Volunteer management can be a satisfying and rewarding career. If you’re thinking about joining the field, it may be helpful to know some of the myths surrounding volunteers and non profits.

1. Volunteers are free: Not true. While they do not receive wages or benefits, volunteers often do require resources such as training and supervising. The wages and benefits paid to any staff member involved with volunteers is a direct cost of having them. And keeping volunteers happy may involve buying gifts, throwing parties, or other forms of appreciation that will cost the organization money, as well.
2. Anyone can manage volunteers: Another myth. Volunteering is on the rise, and as more people seek ways to give back or gain experience in a down economy, more organizations find they need someone to manage them. And that takes a variety of skills. For example, state and federal funding, and private grants may require extensive reporting on volunteer hours and activities. Volunteers need to be communicated with, regularly and well. And recruiting volunteers takes yet another set of skills, with networking, interviewing and screening volunteer backgrounds and criminal histories.
3. All organizations can handle volunteers: Knowing that volunteers require management and can be a significant expense to an organization, it is worth asking if yours can take on volunteers. Ask questions such as:

• Do you have tasks that need to be done that would be appropriate for volunteers? Where will you use volunteers?
• Will volunteers further the mission of your organization?
• Who will manage them?
• What benefits will volunteers gain working with you organization?
• What problems can you anticipate and how will they be handled?
• And most important: Why should you bring in volunteers?

Volunteers are an investment and an asset to an organization. And while many people are suited to manage them, not everyone is. And not all non profit organizations are suited to bringing in volunteers. If you’re being recruited to be a volunteer manager, assess your skills and the organization’s needs before jumping in!

Just because a potential volunteer doesn’t have time to commute to your location doesn’t mean you should pass them by. Remote and web commuting can help your organization boost volunteer contributions without adding to greenhouse gases.

How does remote volunteering work? Just like remote working. According to Forrester research, about 62% of the information technology workforce works from multiple locations in the workweek, from home, the office, on the road, or other locations. Like these workers, when volunteers have all the tools needed to access documents, email, and calendars, they can help your organization, regardless of where they happen to be.

Of course, if your organization is a food bank and you need help unloading a truck, you’ll need on-the-ground volunteers. But there are dozens of other volunteer duties that don’t require physical presence:
• Entering supporter information into a database
• Soliciting donations for a fundraiser
• Accounting duties
• Paying bills
• Maintaining or updating the website
• Writing blog posts
• Creating a newsletter
• Updating Facebook and Twitter accounts
• Researching possible events
• Outreach to new supporters

Especially for sensitive functions, such as accounting and banking, your volunteer will need to be fully vetted, with a thorough background check and credit check. Most organizations would only trust a long-time volunteer or board officer with these types of duties. Just make sure they have secure access to online banking. It’s a good idea to supply a paper shredder and training in proper security. And, thorough screening is still necessary!

Giving volunteers the option to work remotely will enhance your ability to attract top talent and retain devoted volunteers who are experts in their fields.

LinkedIn, the world’s largest professional social networking site, has recognized the value of volunteering to career development by allowing users to list their public-service efforts under a new section. The new “Volunteer Experience and Causes” feature encourages LinkedIn users to tout their volunteer work to help them stand out to potential employers.

According to a random survey of nearly 2,000 people, LinkedIn found that the vast majority (89%) had volunteer experience. But only 45% reported their volunteer experiences on their career profiles.

Some said they didn’t think their experience would be interesting to hiring managers, while others said it had just never occurred to them. However, 41% of respondents said they did consider volunteer work to be as valuable as paid work, while 20% of managers polled in the survey said they make hiring decision based on volunteer work.

So volunteer managers, how can you use this when recruiting new volunteers?

• First, use the survey information to your advantage. Demonstrating that you have a grasp on what’s happening in the recruiting/hiring world automatically makes you look like someone who’s worth knowing—and volunteering for.
• Post messages like “Volunteering with us is good for your resume” on your organization’s Facebook and Twitter feeds. Catch attention by citing statistics, and list your current volunteer openings.
• Remind volunteers to add their experience to their resume and LinkedIn profile. They will appreciate the tip, and the fact that they’re volunteering for a forward-thinking organization.
• Give volunteers career-enhancing tasks that improve your organization’s operations, marketing efforts, accounting, or outreach. For example, ask a marketing volunteer to set up a plan to increase your Twitter followers, or an easy way to update the Facebook page to keep supporters informed and engaged. The experience will benefit them as well as you.

When you bring on new volunteers, be sure to properly screen them. When volunteers have access to a nonprofit’s clients, financial information, sensitive records, property, and reputation, the risk of harm is too great to skip doing volunteer background screening, including criminal background checks and volunteer credit checks.

While the Americans With Disabilities Act (ADA) has been in place for more than 20 years, many non-profit agencies think it does not apply to them, or are confused about which aspects of the law do.

Here are some facts about the ADA:

• The ADA gives rights of equal access to places of public accommodation, including non-profit organizations.
• Places of public accommodation must give persons with disabilities equal opportunity to participate in and benefit from their services.
• Small employers are not subject to ADA. This includes those with fewer than 15 employees.
• Employers with 15 or more employees may not ask whether a person is disabled when interviewing for a position, and must make reasonable accommodations for a worker’s disability.
• Making accommodations can be as simple as providing a foot stool to a volunteer with a disability, allowing a volunteer with lupus to take rest breaks or changing the orientation of a desk to accommodate a wheelchair.
• Temporary conditions, such as broken limbs or illnesses, are not covered under the ADA.
• You may choose a non-disabled volunteer over a disabled volunteer, according to qualifications.

About 20% of the U.S. population is disabled, and if you have not yet welcomed volunteers with disabilities into your agency, you may be missing out on a wealth of talent and skill.

For many non profit organizations, volunteer retention is a major challenge. Professional volunteer managers know that every volunteer needs something different from their volunteer experience.

Here are six ways to enhance the experience for your volunteers, and help them stick around as long as you need them:

1. Give the big picture: While the day-to-day tasks are important (someone needs to update the donor database), keep the focus on the long-term. The seemingly unimportant contributions made by volunteers allow the bigger work of the organization to be go on—so make sure they know what that is.
2. Be open: Share the challenges, both operational and financial, with trusted volunteers. If things are tough, let them know—they may be more inclined to stick around and help the organization through.
3. Move them around: Help volunteers develop new skills, if they’re interested in the opportunity to do so. Don’t think that just because Marcy seems happy greeting visitors at the front desk that she wouldn’t enjoy learning more about how to lay out the newsletter. Ask your volunteers about the skills they would like to develop.
4. Treat them fairly: Volunteers usually know when they’re being treated unfairly. And even if they’re not, they may feel it anyway. Avoid problems by being creative about finding ways to treat all of your volunteers fairly. Spread out the workload. Show your appreciation evenly. Don’t play favorites.
5. Challenge them: Don’t expect the least from your volunteers. Expect their best effort. Keep them challenged, and they will feel valued and engaged. If you can, offer training to volunteers to help them excel in their positions.
6. Respect their time: Volunteers need balance, too. If you have volunteers who are putting in too much time with your organization, gently let them know they need to take some time off. Burned-out volunteers might soon be ex-volunteers.

Most volunteer coordinators say that volunteers are their most valuable assets. Nurturing and looking after assets is important to keep them from slipping away. So how do you take care of volunteers? Are they slipping away, despite your best efforts?

Taking care of your volunteers can pay off in higher rates of productivity and retention. One trick is to channeling their creativity, talent and experience—and that takes real leadership. So does realizing that your volunteers might be smarter than you. Most non-profit organizations have volunteers from all sorts of backgrounds, like retired business executives, teachers, accountants, lawyers—people with top-level talent and plenty of brainpower.

1. When you see real talent and valuable experience in your volunteers, give them the freedom to do what they do best, and don’t micromanage. Get out of their way and you might be amazed at the ideas they come up with.
2. If the organization is facing a problem, ask for help or advice from your experienced volunteers. There is no rule saying that you must follow it, but it doesn’t hurt to ask. Whether or not a volunteer’s advice meet your needs, giving people the freedom to contribute to the organization does wonders for their self-worth, gives them a reason to keep volunteering and can result in solid new ideas for problem-solving.
3. Consider asking for ideas from a number of volunteers, or putting together a brainstorming session to address a problem. You may soon have a number of “what if” scenarios around the table. One of them could be the solution you decide to go for. Collective problem solving can be a great way to harness and leverage the talent of your volunteers, while making them feel valued and productive.

Leadership means educating volunteers about why their roles are important. But it also means matching them with jobs that matter to them personally. Taking care of volunteers by involving them in tasks that use their talents, creativity and intelligence is a great way to keep them engaged and make your organization more successful.

If you’re a nonprofit volunteer coordinator, you may be responsible for coming up with volunteer news or other nuggets for your organization’s newsletter. Interesting news that also encourages people to volunteer is even better.

If you could use a few good volunteers, here are a few good reasons to entice them, all related to a healthy, happy life (and who wouldn’t want that?):

• Volunteering is good for your health. Research done by the Mayo Clinic indicates that 40 to 100 hours of volunteering per year can help you feel younger, live longer, and lower your risk of heart disease.
• Volunteering is good for self-confidence and quality of life. Research shows that volunteering creates a “helping high,” which you can feel when your body releases neurotransmitters into your system. It’s also been shown to keep depression at bay.
• New research has just begun, which will study links between volunteering and brain health through the aging process. The project will measure physical and social functioning and how volunteering may enhance older adults’ cognitive functions, such as memory and attention span.
• Baby boomers are going to be reaching age 65 by the millions in the next 30 years. So any research that proves volunteering can keep them healthy and alert longer is good news—especially to this group, which exercises, eats well and will try almost anything to keep from aging too quickly.
• Volunteering two hours per week can give people a new sense of purpose and enhance their social network. Older people, who are at risk of depression as a result of isolation and loneliness, especially need to feel needed and valued.
• Volunteering is a much better way to spend time than being parked in front of a television or on a park bench. It makes people feel like part of something bigger. It encourages camaraderie, team-building and community-building.
• Volunteering can be like a free education. Many volunteers pick up new skills and explore areas they were previously not familiar with. It improves communication and leadership skills, and can even lead to formal education and certification opportunities.

Volunteers can cost your non-profit organization money. While they don’t get a paycheck every two weeks, are not enrolled in your healthcare plan and don’t require any payroll taxes, volunteers are more of an investment than free employees.

Improper volunteer management can cost a charity dearly. Consider the case of one non-profit volunteer who was dismissed inappropriately. She campaigned for 18 months to clear her name, causing widespread negative publicity for the NPO, along with the expense of an internal investigation. Eventually, she was cleared and the executive director was forced to apologize. Who knows what impact the negative publicity had on donations?

Advertising, networking and recruiting for volunteers takes an investment of time. And sometimes there are out of pocket expenses – like background checks and training supplies. You don’t want to add in the costs of fighting a lawsuit to that total, do you? A volunteer recently sued a non-profit for discriminating against her because of a disability. Even though volunteers are not employees, it’s a good idea to become familiar with and follow the guidelines of the Equal Employment Opportunity Act.

This particular case was settled in favor of the NPO, but they still had a significant outlay of cash to cover legal defense. The ideal defense is a good offense; so to avoid expanding problems and expenses, consider creating a policy and a procedure for volunteer complaints. When volunteers submit complaints or grievances, acting quickly can prevent the problem from growing in scope and in cost.

Finally, a thorough background and credit check on potential volunteers can also help you avoid litigation – especially if your organization serves vulnerable populations. Keep your employees, clients and other volunteers safe by conducting thorough volunteer background checks.

Whether you are a non profit organization executive director, volunteer coordinator or HR manager, you may be in the position of recruiting volunteers at some time. Just as salespeople are always selling, those who work in non profits are always recruiting volunteers. Whether you’re recruiting your first or your one hundredth volunteer, these four steps can help you be more successful at it.

1. Be sure you have a position description for each volunteer position needed. Writing a description will focus your thinking on exactly what duties you need performed, what skills and knowledge it will take to perform the job, and what training you’ll need to offer. You may decide the position can’t be filled by a volunteer—and it’s better to discover that before you start the interview process.
2. Write up a recruitment plan. You’ll find it much easier to find the right volunteer if you look in the right place. For example, if you need an event coordinator, you probably won’t send out a general “volunteers wanted” posting to your email list. For such a specialized position, it might be better to tap into a personal network of qualified individuals. For help with parking the evening of the event, a more general appeal on your NPO’s Facebook page will probably suffice.
3. Plan the interview. Being organized and professional will demonstrate to the candidate that you take their volunteering very seriously. Prepare questions that relate directly to the position and its responsibilities. Ask each interviewee the same set of questions, and don’t ask anything that is prohibited by law, such as marital status, religion and family-related questions.
   
   
4. Expand the usual list of questions. The interview is the only time you’ll have to get to know a candidate before you make a decision. A wide variety of (lawful) questions may help you screen out individuals who may cause harm to the organization. Of course, the interview should never take the place of a thorough background check. Preparing with the right questions can help you ascertain whether an individual is a strong communicator, is willing to learn, has a commitment to the program, or is suited to working on a team.

Can a non-profit organization (NPO) be held liable for the actions of its volunteers? In general, common law allows that negligence in hiring is viewed equally whether a case involves a paid or unpaid volunteer position. Putting volunteers in positions where they can cause harm to others is a principle source of liability to NPOs.

Whether or not the volunteer coordinator, executive director, or board of directors know or should have known a volunteer posed an unreasonable risk of harm, and whether or not the NPO has any control over the volunteer’s activities are important considerations.

The best defense is a good offense, so knowing up front if a volunteer poses an unreasonable risk is the first step in preventing harm and the liability that comes with it. Screening volunteers is the only way to determine whether or not they pose a risk to a non-profit organization or its clientele.

Strong and safe volunteer recruiting procedures always include volunteer screening. It’s important to know what position a volunteer applicant will be filling once they are approved, so you can determine the level of screening required. This is typically based on the potential risk the position presents.

• Low-risk-level volunteer positions
  Filing, answering telephones, database management, marketing
• Medium-risk-level volunteer positions
  Serving meals, working in a service office, making deliveries to clients, cleaning, painting, landscaping
• Higher-risk-level volunteer positions
  Board of directors, financial and accounting, operating NPO-owned vehicles or equipment, caring for animals, any contact with the general public, working directly with clients, especially young, elderly and vulnerable populations

Professional volunteer background screening and credit checks can assure a non-profit organization’s clients and the public that its volunteers do not present a risk of harm. A trusted, thorough volunteer screening partner can recommend the most appropriate level of screening for your needs.