Volunteer Involvement Tips

1. While some people are more likely to volunteer than others, almost everyone can be recruited as a volunteer. About 80% of those directly asked to volunteer said ‘yes.’ This response rate is fairly consistent across all economic, geographic, racial, gender, and age categories.
   
   
2. The most productive route for volunteer recruitment is one-to-one, face-to-face personal request about a specific volunteer job. This technique is even more effective if the person doing the asking is themselves a volunteer (which demonstrates credibility) or is personally known to the person being asked.
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4. Volunteers seem to follow a basic cost/benefit analysis in deciding whether to volunteer. Benefits might include meeting a community need, the job itself (work with the volunteer enjoys or would like to learn about), the people involved (friends, family or co-workers) or some personal benefit (philosophical or religious commitment, educational or work experience, etc.). Costs might include the time commitment, any monetary expenses, logistical complications, or even doubt that the volunteer will be able to meet their commitment.
   
   
5. Don’t take volunteers for granted once you have recruited them. View them instead as customers who will have needs that must be met on a continuing basis. The trick is not to recruit the volunteer once, but instead to make them want to keep coming back..
   
   
6. A well-defined, satisfying job is a basic requirement for most volunteers. Volunteers must have jobs that actually accomplish something, as well as interesting and challenging the volunteer.
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8. The work setting is as important to volunteers as it is to paid workers. Most volunteers will not continue doing work for which they are not suited. It is crucial to match volunteers to the type of work that needs to be done, identifying both interest and ability. One good technique is to schedule a 30-day ‘check-in’ with volunteers after their initial assignment to see how things are going.
   
   
9. Volunteers are also affected by the people with whom they will work. It is essential that a new volunteer be made to quickly feel as though they are ‘one of the group.’ A volunteer who is not welcomed and integrated in the social framework of the organization is a volunteer who will never feel as though they are part of the organization and who will rapidly separate themselves from the organization.
   
   
10. There seems to be a 60-day ‘Window of Opportunity’ during which the organization can help shape the attitudes of the new volunteer. If the volunteer does not feel as though they ‘belong’ by the end of these 60 days, the volunteer will begin to disappear.
    
    
11. Supervision is important to volunteers. A good volunteer supervisor tries to proactively communicate with volunteers, or at least be regularly available to talk. The supervisor also needs to help the volunteer keep linked with the organization, updating them on events which the volunteer might have missed. Good supervision includes challenging and assisting a volunteer to meet quality standards.
    
    
12. All volunteers need recognition, both on an individual and organizational level. The trick is to find the mode of recognition which most satisfies the volunteer. Some will prefer to be thanked by their supervisor or co-worker. Some will be prefer to be recognized within the corporate structure, through a letter to their boss. Some will prefer to be recognized among their peers, or family, or church group. One size and shape of recognition does not fit all.