It’s always a good idea to have your personnel files in good shape—and that includes volunteer personnel, as well. Some federal and state grants and other funding require employment documentation and reporting, while other funding sources may want to inspect your records. Besides, many state and federal laws require recordkeeping.

Here’s what every employee and volunteer file should contain:

• Original employment or volunteer application.
• Resume.
• Original signed authorization for pre-employment background check or volunteer background screening.
• Any written notices from the records check. The Fair Credit Reporting Act requires that the applicant be given copies of the notices.
• Tax forms, such as the W-4 for withholding federal and social security taxes.
• Any state-required tax forms.
• Hiring documentation, such as signed offer letters.
• Performance evaluations, change forms (for job titles, raises, job changes, benefits plans, etc.)
• Direct deposit authorization.

Confidential paperwork, such as drug test results, background check results or medical information should be kept in a secure file.

Employment eligibility verification forms (Form I-9) for all employees should be kept together in a separate file.

Keep all personnel files in a locked cabinet and restrict access to two or three people; for example, the HR person, the volunteer manager and the executive director. Keep a log so when an employee’s file is reviewed it can be noted with the date, person who reviewed it, and reason.

Take care when destroying confidential records. The Fair and Accurate Credit Transactions (FACT) Act of 2005 requires all employers to burn or shred all applicant, employee and volunteer personal information, such as Social Security numbers, addresses and telephone numbers, as well as any information reported to a consumer reporting agency for a background check.

The news is filled with stories of volunteers who are accused of stealing money from charities, abusing kids under their care or sexually assaulting vulnerable people. Unfortunately, the perpetrators often gain access to their victims through agencies, charities, schools or religious organizations they volunteer for.

No nonprofit director or volunteer manager wants to be responsible for any harm suffered by an organization or its clients, staff members or other volunteers. That’s why it’s a good idea to take proper precautions and thoroughly screen every volunteer who may have contact not only with vulnerable populations, but with anyone in the organization.

People who prey on others may think that a nonprofit organization won’t follow the same stringent procedures as an employer would. They may be under the impression that because they are giving their time, they won’t be subjected to any background screening or credit check.

Why take the chance of proving them right? Volunteer screening is a quick and easy process that can bring great peace of mind. Requiring every volunteer to fill out an application that states they will be asked to undergo a background check could be your first deterrent. Chances are that someone who means to do financial or other harm will move on to the next organization. Following through will ensure that you are doing everything you can to protect the organization, its staff and volunteers, and the people who depend on its services.

In addition to formal background checks, credit checks and criminal history checks, it’s a good idea to ask for references—and to contact each of them before bringing a new volunteer in.

When it comes to volunteers, there is no such thing as being too careful!

The killing of a young African-American teen by a neighborhood watch volunteer is putting neighborhood watch groups in the spotlight. The tragedy in Sanford, Florida became front-page news across the country—even replacing the near-constant stream of coverage on the Republican presidential nomination race.

The homeowners association (HOA) of the neighborhood where the shooting took place—and where the father of the young victim, Trayvon Martin, lives—is facing questions. Was its volunteer watchman authorized to carry a gun on patrol? Did he have any training? And did he do enough to avoid the incident, much less its tragic ending? Is the homeowners association responsible for his actions?

Many HOAs carry liability insurance on their directors and officers of the board, but not always on the individual volunteers who carry out business on its behalf. The watchman, George Zimmerman, was the volunteer captain of the neighborhood watch.

According to legal experts, if the association knew Zimmerman regularly carried a weapon while on volunteer patrol, it could provide a basis for a lawsuit (Martin’s family has not yet sued the association).

Using professional security firms can help avoid these types of situations. And besides, if there are security and safety problems in the neighborhood, professionals are better equipped than untrained volunteers to handle them.

As increased foreclosures lead to lower income and reduced budgets, some homeowners associations are relying more on volunteers for services they once paid for. They may not realize the importance of running background checks on volunteers. Consulting with an insurance provider about additional coverage is a good idea, too. And finally, ask local law enforcement or an attorney before starting any sort of volunteer neighborhood patrol.

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.

Congratulations! You’ve done a good job of getting the word out that your organization needs volunteers, and you’ve had 20 people submit applications. Now you need to choose one or two for specialized jobs, while the rest will be moved into more general work categories.

But how do you choose the best-fit volunteer for the work you need to do? After all, you don’t know if they’ll fit in or handle the job until they begin. Here are a few ideas to help increase the odds in your favor of picking the volunteer of your dreams!

• When conducting the volunteer interview, remember to keep emotions and feelings out of the process. You’re not interviewing for a new friend. Try to avoid allowing the chemistry between you and the potential volunteer—even if it’s great—be your sole decision-maker. It’s wonderful to get along well with volunteers, but even more important to determine if they have the skills to do a good job.
• Speaking of skills, try to remain open to different sets of skills and new ideas—even if they weren’t what you had in mind for a particular position. You may find you need skills you haven’t identified.
• Consider administering personality quizzes designed to help you place volunteers in the types of positions they’re best suited to. An introvert might not want to approach potential donors during fundraising time, for example. Going through these exercises can help you determine which potential volunteer you should bring in, as well.
• Finally, a thorough background and credit check can help you make a final decision. A volunteer who looks fantastic on paper, but has been convicted of theft, may not be a great fit for your organization—especially if there is money handling involved. And if your organization serves vulnerable populations, you’ll want to be sure to keep them safe by completely screening each potential volunteer. Call references, as well. Ask the potential volunteer to explain any discrepancies between their application and what references say.

Finding the right volunteer is worth the effort—especially when they get right to work for your nonprofit organization!

If folks start making good on their New Years’ resolutions, your phone could start ringing with new volunteers looking for opportunities to help your nonprofit in 2011.

Volunteer managers know that, it’s most important to interview prospective volunteers, and then run background checks to ensure you don’t bring anyone with a criminal past into contact with employees, clients or other volunteers.

What’s next? Training.
Proper training can make the difference between volunteers who enjoy their service and stick around and those who stop showing up after a couple of days.

When conducting volunteer training, remember to start with the paperwork—yours! You’ll need to plan before implementing any type of training program, so take out your laptop, notepad, or tablet computer and develop a plan using these tips:

1. Develop goals or expectations for each volunteer role. This will help you fit the right person with the right job.
2. Find out what your volunteers need from you. Listen carefully and incorporate their wishes into their role. Also, ask your volunteers about their motivations. Some may just want to keep busy, while others feel a desire to give back to others. Still others might want the interaction of seeing and talking with people during the day. If a volunteer just wants to help and stay behind the scenes, you’ll want to find tasks that accomplish that goal. For an extrovert who loves interacting with people, try to avoid assigning tasks like filing or mopping floors.
3. Be sure to incorporate information about your nonprofit organization into your training plan. Don’t assume the volunteers know the mission, purpose and funding source of the organization. Share with them as much information as you can, so they can spread the word about the good your NPO does in the community.
4. Use the buddy system to teach new volunteers exactly how they should do their jobs. Pair them with a staff member or current volunteer, but don’t let them start their new job until you’ve supervised and approved them to begin. Remember, some volunteers will need more training than others.

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.

Nonprofit organizations (NPOs) dependent on federal and state funding to successfully serve their clients and community often have their hands full dealing with extensive laws and regulations.

One area frequently mandated by state and federal governments is background screening. If your organization provides day care or child care services, or in the course of providing services brings employees or volunteers into contact with minors or vulnerable adults, you may be required to perform background checks on all employees and volunteers.

Programs that use federal funds or are under federal contracts are required to conduct criminal background checks on both employees and volunteers. Additionally, many states require all of an organization’s employees and volunteers to undergo background criminal checks if any state funds are used by the organization.

To implement background screening, you must notify the potential volunteer that it will be performed. If your organization is subject to mandated screening, and does not already have a formal application procedure, you should implement one immediately. Have the potential volunteer give written consent by way of a signature on a notification page, ideally separate from the application.

Be sure to document everything! Each interaction with a potential volunteer, along with copies of background checks, credit checks, or criminal background checks, must be filed securely and preserved. You never know when you might need to prove that you took the proper steps to protect your clients and community members in your volunteer recruitment and placement efforts.