Most volunteer managers want good volunteers to stick around. But sometimes, life prevents volunteers from continuing their work with your nonprofit organization. Others move away. And then there are those volunteers who prefer to help for short-term projects at different times throughout the year. But for those willing and able to volunteer long-term, how do you retain them?

Volunteer retention starts with great communication—and that starts with the recruitment process. When both sides are clear from the beginning what the needs are, what the position entails, and what time commitment is needed, you’re more likely to retain the volunteer. There should be no questions about duties or hours needed. If your volunteer leaves because you indicated a maximum commitment of 2 hours a day and they cannot complete their tasks in that amount of time, you have a problem with process or communication—not retention.

During the interview process, repeat the job description for the available volunteer position. Assess their skills to ensure the volunteer is right for the job. Placing volunteers in positions that match their interests and abilities is an important step in retention.

Set aside sufficient time for orientation. Welcoming new volunteers and integrating them into the organization’s mission and culture is vital to a smooth transition. Show new volunteers where everything they need is located, and be sure to introduce them to all other volunteers and staff they’ll be working with. Let them know who to turn to when they have questions or problems.

Thorough training is important. Depending on the volunteer and the job they’re matched to, they may need little training, or extensive training. Try different techniques to see which are most successful for each volunteer—everyone learns differently. Ask for input and feedback to ensure you’re giving the volunteer the training they need, and that they are comfortable with their tasks.

Check in often. Informal chats as well as formal evaluations are a good mix. Especially in the beginning, ask new volunteers how they are doing, if they feel they’re succeeding at their tasks, and what help you can provide. Semi-annual evaluations will allow you and the volunteer time to review expectations, performance, and satisfaction. Provide constructive feedback and ask how you can better support their efforts.

Provide variety. Don’t expect a volunteer to enjoy the same tasks for a long period of time. Some folks like variety, so don’t forget to ask your volunteers if they are happy with their job or if they’d like to try new tasks.

Give recognition and express appreciation. You’d be surprise how many volunteers say they left a nonprofit organization because they didn’t feel appreciated! Tell your volunteers how much you need and appreciate their efforts. It will go a long way to volunteer retention.

The unemployment rate is still around 10% in the U.S. As more people lose motivation to look for work, they are turning to volunteerism to keep busy, update skills, or find new interests.

In fact, the demand for volunteer opportunities has inspired the HandsOn Network, the largest nonprofit volunteer network in the country, to participate in large job fairs. The job fairs are a partnership with Monster.com, the online job board.

As local job seekers tour the displays and learn about job openings, they are also introduced to non profit organizations that need volunteers. Job seekers can gain from volunteering in many ways, including:

• Networking opportunities: meeting new people can lead to job opportunities
• Showcasing their abilities: volunteer managers and nonprofit directors tend to notice the talent and skills of every volunteer—which is good thing, when you’re out of work
• Keeping skills current: it’s important to keep your mind sharp, your computer skills current, and your communication skills intact—and that’s hard to do when you’re home watching daytime television
• Learning new, marketable job skills: volunteering is a great way to try new tasks, software, or job skills—which can even lead to a job using them
• Having the satisfaction of putting their skills to good use in their community—feeling useful again is priceless

Out-of-work individuals don’t usually remain so forever; when they do find work, they often maintain their volunteer duties, as well as spread the word to their new co-workers about their experience. This is a great thing for nonprofit organizations; the more skilled volunteers that know about your mission and needs, the better.

And out-of-work volunteers often have more time, passion, and desire to have a purpose than employed volunteers. A mix of all kinds of volunteers—employed, retired, unemployed—is a great thing for any non profit organization!

If you’re strapped for volunteers, let your network know that you are looking. Now is a great time to gain the skills of the highly-educated, skilled workforce that is now out of work—but they won’t be forever. Whether you need help with fund-raising, marketing, grant writing or strategic planning—there is a wealth of talent in your community that you can tap into.

Nobody likes to hear “your services are no longer needed.” But when the recipient of that message is not being paid for her services, it can be even more devastating. And the reverse situation—being told your organization is not meeting a volunteer’s needs—can be just as troubling.

Still, letting volunteers go is part of the job of managing them. It’s not fun, but the opposite can be even worse. A non-performing or ineffective volunteer can be a drain on resources, paid staff, and fellow volunteers. Workplace morale is harmed when problems are not constructively managed. Besides, if a more-qualified volunteer is waiting in the wings, it only makes sense to replace the position.

Procedures are Important

The same guidelines that help employers transition employees out of a job apply to the volunteer relationship: it’s important that effective procedures are established and adhered to. Position descriptions should be supplied to each volunteer in the beginning, so they know exactly what their job entails and what is expected of them. And just as paid staff members receive performance reviews, volunteers should, too.

Basic workplace rules must be communicated to everyone—whether paid or volunteers. Drug and alcohol use, tardiness, absenteeism, physical or emotional abusive behavior are examples of zero-tolerance activities that would be grounds for dismissal.

Performance issues are different. If volunteers are given clear guidelines and communication is open, the volunteer manager should know what the volunteer feels they are succeeding and struggling with. Give the volunteer opportunities to improve, and let them know up front how the organization’s needs must dictate policies.

Ideas to Consider:

If you must let a well-meaning volunteer go, here are a few guidelines:
1. Do it when you are in control and calm. The heat of the moment (like right after she breaks the copier for the fourth time that week} is not a good time.
2. Do it when you can be supportive and caring. If you’re not having a particularly good day, wait for a better one—it’s not like you have anything to lose by waiting.
3. Don’t do it in front of anyone else—except a witness. Just as when employees are terminated, a private office setting with another staff member present will suffice. Don’t allow that person to interact with the volunteer, if you can avoid it.
4. Don’t over-explain. State the reasons for the decision and keep the focus on the volunteer’s performance, and the organization’s needs and goals.
5. Be kind. It’s okay to say nice things about the volunteer, and to thank them for their contributions. In fact, starting and ending with positive words are a great way to structure the conversation. Put the constructive criticism and feedback in between.
6. Don’t forget to collect any organizational property such as keys and name tags.
7. Do let others who work with the terminated volunteer know that she won’t be coming back. No explanation other than “she is moving on” is necessary.

Remember that the volunteer probably has a circle of friends in the community. You cannot ensure that anything said about her experience with your organization will be positive, but you can limit the damage by a professional, friendly, and appreciative send-off.

Finally, knowing your volunteers well can limit the number you have to let go. Volunteer screening is the best way to limit your non profit organization’s risk and protect your clients and staff.

People come to volunteering for nonprofit organizations (NPOs) for as many reasons as there are individual personalities. People can be giving, or needy; altruistic or self-centered. Some volunteers prefer to help guide the organization as a director, while others are more suited to answering phones and greeting visitors.

No matter what they do, all volunteers are motivated by something to serve. That something can be tangible, like adding their service to a resume; or it can be intangible, like feeling good about helping others.

Knowing what motivates volunteers can help you better meet their expectations, making their experience better—and their willingness to continue more likely.

Some volunteers seek a sense of community involvement. Newcomers to a city or town often want to meet people and make friends. A good way to do so is to volunteer in their new community. Those who live alone might need to dispel loneliness and have other humans to interact with—and volunteering is a good way to accomplish both goals.

Volunteer managers can help them achieve their objectives by introducing them to staff or fellow volunteers who are like-minded, and by making them feel welcome and valued. A volunteer looking for connection who is subsequently ignored and left alone will not stick around for long!

The folks looking for an entry on their resume might not be as self-serving as they seem. Sure, they will gain from their volunteer experience if it looks good to a hiring manager; but isn’t everyone looking for something from their volunteer work? The contributions made by people looking to expand their skills or try out a career are just as valuable as those made by people who need nothing but a way to fill the hours from 10:00 to 2:00.

Retired professionals and tradespeople often volunteer to pass their wealth of accumulated knowledge on to the next generation. Appreciating their expertise and finding ways to make use of it can make them feel valued and useful.

Networkers or between-job people might find volunteering a great way to connect with new business contacts. Managing their needs with the needs of your NPO can make for a win-win situation; while the person is unemployed, they’re more likely to keep volunteering for someone who is looking out for their best interests.

The reasons for volunteering might look selfish or self-serving at first glance. But it’s okay to provide feelings of accomplishment, pride, or inclusion to volunteers in lieu of a paycheck. It’s human nature to want to receive when you give! Discovering your volunteers’ motivations will help you know them better, manage them better, and get more out of them!

Knowing what motivates volunteers can help you better meet their expectations, making their experience better—and their willingness to continue more likely.

While awaiting the economic recovery, many non profit organizations (NPOs) have cut expenses as closely as possible. One area that should not see a budget reduction is background screening of volunteers.

Why is it important for Volunteer Managers to continue screening volunteers?

1. It’s the first defense against fraud. Embezzlement and theft are concerns in both for-profit and non-profit organizations. In hard times, fraud actually increases, so there is no better time than the present to protect your organization from potential losses. Charities nationwide are losing cash and property to unscrupulous volunteers. Don’t let yours be one of them!

2. Appearances are deceiving. Note we didn’t say “appearances can be deceiving;” that’s because they just are. You simply cannot judge a person’s honesty or character based on their level of cleanliness, their jewelry, or the brand of shoes they wear. Gambling addicts sometimes look like your grandmother—and some of them steal money to fuel their habit. Even folks who have never considered stealing fall prey to need—and if that person has access to your NPO’s finances, it’s potentially at risk.

3. As the person in charge of volunteers, you are liable for their actions. Do you want to be safe, or sorry? If the charity you’ve given so much of your time to suffered a financial loss due to theft, fraud, or litigation, how would you feel—especially knowing that a simple and quick background check could help you screen out potential problem volunteers? Don’t take chances—you’ll sleep better at night!

4. What’s more important than keeping volunteers, staff, and clients safe? Most organizations serving vulnerable populations, like the elderly, disabled, and children, routinely screen volunteers for criminal history and sex offender status. But sadly, not every volunteer organization takes this important step. We’ve all heard the stories about volunteers who harm kids or the elderly who should not have been anywhere near them!

There is really no reason not to screen every volunteer applicant. No matter what financial shape your NPO is in, volunteer screening is one area that you really can’t afford to cut the budget!

Background credit screening of volunteers is quick and inexpensive. And the peace of mind it offers is really priceless. Protect your organization, your staff, volunteers, and clients with thorough background screening.

Courtesy of Houston Zoo

A non profit website that caught our eye recently is the Houston Zoo. Take a look and you’ll see why! The site is colorful, but not cluttered, organized perfectly and highly interactive.

Visitors to the site can easily find upcoming events for adults and kids, all the latest zoo news (including updates on soon-to-be-born baby elephants!), videos and activities. The site is updated daily, plus features a live Twitter stream. Following the zoo on Twitter, becoming a fan on Facebook, and connecting to the Zoo’s Flicker photostream and You Tube Channel are as easy as clicking your mouse on the home page buttons.

Interested in supporting or volunteering at the Houston Zoo? They make it any easy. Of the seven main navigation tabs, one is “Make a Donation.” You can see how important fundraising outreach is to the zoo. From that tab, one can choose from a variety of options:

• Donor Clubs: the zoo offers several tiers of support level, from the Flock, aimed at young professionals, to the Asante Society for higher-level givers. All supporters receive special perks and invitations to private tours and parties.
• The African Forest: This special project gets its own area of the site, fully explaining the vision and soliciting support to make it a reality.
• Fundraisers: Large-scale events and smaller family-oriented parties are highlighted, with photos from past years and “mark your calendars” information about this year’s dates.
• Corporate Support: Clear details on how corporations and businesses can sponsor events and volunteer at the zoo make getting involved a no-brainer. Plus, the content is obviously written with the reader’s motivation in mind, answering the question, “What’s in it for me?” Answer: visibility, brand enhancement, exposure, and wide appeal.
• Corporate Volunteer Program: this area of the site is well-writeen and appealing, outlining the ways business gourps can become involved, the commitment required, and how to get started with becoming a volunteer.

Finally, the zoo’s Annual Fund Drive and Other Ways to Give tabs make it easy to do just that.

Other ways this site is a winner:

• The site creates instant credibility by featuring the Zoo’s accreditations at the bottom of the home page, along with a Better Business Bureau seal;
• Hours, prices, directions, zoo maps and newsletter sign-up are at the top of each page;
• An interactive “Ask us a question” form and the event calendar appear on all 2nd- and 3rd-tier pages; and
• A big “Donate Now” button shows up on most 2nd and 3rd tier pages.

Non profits can learn a few tricks from Houston Zoo’s website. Even if your non profit cannot manage the high-level programming and graphics that this site has, you can still borrow most of the outreach ideas. Clear content that answers visitors’ questions and keeps them coming back are easily achievable website goals!

Sometimes it’s easier to follow established procedures, rather than starting your own. This is especially true if you’re a newer nonprofit volunteer manager. If you’ve inherited your role, or if the volunteer manager job begins with you, increase efficiency and stay organized by adopting procedures that are already proven effective.

Some of these tips come from the for-profit business sector, while others are unique to nonprofit organizations. Gather them into your own handbook and your organization will be better for it.

1. Establish Clear Communication with your Volunteers: Good communication begins the day your volunteers inquire about offering their services. Know whether or not you are currently accepting volunteer applicants. If so, let people know exactly what positions you have open, whether they are short- or long-term, and how many hours per week they require. Ask your volunteer applicant appropriate questions to guage both their areas of interest and their skill sets.

Make sure your applications are clearly written, detailing what is expected of all volunteers, as well as how the volunteer’s personal information will be used. If your charity requires volunteers to undergo background screening, state it on your application; you’ll need the person’s permission to start the process.

2. Provide proper training, if required. In a perfect volunteer situation, the skills you need are perfectly suited to a particular voluntneer, who jumps in with both feet. In the real world, you’ll at least need to orient each volunteer to your organization’s way of operating, your mission and goals, and the details of their position. Proper training will lead to a much more successful relationship with your volunteers. They’ll be happier, and more enthusiastic to return to help you again.

3. Feedback and Evaluations: Whether a new or long-serving volunteer, take a cue from employers and provide regular, formal feedback. Semi-annual or annual evaluations can be a great way to set aside time for one-on-one discussions. Since it’s a volunteer position, you as manager might provide feedback more like a coach, rather than an employer. Ask your volunteers to evaluate the organization—and you.

4. Manage Projects According to Volunteer Abilities: It only makes sense to avoid placing new volunteers in leadership positions—at least until you’ve been able to observe them performing assigned tasks. If you have a natural leader or experienced business owner or manager among your new volunteer recruits, they may be more ready to assume responsibility. Ask your longer-term volunteers if they’re ready to take on a leadership role in training or leading other groups of volunteers. They could make your job much easier!

Look for Volunteer Management Best Practices: Part II right here next week.

Nonprofit volunteer managers are sometimes inundated with offers from corporations—especially around volunteer “holidays” like The National Day of Service and Martin Luther King, Jr. Day. While no NPOs we know would turn down volunteers who are willing and qualified to help, sometimes too much of a good thing can make for headaches.

Every volunteer manager has had unusual requests from corporations. From custom-designing a volunteer opportunity just for them, to dictating who will show up and when, and what their employees will and will not do, companies can be “overeager” with their requests.

Some companies want only group activities—are they working on their team-building? What if you have more tasks that require only one person or two-people teams to complete?

Other companies want opportunities that will teach their employees a skill, or enhance their existing skills. What if your needs do not match this desire?

NPO managers are not required to satisfy their corporate volunteer programs’ needs. NPOs do not have to invest tasks and projects to meet their requirements. If you have work that matches what a company wants for their employee volunteers, then great. Let them go get it done! If not, offer an alternative.

You’re in charge—there’s no need to fill someone’s made-to-order volunteer desires. Ask for their help in getting your goals met. Offer alternatives that might make both sides happy. Break up large projects into smaller ones that can work over a longer term. Alternatively, group smaller projects into a work day that a corporate team can attend together.

Finding ways to fulfill both sides’ needs is important when corporate volunteer programs come calling. NPOs can’t alienate supporters, but they also shouldn’t let them dictate the terms of engagement.

Pre-screening volunteers is vital to the safety of non profit organizations’ (NPOs) finances, clients, staff, and volunteer base. How can NPOs make screening volunteers a regular practice?  It’s simple: think like a for-profit company, and “hire” your volunteers as if you were hiring a paid employee.

First, write a job description for each volunteer position. Clarifying expectations and duties is highly beneficial for both the organization and volunteers.

Don’t hesitate to let potential volunteers know that the organization requires volunteer screening, and to what extent. Send a clear signal to clients, supporters, volunteers, and the community that you are serious about safety and professionalism.

If you don’t already, create a volunteer application, along with an authorization to conduct background screening. Have the potential volunteer sign and date both.

Interview volunteers. Formal interviews will increase the quality of your volunteers, enable you to place them in the ideal position, and determine if the NPO and volunteer are a good fit for each other.

Ask for—and follow up on—references. Just as when hiring an employee, you can learn a great deal—good or bad—about an applicant’s character, work habits, and personality by speaking to their references.

Once the volunteer has passed all of these steps, submit their information to a qualified, professional background screening service provider.

After the volunteer comes aboard, institute a probationary time, when both you and the volunteer observe and learn about each other. Provide adequate training on duties, expectations, policies, and procedures. Help your volunteers succeed!

Conduct feedback sessions. Just as you would do performance checks with employees, check in with volunteers to see how they are doing, what they need to perform their job well, and what suggestions they have.

Recruiting volunteers is like hiring employees. Do your homework and proceed with caution prior to bringing them on. Then show them appreciation and give constructive advice, and they will thrive in your organization.

The top ten rated U.S. cites for volunteering are: Minneapolis-St. Paul, MN; Portland, OR; Salt Lake City, UT; Seattle, WA; Kansas City, MO; Columbus, OH; Oklahoma City, OK; Hartford, CT; Denver, CO; and Washington, DC.

Numbers range from 38.4% of all residents volunteering in Minneapolis-St. Paul (908,900 volunteers) to 30.9% of residents (1.3 million volunteers) in Washington.

The top ten rated US states for volunteering are: Utah, Nebraska, Minnesota, Alaska, Iowa, Montana, South Dakota, Kansas, Vermont, and North Dakota.

Here’s how the state numbers break down: from Utah, with an average annual volunteer rate of 43.5% and 817,200 volunteers to North Dakota, with an average volunteer rate of 35% and 174,800 volunteers.

The top activities performed by volunteers were fundraising, collecting and distributing food, general labor, tutoring and teaching, mentoring youth, and management.

The bottom five states? Mississippi, Louisiana, Florida, Nevada, and New York. Their numbers range from 20.9% to 18.7% of their residents volunteering.

National trends show 60.8 million volunteers, for a rate of 26.2%. The total number of hours volunteered is estimated at 8.1 billion. The places with the highest number of volunteers are religious organizations (35.7%) and educational or youth service organizations (26.7%).

As the economy continues its climb out of recession, volunteers will continue to serve a vital role in the work and success of U.S. non profit organizations.

Source: Volunteering In America