteer and suggest other options where their talents might be better employed.

If the problems persist, the only course of action left might be to ask the volunteer to leave your organisation. Although retiring a volunteer is extremely difficult, it may be the best solution for the volunteer as well as for your organisation.

===How to Retire a Volunteer===

* Do not delay your decision. As you manage your programme properly, the volunteer will have had precious discussions about their behaviour or performance and will be aware of the concerns.
* Choose an appropriate time for the exit interview (in private!) and tell them honestly, but tactfully of your decision.
* Point out the volunteer's positive contributions before explaining why you must "let them go.”
* Make sure you have proper documentation and can demonstrate objectivity. Give the volunteer a chance to respond, but do not change your mind.
* Be clear as to the reason why the volunteer can no longer stay with you and when termination takes effect.
* Be explicit and objective. Do not get emotional or angry.
* Recommend the volunteer to another organisation, which might be better suited to their skills.
* Wish them good luck.

Dealing with challenging volunteers

Paddaniels — Wed, 15 Apr 2009 12:42:34 GMT

Summary: Undo revision 1936 by [[Special:Contributions/Mdgale]] ([[User talk:Mdgale]])

Volunteers usually choose your organisation because they believe in your cause or your organisation. They do not come to your organisation to do a bad job or to fail. The volunteer may need help through further training or by having the boundaries redrawn in order to achieve success.

Dealing with challenging volunteers is hard and can sometimes shake your confidence. Each time you tackle the issue and deal with a conflict directly, you will gain strength and growth.

Here are some tips as to how to deal with challenging volunteers:

* Document your facts and reinforce by putting them in writing.
* Choose the "best time" to speak to a volunteer.
* Be Firm. Decide in advance what behaviour you will or will not accept and stick to it.
* Keep it confidential. Close the door and allow no interruptions.
* Keep discussion focused on issues, not personalities.
* Keep your attitude positive.
* Remain calm. Do not argue or make accusations.
* Clarify what the problem is and what you want or need from the volunteer.
* Be a good listener.
* Be persistent and consistent in your response.
* Do not take the volunteer's responses or dislikes personally.
* Identify common goals and common areas of agreement.
* Remember that a successful outcome may be a compromise that will produce a tolerable working relationship. Accept the solution.
* Follow-up in writing with a summary of discussion and solutions agreed.
* Remember your sense of humour in these situations.

Volunteer staff relationships

Paddaniels — Wed, 15 Apr 2009 12:40:23 GMT

Summary:

In any workplace conflicts will arise. The Volunteer Manager must be alert to potential problems that might occur, and be sensitive to the issues and concerns of both volunteers and staff. The earlier challenges are recognised, the sooner they can be resolved.

===Possible Areas of Conflict:===

* Personality conflicts (including volunteers taking sides in a staff conflict)
* Poorly defined responsibilities
* Lack of training for volunteer role
* Misunderstandings occur frequently over "who is really in charge"
* Territory rights (staff resent volunteers for infringing)

===Ways to Combat Conflict===

Understanding everyone's role helps to foster individual respect and group unity. Consider doing an internal training session or hold a meeting to explain the duties and responsibilities of staff and volunteers.

===Effective Volunteer/Staff Teams===

Volunteers and staff can be an effective team, when its members:

* Have a common purpose and mission
* Know their role and respect the roles of others
* Recognise available skills and talents
* Share training and knowledge
* Structure ongoing communication
* Solicit team members’ opinions prior to making a decision
* Reflect on accomplishment together
* Create an environment of mutual respect and trust
* Have a sense of humour

Feedback

Paddaniels — Wed, 15 Apr 2009 12:36:44 GMT

Summary:

==Giving Feedback==

===Feedback is an important part of volunteer training. Here are some general considerations:===

'''Be sure the receiver is ready''': Give feedback only when there are clear indications that the receiver is ready to listen to it. If not, the receiver will not hear it or is likely to misinterpret your comments.

'''Base your comments on facts, not emotions''': Giving feedback acts like a 'candid camera’. It is a report of the facts, rather than your idea about why things happened or what the person meant by them.

===Be specific: Give quotes and examples of exactly what you are referring to.===

'''Give feedback as soon after the event as possible''': If you give feedback immediately, the receiver is more likely to understand exactly what is meant. The feelings accompanying the event still exist, so this, too, can help.

'''Pick a convenient time''': Feedback must be given when there is a good chance the person will listen to it. It may not be helpful if the receiver feels there are already other matters that demand their attention.

'''Pick a private place''': Critical feedback given in front of others will be damaging.

'''Concentrate on what can be changed''': Feedback should be about things that can be changed should the receiver choose to do so.

'''Request cooperation''': The receiver can consider whether he or she wishes to attempt a change of behaviour based on your feedback information. You may wish to include that you would like to see certain changes. You are not likely to be successful if you give the impression of saying, "I've told you what's wrong, and now change!"

'''Focus on one thing at a time''': When learning how to give feedback, we may sometimes overdo it. It is as though we were telling the receiver, "I just happen to have a list of reactions here. Let me read them off to you." The receiver would naturally prefer time to consider each item and may react impulsively at your overwhelming expectations.

'''Be helpful''': Always consider your own motives for giving your opinions. Are you trying to be helpful to the receiver or are you unloading some of your own feelings? Are you using the occasion to try to get the receiver to do something that benefits only you?

'''Encourage the recipient to provide feedback in return''': Giving feedback can become "one-upmanship." Because the giver has focused on the person's potential for improvement, and the receiver goes away feeling as though he or she is "not good enough." The exchange will be better balanced if the receiver has a chance to include some of his or her own feelings and concerns.

===Martin Farrell gives the follow tips on how to give effective feedback:===

<blockquote>

* what you say is true, (it’s a fact, not your opinion i.e. it’s first hand experience not something you heard from someone else);

* it is succinct (if you’re not clear enough to be succinct, find someone to talk to get things clear in your mind first);

it’s about someone’s observable behaviour and is something which they could change i.e. it’s not something about them personally that they can’t change;

* you give a recent example of what you’re talking about;

* you deliver it direct to the person or people whom it concerns, not to third parties;

* you give your feedback at a suitable time and place (e.g. when you’ve got time to follow up if you need to. Positive feedback can be given when other people might be able to hear. ‘Could do better’ kind of feedback should be done one to one.) </blockquote>

==Getting Feedback==

'''State what you want feedback about''': Help the giver provide useful reactions by asking for feedback about specific things.

'''Check what you have heard''': Use paraphrasing to be sure you understand the giver's message.

'''Share your reactions to the feedback''': As your own feelings become involved, you may forget to share your reactions to the feedback you have received. Knowing what was and was not helpful assists the giver to improve his or her ability to provide useful feedback. If the giver is uncertain about your reactions, he or she may be less apt to risk sharing in the future.

Placement of volunteers

Paddaniels — Wed, 15 Apr 2009 12:25:41 GMT

Summary: New page: Proper placement of a volunteer is one of the main keys to a successful programme. The manager should carefully evaluate the qualifications and experience of the potential volunteer and de...

Proper placement of a volunteer is one of the main keys to a successful programme. The manager should carefully evaluate the qualifications and experience of the potential volunteer and determine which role would best match the needs of the volunteer and the wants of the organisation.

In many cases, a volunteer will indicate to you if they feel a suggested placement is a good match for them. In most instances, it is best to follow their opinions. However, there will always be at least one person who either will over or underestimate their skill level. These people need special attention and handling. Always steer a volunteer away from an opportunity where they can potentially fail.

Never place a volunteer in a role just because it needs to be done; be sure the volunteer is suited to the task and capable of completing the duties. It is better to have a staff person do the role, than to mismatch a volunteer and risk losing him.

If possible, place volunteers as soon as possible after they agree to work because any delay may cause them to lose interest.

Be flexible. You may have to modify the requirements of the role opportunity to suit the time availability, location or expectations of the potential volunteer. For example, volunteers that might be very interested in doing clerical work at your organisation may be in full time employment and cannot attend during traditional office hours. Could they do the work on a weekend or complete some of it at home?

When determining the correct placement for a volunteer never compromise your standards for any role. Volunteers need appropriate placement to utilise their skills, knowledge and interest.

Make sure your volunteers thoroughly understand the purpose of your programme. Induction and training can help them to understand the overall purpose of your organisation and how they fit into that "big picture." The more the volunteer understands, the better they will fit in, and feel they are making a difference.

How to turn down a volunteer

Paddaniels — Wed, 15 Apr 2009 12:20:05 GMT

Summary: New page: Volunteer selection and screening is a sensitive, time-consuming process. If you intend to accept all those who apply, there is no point in taking the time and trouble to screen them in th...

Volunteer selection and screening is a sensitive, time-consuming process. If you intend to accept all those who apply, there is no point in taking the time and trouble to screen them in the first place. Careful volunteer selection will result in turning down some people. This is unpleasant, but necessary for the welfare of your programme and your organisation. The alternative is to get a reputation for accepting anyone who applies and therefore open your organisation to inadequate service to your clients or visitors.

Good programme ethics declare that the volunteer deserves to be told the truth. It is never easy to turn down a potential volunteer, but it is a necessary part of building a good quality volunteer programme.

In the same way as not every person interviewed for a paid position expects to be hired, potential volunteers will not expect to be accepted for the demands of certain volunteer position, for which they do not have the necessary qualifications.

Never indicate to a volunteer that a position will be available at your organisation without having assessed his or her suitability. Promises only sharpen the disappointment of a turndown later and are harder to explain to the volunteer. Provide opportunities for the volunteer to screen himself out of the process.

==Graceful Exits==

* If you have a diverse programme, you can offer a volunteer who is unsuitable for the post he or she has applied for, another post that you feel is more appropriate. Then, if the volunteer refuses the new role, he is turning you down, not the other way around.
* Keep a file of other volunteer opportunities available in your area and refer the volunteer to an organisation that might suit his interests more appropriately. That way you are affirming that he has something to offer and can contribute (just not with you).
* Do not allow a potential volunteer into your programme before he has completed the necessary induction and training sessions. If the volunteer has to wait a long time before getting the chance to take part, he may join an alternative organisation and thus screen himself out of the process.
* Many organisations have a probationary period to test out potential volunteers

==How to say “No”==

Be honest with the potential volunteer. If their skills or qualifications do not meet your needs, tactfully tell them so. Give them positive feedback regarding their strengths and try to refer them to another community organisation or local Volunteer Bureau.

You might try saying the following:

"Your skills or qualifications do not meet our needs, but let's think about what you have to offer. Organisation X may be able to utilise your talents and can let you have their contact details"

"The amount of time you are willing to give does not meet our needs for that particular role, but here are some alternative roles we have to offer”

"Your qualifications do not meet our needs for this particular role. Unfortunately, that is the only opportunity available at the moment, but I know how serious you are about volunteering and feel you are anxious to get involved quickly. I would like to refer you to the Volunteer Bureau. They have a computer listing of volunteer positions at a variety of organisations in this area. Here is their phone number. I hope you find a suitable position soon”

Interviewing potential volunteers

Paddaniels — Wed, 15 Apr 2009 12:16:53 GMT

Summary:

==Establish an Interview Process==

Be professional, but create an atmosphere that will put volunteers at ease. Ensure that you have no interruptions. You are showing the candidate how important volunteers are to you and your organisation. Determine a time frame and be consistent.

==Pertinent Information==

Make sure you have all pertinent information available at your fingertips (application form, references, role profiles, training information, etc). Be prepared to clarify any information and to discuss and define facts about the organisation. Be prepared to discuss the role opportunities available at length.

==Be Gentle==

Some potential volunteers are terrified of the interview process. If the volunteer is a senior citizen or homemaker, they may not have had an interview for many years. Take time in the beginning to explain the process to make them feel more comfortable. Start the interview with a little small talk to put the potential volunteer at ease before you discuss their personal circumstances.

==Let the Volunteer Talk==

A good interview is a discussion, not a cross-examination. Get the volunteer's viewpoint before you offer your own. People like to talk about themselves, so let the applicant tell you his/her story. Then probe into areas you feel need a fuller explanation. Be prepared to balance listening with speaking. Volunteer should be talking for approximately 75% - 80% of the interview. Ask open-ended questions that give the volunteer a chance to talk. Any questions that can be answered by a simple ‘YES’ or ‘NO’ will kill your interview.

==Record Interview Discussion==

Taking simple notes or using a prepared interview sheet can be extremely useful. The interview notes serve as a documentation of discussion and can be filed in the volunteer folder for reference. This form can also be used to keep your interview on course.

==Keep Objectives in Mind==

Unless the interviewer directs conscious attention towards the objective, the interview can become lengthy and valuable information may not be covered. Do not get sidetracked

==Questions to Ask==

Think carefully about the questions you need to ask in order to judge the volunteer’s qualifications. Ask specific questions if the answers are pertinent to the role the volunteer will be doing at your organisation.

Make sure the volunteer understands the goals and objectives of the organisation, the volunteer opportunities available, the training requirements, expectations and the time commitment required. At the end of the interview you will want to know:

* What motivated the applicant to volunteer?
* Do his goals and needs match those of the organisation?
* Does he have any relevant experience or qualifications ?
* What level of communication and interpersonal skills does he possess?
* Are there any medical limitations, time restraints, or personal commitments, which might limit the potential volunteer's availability?

==Be Honest with the Volunteer==

In an effort to fill a much-needed volunteer role, it is easy to emphasize the favourable aspects of a role and gloss over the unfavourable. This habit leads to high turnover, absenteeism, and/or requests for reassignment. It can also reflect badly on your personal credibility and your organisation.

==Allow the Volunteer a Decision==

Make sure the volunteer understands the opportunities available and allow him to make a choice if possible. Make the volunteer's next step a definite one. Avoid vague statements such as, "We'll let you know."

If you will not be able to use their services, tell them so frankly. If you expect to include them in your next induction or training session, make sure they know in writing the time and date of the venue.

==Related issues==

[[How to turn down a volunteer]]

Volunteer Programme Needs Assessment

Paddaniels — Wed, 15 Apr 2009 12:12:06 GMT

Summary: /* Why? */

Below are a number of questions you should address and answer honestly, before you recruit volunteers. If your organisation already involves volunteers, you can use these questions to evaluate the effectiveness of your current programme.

==Why?==

* What do we need or want to do?
* Why is it important for this to be done?
* Why do we want to use a volunteer rather than a member of staff?
* Can we accept the limitations of volunteers’ time?
* Do we understand that their first commitment may not be to us?

==How?==

* Are our volunteer policies up to date?
* Will our insurance cover volunteers who have a physical or mental health issue?
* Do we have to have age restrictions?
* Do volunteers need to have previous skills or knowledge?
* How many volunteers will be needed?
* How will we recruit them?
* Will volunteers receive the same benefits as staff (subsidised meals, uniforms, etc.)?
* Can sufficient staff time be allocated to implement the programme?
* Do we have to hire an additional member of staff to look after volunteers?
* How will the programme be funded?

==Who?==

* Who will answer phones / letters of enquiries from prospective volunteers?
* Who will prepare the induction and training materials?
* Who will interview/select volunteers?
* What kind of training is required?
* Who will induct and train volunteers?
* Who will co-ordinate the programme?
* Who will supervise the volunteers?

==Where?==

* Where will volunteers be trained and inducted?
* Where will the volunteers actually do their work?

==What?==

* How will we recognise and reward volunteers?
* Will all staff support the volunteer programme?
* Will staff accept sharing duties?
* Will staff resent the volunteers’ presence and think their role is at risk?

Recogniton of volunteers

Paddaniels — Mon, 06 Apr 2009 13:53:41 GMT

Summary:

Volunteers anticipate a "reward" for their work and this is important in their decision to remain in volunteer roles at your organisation. Recognition and awards are not the only answer, but they can go a long way toward making a volunteer's experience satisfactory and encouraging them to stay with your organisation.

Recognition comes in many forms, both formal and informal. It can be a simple heartfelt thank you (verbal or written), remembering a volunteer's name, telling them how much they were missed during their holidays, etc. Encourage staff and stakeholders to express their appreciation for volunteer efforts as often as possible. Sometimes an informal expression of appreciation can motivate volunteers more effectively than formal ceremonies.

Ensure that you tailor the recognition to the needs of the individual volunteer. While some volunteers will bask in public appreciation, others will be embarrassed to the core. Make certain you know your volunteers and act as appropriate.

Take care to ensure that all of your recognition ceremonies are meaningful and involve other staff members as appropriate. Formal recognition can include pins, badges, certificates, or other items given after volunteer reaches a designated goal.

Involve the board of directors or your patrons when presenting awards. Receiving awards or thanks from the VIP or Executive Director always makes a volunteer feel important.

Annual award luncheons and dinners held every year can become very trivial if done mechanically every year. Some organisations hold small and more intimate gatherings several times a year. If your programme has a large volunteer force, you may find it difficult to hold a recognition event that all volunteers can attend. It may be better to hold a tea dance for some of your volunteers and organise an evening disco for another group.

===Recognition includes:===

* To be involved in planning and evaluation of the programme or the organisation
* To receive staff benefits (merchandise & food discounts, memberships, etc.)
* To preview new exhibits or areas prior to opening to public
* To be notified of any pertinent changes in services at the same time as staff
* To help make a decision on how to spend monies they may have raised for your organisation
* Free, or priority parking
* A reference when applying for another role or a paid position
* Monthly or weekly newsletter
* Submit names of outstanding volunteers to external organisations, for recognition events and awards.

Always maintain a good record keeping system and keep formal awards tied to actual recorded data. Also, do not forget that courtesy is always the best form of recognition. Say "thank you" at every appropriate occasion - it is an expression not generally overused.