Recruiting, Motivating and Rewarding Volunteers Recognizing the people who contribute to this or any other program is a way to honor them. No one hears “THANK YOU” quite enough. We hope you read through this to get ideas about different, fun ways to say “thank you” and to see that involving our members through their community volunteer efforts is another way to connect them to our Association. We hope this section gives you some creative ideas and gets you all thinking about ways to say THANKS! And by the way, thank YOU again for all your efforts!

Overview The purpose of the Association and the reason for its existence is simply to serve as an organization where members can work together to meet their collective needs, achieve their collective interests, and derive the benefits. Members need to understand that a vast majority of the benefits they enjoy continue to come as a result of the efforts of other dues-paying members like themselves — members who work diligently at all levels of the Association. Dues money basically goes to provide the resources and technical support for volunteers to be effective in their efforts. Although the amount of time members commit to working with the Association range from hundreds of hours to a couple of hours each year, each individual has the opportunity to make some needed contribution to the overall achievements of the organization in improving the professional lives for all. By involving more members in organizational activities, the Association will begin to increase the members’ understanding of the importance of their personal participation and facilitate changing the perception from one of “What are THEY (meaning the Association) doing for me?” to one of “What can I do to support our collective goals and professional lives?” Therefore, there needs to be a strong emphasis on experienced-based learning and involvement. As members become involved in the Association activities as volunteers, they can begin to see the organization through a different lens and may begin to truly believe that it is THEIR organization which supports THEIR interests and works to improve THEIR professional lives. Developing a successful Volunteer Program is a three-faceted process, that of Recruiting, Motivating and Recognizing the member volunteers.

Recruiting the Volunteer Introduction: The basis for recruiting volunteers is a combination of appealing to a person’s sense of commitment to the cause of education as the purpose of the organization, and (often) outright begging. Organizations are always appealing for members to GIVE. Give your time, give your energy, give your knowledge, give your resources. The reason current leaders get burned out is the constant battle to get others to assume some of the responsibilities or the fact that some leaders are reluctant to delegate responsibilities. The main reason people give for not wanting to serve is that they simply don’t have the time. Yes, they are busy, but they also have the same 24-hour day that everyone else has. It isn’t that they don’t have some time to volunteer. It’s just that they don’t see how this volunteer role is more important that what they are already doing. Getting past that barrier is crucial to getting people to volunteer. People need a sense that they are doing something worthwhile. They need to know they are accomplishing something and they also NEED someone to acknowledge that fact they are making a contribution (recognition for good work). Note the following areas that are important for all volunteers: 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11.

A clean, specific, manageable job A good reason for having to do it (purpose) The tools to get it done Proper training Written directions (if applicable) Good working conditions A deadline A report to make Recognition and appreciation Recognition and appreciation Recognition and appreciation

Recruiting is many times more successful if a volunteer is the person who actually does the recruiting/asking. This communicates to the person being asked that the recruiter is already making the same commitment of time and energy which is being asked of others. The staff does play a role in the process in that they assist the volunteer leader(s) in creating a list of the desired characteristics and skills that the organization should be looking for in key positions. After the list is created, the staff person should help to identify those people in the organization who most closely match the list of desired qualities.

Tips for Recruiting and Retaining Volunteers 1.

2. 3. 4. 5. 6. 7. 8. 9.

10.

Personalize your request. Make sure the individual realizes that their participation is important. Ask a specific person to do a specific task with a specified beginning and ending time. Stick to total amount of time and perhaps the volunteer will be willing to commit more time in the future. Results are best when you: (a) contact face to face; (b) phone; and (c) write to the person. Find out what each person likes to do and also what s/he doesn’t like to do. Keep track of these preferences. (See current volunteer and potential volunteer sheets.) For people new to the group or new members, pick them up, call to confirm their attendance, meet them at the door, introduce them, and do anything else you can do to make them comfortable. People volunteer for their reasons, not ours. They will volunteer whenever those needs are met. (Needs: belief in the cause, recognition, social contact, learn NEW skills.) (See Motivating the Volunteer.) Make certain that the charge, directions, training and materials provided are clear and appropriate to the task. Refreshments help make the task pleasant. List 10 people who you think might agree to help, in order of how likely they are to say yes. Start asking from the other end of the list with those least likely to say yes and move up. Leave room for requesting less time, and leave the door open to ask next time. Ask for 4 hours, then 2 hours, etc. Ad hoc requests rather than long-term commitments produce more volunteers. Committees can be the death of an idea and an organization. Volunteer organizations need meaningful activity to survive. Don’t ask people to meet if the information can be disseminated by mail or phone. Ask them to meet to make decisions and perform tasks. (Tasks: social activities, training, stuff envelopes or make calls, contact potential members.) Thank volunteers personally. Make sure they know their personal assistance was important and appreciated.

The number one rule of organizing: NEVER DO FOR OTHER PEOPLE WHAT THEY CAN DO FOR THEMSELVES. You don’t have to do it all yourself. Just see that it is done. Your job is to coordinate many people doing specific tasks.

How many doors do you open to recruit a new volunteer? •

Contact o Find the person you want and find a way to meet her/her.

•

Arouse Interest o In the Association program.

•

Create Preference o List the many volunteer jobs that make up the program.

•

Specific Proposal o List the many volunteer jobs that make up the program.

•

Sign on the Line o Get his/her time commitment and then sign up.

•

Keep the member interested and on the job o Give him/her a job that is interesting and important, yet one which will not take more time than he/she can give.

Recruiters: Recruiters must not only know how many people it takes to deliver the program, but they also face the necessity of locating all the people who have time and interest to give. Recruiters must know the kind of tasks to be performed, the time a volunteer can be expected to give, the time each job will take, and the satisfactions to be gained through service. TRAINED recruiters and consistent recruiting are necessary to enlist a sufficient number of members to carry on the responsibilities of our Association.

Current Volunteer Notesheet for Oral “Survey” (For those who are presently doing a Job for the Association) Recruiters should ask these questions in conversation. Answers can be noted on copies of this sheet. 1. Who asked you to do a job for (Name of Local Association)? What was/is the nature of the job?

2. What were your expectations in doing the job?

3. Did you find your contribution rewarding? Why or why not?

4. Did you find your contribution appreciated? Why or why not?

5. What will it take for you to be willing to continue to do jobs for the (name of the Local)?

Potential Volunteer Notesheet for Oral “Survey” (For those who are not working for the Association) Recruiters should ask these questions in conversation. Answers can be noted on copies of this sheet. 1. Would you be willing to take a job, to work for (name of Association)?

2. If the answer is yes or maybe, inquire as to any conditions that have to be met in order for him/her to take the job.

3. If the answer is no, ask the person to share with you any specific reasons for his/her response evaluate the response. Listen actively. The person might move to a “maybe” or “yes” based on the response.

Another suggestion: “You were identified by _______________________ (name) as a person who is respected by your colleagues. We need you to ___________________. What will it take for you to volunteer?”

Volunteer Task Preference Sheet LOCAL ASSOCIATION NAME WORKSITE PHONE NUMBER PERSONAL EMAIL

Number in order of preference (i.e., 1, 2, 3) the three tasks that you would perform as your participation for your Association. If you check No. 13, please list talent. 1.

Serve as a mentor/buddy for new Association member

2.

Writing (newspaper articles, inter-worksite communications, etc.)

3.

Computer work

4.

Researching (data to be used in negotiations and public relations)

5.

Collecting (surveying education employees for Information, etc.)

6.

Compiling statistics

7.

Telephoning (members or citizens)

8.

Driving citizens to polls

9.

Distribute brochures or other materials

10. Picking up or transporting materials from site to site 11. Designing and making posters 12. Taking pictures (for publicity in your school) 13. Performing: List talent: ________________________________________________________________ 14. Speaking at public forums, etc. 15. Help with a social event 16. Shopping for gifts 17. Attending meetings of Board of Education or Regents (Community residents preferred) 18. Representing Association at community meetings or state meetings 19. Miscellaneous IF THERE ARE TASKS YOU DO NOT WANT TO BE ASKED TO PERFORM, PLEASE INDICATE BELOW:

Motivating the Volunteer Introduction Motivation is a critical element to successful volunteer management. But experts in motivation have a difficult time agreeing on a definition. Motivation is like learning. You cannot see it or hear it, but when it is not present, you know it. Motivation, like learning, happens in the head. The presumed results of motivation include above-average performance, productivity, attendance, and low turnover of volunteers. Motivating volunteers is one of the most important and difficult jobs facing people who manage a volunteer program. There are basically two ways to motivate people: 1) through fear and 2) by installing self-confidence through tangible or intangible rewards. Fear is an impossible way to run a volunteer organization. Positive motivation comes when people have confidence in themselves — in the skills they possess, and in their ability to communicate and to get along. Organizational effectiveness is directly affected by the morale of volunteers and staff. VOLUNTEER VIEWPOINT If you want my loyalty, interests and best efforts, remember that… 1.

I need a SENSE of BELONGING, a feeling that I am honestly needed for my total self, not for my hands or because I take orders well. 2. I need to have a sense of sharing in planning our objectives. My need will be satisfied only when I feel that my ideas have had a fair hearing. 3. I need to feel that the goals and objectives arrived at are within reach and that they make sense me. 4. I need to feel that what I’m doing has real purpose or contributes to human welfare — that its value extends even beyond my personal gain, or hours. 5. I need to share in making the rules by which, together, we shall live and work toward our goals. 6. I need to know in some clear detail just what is expected of me — not only my detailed task, but where I have opportunity to make personal and final decisions. 7. I need to have some responsibilities that challenge, that are within the range of my abilities and interest, that contribute toward reaching my assigned goal, and that cover all goals. 8. I need to see that progress is being made toward the goals we have set. 9. I need to be kept informed. What I’m not up on, I may be down on. (Keeping me informed is one way to give me status as an individual.) 10. I need to have confidence in the coordinator — confidence based upon assurance of consistent fair treatment, or recognition when it is due, and trust that loyalty will bring increased security.

In brief, it really doesn’t matter how much sense my part in this organization makes to you — I must feel that the whole makes sense to me.

Motivations for Volunteering If people are not volunteering, there are reasons, and you must know what those are if you are to reverse the trend. Maybe the phrases “Met needs do not motivate” or “Man is a wanting creature — when one level of need is met, he moves on to the next” are good benchmarks for us. Also, it is helpful to examine why people stay on as volunteers. Are you designing meaningful jobs and supervising your volunteers in a way that not only allows for but encourages personal growth? If not, the only thing that should surprise you is that you are surprised that there is an exodus. Theorists differ on the number of nature of human motives. This list of motivations is not intended to be conclusive or comprehensive, but merely suggestive of the wide diversity where volunteers “are coming from.” It is based largely on the work of David C. McClelland, Harvard University. As you read through these motivations, write the names of three people whom you know that fit the description, and also decide which motive motivates you.

1.

Achievement Motive Goal: Success in situations requiring excellent performance.

Characteristics: a. Concern with excellence b. Complete involvement c. Competitive, thorough d. Wants unique accomplishment e. Innovative, enjoys striving Thinks about: a. Doing job better b. Goals and how to attain them c. Obstacles and how to remove them (innovative) Likes tasks which: a. Allow latitude in setting work pace and work methods b. Allow for help and feedback and direction from others when necessary c. Allow them to demonstrate proficiencies and abilities d. Challenge abilities and skills e. Allow for clear, unambiguous feedback about performance f. Give opportunity to learn new materials or skills — inservice/workshops, trainings (opportunities for professional development) LIST THREE VOLUNTEERS WHO YOU BELIEVE FIT THIS DESCRIPTION

2.

Affiliation Motive Goal: Being with someone and enjoying mutual friendship.

Characteristics: a. Concerned with being liked and accepted b. Warm, friendly relationships c. Concerned about being separated from others Thinks about: a. Feelings of others and self b. Consoling and helping people c. Wanting to be liked Likes tasks which: a. Allow people to interact b. Require cooperation of co-workers for successful task accomplishments c. Allow time for personal non-task interaction while working d. Allow for the maintenance of stable working relationships LIST THREE VOLUNTEERS WHO YOU BELIEVE FIT THIS DESCRIPTION

3.

Influential Motive Goals: Having impact of influence.

Characteristics: d. Strong feeling about influence in decision making e. Wants certain idea to predominate f. Interests in authority, power g. Often verbally fluent Thinks about: a. How to use influence to win arguments, change people, gain authority b. Improvements in communication Likes tasks which: a. Allow time for personal interaction while working b. Allow personal control over work pace and work methods c. Require managerial skills d. Allow opportunity to direct projects and make changes LIST THREE VOLUNTEERS WHO YOU BELIEVE FIT THIS DESCRIPTION

4.

Social Power Motive Goal: Pursuit of the general good or public interest.

Characteristics: a. Concerned with idealism, morality, justice b. Values equality c. At times judgmental Thinks about: a. Standards of the group and the community b. Evaluation without regard for personal ramifications c. Accountability d. Image of the Association and profession Likes tasks which: a. Involve meshing Association program with accepted mission and goals b. Include other groups with identifiable and accepted values c. Affect generally accepted community concerns LIST THREE VOLUNTEERS WHO YOU BELIEVE FIT THIS DESCRIPTION

5.

Recognition Motive Goal: Recognition for work performed.

Characteristics: a. Prefers short-term task with clear beginning and end b. Identifies with popular projects c. Concern with status Thinks about: a. Completing assigned work in timely fashion b. Advancement in role c. Public and PR aspects of activities Likes tasks which: a. Can be completed in a short period of time b. Are visible c. Have tangible rewards LIST THREE VOLUNTEERS WHO YOU BELIEVE FIT THIS DESCRIPTION

Which motivation best describes you? Achievement

Affiliation

Influential

Social Power

Recognition

WHY?

Rewarding and Recognizing the Volunteer Introduction Recognition is the paycheck for the volunteer. When asked what motivates them, one item high on the list is the desire for recognition, which must be given in a timely and appropriate manner. NEVER stop giving recognition — even if people tell you they don’t want it. If we stop recognizing our volunteers, they too will stop volunteering. Don’t wait until the end of the year at an awards function to recognize the volunteer. Recognition should be given appropriately and immediately. Many times a personal “thank you” given face-to-face, handwritten or by phone is all that is needed. The Recognition should be specific and personalized. Be specific about what contributions the person made and how the contribution helps the Association accomplish its goal. Instead of saying:

“Thank you for helping us with this important event” it would be more effective to say:

“Thank you for making the arrangements for the Association meeting. The site was perfect for a meeting of 200. It was spacious, yet created an intimacy even for a large group. The lighting and acoustics were excellent, and the décor put us all in a positive frame of mind. Your contribution contributed greatly to the meeting’s success. We couldn’t have done it without you. You’re an invaluable member of the Association, and I hope you will assist us again in the future.” Recent studies of volunteers identified that informal recognition served as more of a motivator to some people than more formal types of recognition. In any case, never take volunteers for granted.

Remember, not everyone is motivated by the same type of recognition. If you believe certificates are a waste of time, you ignore the thousands of people who frame certificates and place them on the walls in their home or office. Different people respond to different things. The recognition program of the Association needs to take this into account.

Informal Recognitions The following is a list of ways to recognize volunteers informally. • • • • • • • • • • • • • • • • • • • • •

• • • • • • • • • • • • • •

Stop by while volunteers are working and talk with each of them. Smile at or call the volunteer by name. Say “good morning/afternoon/evening.” Remember birthdays, anniversaries, personal dates of importance. A regular parking space. Comfortable climate control. Stable workspace. Personalized coffee cups. Labeled area to place coat, hat, etc. Access for people with disabilities. Opportunity to create/decorate a personal area. Keep track of volunteer’s hours for accurate recognition. Chart to show accumulated hours for individuals or teams. Volunteer suggestion box. Volunteer of the week, month, year awards. Praise them to their friends. Team leadership rotated. Inclusion in paid staff meetings. Referring to work groups as “staff” — some paid, some nonpaid. Volunteer profiles posted in-house or in newsletters. (People LOVE to see their names in print.) Post honor roll in the reception area. o Very public thank-yous on billboards, etc. o Monthly birthday listing posted for all to see. o Anonymous thank-you notes on the bulletin board. Chart showing dollar value of efforts of volunteers. Take time to orient volunteers and answer all questions. Provide training opportunities for workshops or conferences. Use volunteers as trainers of volunteers. Write to their spouse thanking them for the time their husband/wife gave to the Association and needed to be away from the family. Ensure paid staff/governance understand and appreciate specific job descriptions of volunteers. Ensure volunteers understand and appreciate specific job descriptions of paid staff/governance. Job descriptions for volunteers that are specific, clear, and flexible. Flexibility within Job assignment. Immediate correction of errors so they will not be embarrassed by repeats. Respect of individuality and uniqueness. Ask their opinion and really listen. Open communication. Accept their individuality.

• • • • • • • • • • • • • • • • • • • • • • • •

Break area with coffee, chairs, magazines, etc. Surprise treats to say thank you. (See quotes to accompany funny small gifts.) Job titles that are clear and reflect what person does. Authority delegated in line with responsibility. Keeping volunteers abreast of changes. Giving people reasons behind change. Sensitivity to change in group dynamics. Flowers in the volunteer area. Decorations for special holidays — recognize all religions. Send flowers/wine to volunteers for jobs especially well done. Create a volunteer survival kit (Band-Aids, coffee certificate, candy, aspirin). Send anonymous humorous cards during hectic times. “Handle with care today — fragile” stickers to volunteers during hectic times. Leave candy at volunteer stations. Send valentines year-round. Come-as-you-are surprise party. Wine and cheese tasting parties. Theater party. Attend a sports event. Holiday parties. Kickoff potluck (could include family). Breakfast or lunch provided by leadership/staff. Silly posters. Short articles in agency newsletter regarding volunteers.

Quotes to accompany funny small gifts “What a bright idea!” — attached to a light bulb. “A Cracker Jack idea” — with a box of Cracker Jacks. “I’m lucky to have your help” — attached to a rabbit’s foot. “No one holds a candle to you” — scented votive candle or box of birthday candles. “You are a Lifesaver!” — with a roll of Livesavers. “Your vision is our guiding light” — a mini flashlight. “Your presentation was right to the point” — box of tacks or push pins. “Thanks! You’ve energized us” — a battery. “By any measure, you are a leader” — tape measure or ruler. “Sorry — I didn’t mean to hurt your feelings” — a Band-Aid. “Thanks for all your hard work. I know it has been a headache” — small box of aspirin. “I know you’re feeling snowed over right now” — with small snow globe. “Many Motivated and Marvelous volunteers” — with M&M’s. “Thanks for working your buns off” — cinnamon rolls or sticky buns at meeting. “A toast for a job well done” — jelly beans in a plastic wine glass. “A noteworthy accomplishment” — with note cards or paper. “Thanks to you, we’ll soon have this project wrapped up!” — a roll of wrapping paper. “Hugs and kisses…” — Hershey’s chocolate kisses. “Thanks for sticking to the job” — stick of gum or bottle of glue. Whatever the message, it must communicate:

“I am glad you are here as a volunteer. You are APPRECIATED!”

Formal Recognition Many associations do an excellent job at formal recognition. Certificates are presented, recognition parties are held, dinners are served, and volunteers receive plaques. Some awards are given for length of service, for outstanding service to particular job types (bargaining, community, organizing, leadership, political action, planning, etc.), and for volunteers who do not fit in neat categories. The criteria for that award should be clearly established and written. If there is a process for nomination and selection, it should be standardized. Anyone who volunteers or is employed by the Local/Council should know the criteria for nomination and process for selection, or that the award is given to all who hold a specific position (e.g., Building Representatives). Example of formal recognition for a specific position held or for outstanding service:  Stipends  Dues Rebate  Plaques  Certificates  Scholarship for workshop, conference or college courses

Formal recognition events require money and in many cases pre-planning. DOES YOUR ASSOCIATION HAVE A FORMAL RECOGNITION PROGRAM? Directors Answer YES or NO to each statement. If all the answers are yes, you are running a formal recognition program. If you have more noes than yesses, you need to assess whether it is truly a formal program. Awards are incremental. The highest awards are reserved for people with more tenure and/or distinguished service in a specific capacity (e.g., Bargainer, Building Representative).

Y

N

Some awards are reserved for people who give short-term or one-time service to the organization (e.g., organizer for Award Banquet).

Y

N

Criteria for receiving the award are written so all members know criteria.

Y

N

Awards and their outward symbol (certificate, pin plaques, stipends, scholarships, etc.) are consistent from year to year.

Y

N

Award criteria and specific nomination forms are distributed to members.

Y

N

All award nominations are handled with confidentiality.

Y

N

There is an official time when formal awards are presented to recipients.

Y

N

Volunteers who are former award recipients are involved in the presentation of awards to new winners.

Y

N

A permanent record of award recipients is kept on file in the office.

Y

N

The formal recognition system is held regularly.

Y

N

TOTAL: IS YOUR ASSOCIATION RUNNING A FORMAL RECOGNITION PROGRAM?

Y

N

If you answered no and elect to begin a formal program, use the above 10 statements as a guide for setting up the program.