Vitotputegcvm

sfapcetpa2Htataork

A“tymnLAbg

©

practice applicationsBUSINESS OF DIETETICS

Attracting and Keeping Volunteers in Your

Organization

titfthMcittireeu

w

espomahTtattt

tittmnpt“ebi

mt“ot

KBHlvstaijgtLasitte

wtfntusitsglpps

MVRrikttm

1

2

olunteerism is about as Ameri-can as apple pie and ice cream.As long as our nation has ex-

sted, our citizens have been morehan willing to contribute to the goodf the order by volunteering theirime and expertise. This article ex-lores ways to attract and keep vol-nteers—particularly as this applieso district or state associations or di-tetic practice or member interestroups. These concepts are basic prin-iples, however, and are applicable toolunteerism whether in your com-unity or for your professional group.In the area of associations, profes-

ionals are joining like never before. Inact, the Smith Institute’s Generationsnd the Future of Association Partici-ation reports that the number of asso-iation members in the United States isxpected to rise from 51 million in 2005o about 55 million in 2015, with theercentage of all workers belonging tossociations expected to climb from8.3% to 28.9% in the same interval (1).owever, just like any other area of

oday’s economy, competition for newnd current members is fierce; associa-ions must compete with all the otherreas of a member’s life. As a result,rganizations can’t play by yesterday’sules when attracting, developing, andeeping its volunteers.

TTRACTING VOLUNTEERSVolunteers are members whose in-erest in the organization expands be-ond paying dues,” says Mary P. Fuhr-an, MS, RD, LD, FADA, CNSD, autrition support specialist in Stouis, MO, director-at-large forDA’s Board of Directors, and mem-er of several ADA dietetic practiceroups and committees. Attracting

This article was written by JimMcCaffree, a freelance writer inLos Angeles, CA.

idoi: 10.1016/j.jada.2007.10.021

2007 by the American Dietetic Associat

hose volunteers is crucial to prevent-ng burnout among current volun-eers and keeping the organizationresh. However, when asked to volun-eer, many members say they don’tave the time. Cynthia D’Amour,BA, president of the management

onsulting firm People Power Unlim-ted, LLC, in Ann Arbor, MI, says, “Ihink that leaders have to be willingo say that if people don’t have time,t’s because we didn’t make them theight offer or create the right experi-nce for them. They have to take own-rship of it, because people will showp if it’s worth their time.”So how can organizations make itorth their time?“Make it easy, make it easy, make it

asy,” says Bud Crouch, of Tecker Con-ultants, LLC, in Yardley, PA. “Non-rofits need to change the way theyffer work,” he says. “They need toake it fun, they need to be flexible,

nd they need to make more use of adoc committees.” Mark Levin, author ofhe Gift of Leadership and president of

he consulting firm BAI Leadership,grees, adding that organizations needo provide training to ensure the volun-eer is successful in the job. Otherwise,hey will never volunteer again (2).

The biggest mistake many organiza-ions make when looking for volunteerss that they don’t ask the right ques-ions the right way. “Many people likeo be asked to help or participate,” Fuhr-an says. “A call for volunteers mayot get them to self-volunteer.” It’s im-ortant to ask the potential volunteerhe right way, in a one-on-one setting.If you focus on using the person’s tal-nt rather than their time, there’s aetter chance you’ll get them to partic-pate,” Levin says.

It’s also important to have somethingeaningful for a volunteer to do when

hey want to volunteer, Fuhrman says.People lose enthusiasm or find an-ther organization to volunteer for ifhey have to wait too long to become

nvolved.”

ion Journal

EEPING VOLUNTEERSuild a Leadership Foundationelping your members develop their

eadership skills is crucial to keepingolunteers. Leadership skills areomething members can take back toheir employers, which can earn themhigher income and promotions, and

n turn promote their profession. Andust because someone is technicallyood at their job it doesn’t meanhey’re a leader in their field, saysevin. “They may not have good man-gement, negotiating, or facilitationkills, and they can get those throughnvolvement in their local organiza-ions, if the organizations are willingo give them that kind of training andxposure.”Doing so not only provides membersith a benefit they can take back to

heir jobs, it also builds a leadershipoundation that will support the orga-ization in the future. D’Amour sayshat leaders need to empower the vol-nteers to “do the fun stuff.” However,he says that many leaders say it’s eas-er to do something themselves than toeach someone else, an attitude thathe says is the “nail in the coffin of theroup.” When the time comes for neweadership to take over, “we can’t takeeople who have never been allowed toarticipate and put them in a leader-hip role,” says D’Amour.

atching the Right Job with the Rightolunteerecruiting the right person for theight job is important to ensure a pos-tive experience for volunteers andeep them involved. Fuhrman sayshere are three basic types of volun-eers, based on their level of involve-ent:

. dues-paying members who neverwant to be called for anything;

. members who want finite projectsthat do not require a lot of time or

a continual obligation; and

of the AMERICAN DIETETIC ASSOCIATION 2045

3

ufzvphutetcct

RItjdtrsAtdFmn“mentaamsdabfircPtet

vgja

GMt

bttrCSAtopcBpTwotamtttcscb

aDtTtstnsebmg

bfuTs“wtcuHuitutTiX

itaG‘scltfdIhmpctwvavw

BUSINESS OF DIETETICS

2

. those who won’t leave until thelights are turned off.

The task, she says, is to fit the vol-nteer into the appropriate categoryor volunteer assignments. “Organi-ations need to strategize how to useolunteers and where the finiteroject volunteers fit and where andow to mentor and progress the ‘herentil the lights go out volunteers’hroughout the organization withven a progression to other parts ofhe organization.” Levin echoes thisomment. He says that if a volunteeran’t commit to a particular job, thenhey’re not right for the job.

ecognitiont is only human to want to behanked or publicly recognized for aob well done, and volunteers are noifferent. “The key to keeping volun-eers in professional organizations isecognition for their contribution,”ays Fuhrman. The Florida Dieteticssociation has added recognition to

heir strategic plan, says Molly Glad-ing, RD, LD, past president of thelorida Dietetic Association andember of the Public Health/Commu-ity Nutrition dietetic practice group.It is in our strategic plan to add ainimum of one member recognition

ach year and three leadership recog-itions in the next 5 years.” Some ofhe ways the Florida Dietetic Associ-tion recognizes their members are:t the opening night of their annualeeting, they ask several groups to

tand, such as 50-year members, stu-ents, or meeting volunteers; presentwards and recognition at the mem-er reception; during the year, the af-liate newsletter on their Web siteecognized member and district ac-omplishments, as does the monthlyresident’s Update. Gladding reportshat these initiatives have receivedxtremely favorable feedback fromhe affiliate’s volunteers.

D’Amour offers another piece of ad-ice: “It’s okay to have fun. Someroups are so serious, they take theoy out of being involved and servings a leader.”

ENERATION GAP: TRUTH OR MYTH?any people assume that “Genera-

ion X” doesn’t volunteer in the num- a

046 December 2007 Volume 107 Number 12

ers Baby Boomers did. According tohe Smith Institute’s Generations,hat assumption is inaccurate. Thateport cites a 2004 poll taken by theampbell Public Affairs Institute atyracuse University of about 600merican adults on civic participa-

ion and membership in many typesf voluntary organizations, includingrofessional/trade associations. Ac-ording to that poll, the percentage ofaby Boomers belonging to trade androfessional associations was 32%.he percentage of Gen Xers polledho belong to trade and professionalrganizations was 33% (1). Instead,hey found that involvement in tradend professional organizations isore closely tied to age than genera-

ion (1). Levin agrees, “It’s more a fac-or of [younger people] not havingheir careers at a point where theyan afford that kind of time.” But, heays, “when they’ve advanced in theirareers, they have every intention ofeing involved in their profession.”“The reason why younger leaders

ren’t necessarily stepping up,” says’Amour, “is because a lot of times,

hose in power don’t want them there.hey bring new ideas to the table andhat’s scary for a lot of groups.” Sheays that it’s not as much a genera-ional issue as it is one of welcomingew voices to the table. In fact, sheays, when younger members ask, forxample, why they should sit throughoring committee meetings or doeaningless work, older members be-

in to ask the same questions.Instead of categorizing volunteers

y generation or age, D’Amour pre-ers the categories “Traditional Vol-nteers” and “Today’s Volunteers.”oday’s Volunteers are not neces-arily Gen Xers but anyone whowants to have a meaningful job andants to be participatory, to be stra-

egic.” In many groups there is ahallenge between Traditional Vol-nteers and Today’s Volunteers.aving to explain the benefits of vol-nteering to Today’s Volunteers is

nsulting to some Traditional Volun-eers. In addition, Traditional Vol-nteers are used to a command/con-rol leadership paradigm thatoday’s Volunteers, especially those

n Generation X, chafe under. “Geners are raised to be participatory

nd strategic.” t

REASONS PEOPLE VOLUNTEERKnowing why people volunteer can

help your organization better attract,serve, and keep its volunteers.

Volunteering for the GreaterGood

Many of us have causes near anddear to our hearts and donate ourexpertise to help move them for-ward. Our only motivation for volun-teering is to make things better. Theorganizations that tend to these is-sues are most often nonprofit groupswith fairly limited financial and hu-man resources.

Volunteering to Meet PersonalGoals

Volunteer opportunities can alsohelp satisfy personal ambitions,such as meeting people with sharedinterests or learning and honingcertain types of skills.

Volunteering for Business De-velopment

There’s a networking adage: “It’snot who you know, but who knowsyou.” Strategically speaking, vol-unteering can be an excellent busi-ness development and marketingpractice. Many great jobs and valu-able connections have come by wayof volunteering (3).

The Florida Dietetic Association, too,s concerned with recruiting and re-aining younger volunteers and theydded it to their strategic plan, saysladding. “One of our plan goals is to

Cultivate Future Leadership,’” sheays. “Our experience has been if wean identify committed volunteers andeaders at the district level, we can gethem involved at the state level. There-ore, we are committed to helping theistricts grow volunteers and leaders.”n recent years, Gladding says, theyave reached out to students and newembers by adding a student liaison

osition to their Administrative Coun-il; the Chair of Student Issues putsogether a student committee to helpith student communications and in-olvement; and students who arewarded an annual meeting stipendolunteer at the meeting for 8 hours. “Ife can get them to the annual meeting,

he hook is pretty strong.”

DIvsstaowtw“inn

cntms“h“i

AOLcpmaaoAaecsdoothtmvaLtiiittk

Wtotwagm

1

2

3

BUSINESS OF DIETETICS

Technology a Major Trendin Volunteering

One frequent complaint volun-teers have about their organiza-tion’s meetings is that they take upa lot of time. As people are evermore stretched for time, they maynot be able to attend every meet-ing. However, they still want tohave some input about the deci-sions the group makes. Increas-ingly, organizations are turning totechnology to accommodate andcommunicate with its time-pressedvolunteers.

“You’re seeing a lot more confer-ence call and even online meet-ings,” Levin says. “People will com-mit to a 2-hour conference callmeeting before they’ll drive acrossthe state for a committee meeting.”

D’Amour sees the use of the In-ternet as a way of getting the rou-tine business out of the wayquickly. “At a lot of meetings, ev-erybody goes around the room andreports on what they have done.”With the Internet and e-mail, shesays, organizations can do that inadvance and use that time insteadto discuss, debate, and strategizefor the future.

The downside? “I think you dolose some of the sense of ownershipof the decision by the group ifthey’re not physically together atsome point,” Levin says. “No onlineservice, or chat room, or computervideo system can truly replace thebasic need people have for humancontact” (2).

on’t Forget the Pastt is important not to overlook olderolunteers. Three years ago, Gladdingays, the Florida Dietetic Associationent letters to all past presidentshanking them for their past servicend informed them of a then-new policyf compensating all past presidentsith complementary registration to

heir annual meeting for life. “Theyere so appreciative,” says Gladding.

Many past presidents we hadn’t seenn years started coming back to the an-ual meeting and several of them are

ow recycling as committee chairs and

ommittee members and are bringingew volunteers with them.” She sayshey “still want to work, are fabulousentors, and are very appreciative of a

imple thank you.” Fuhrman agrees:Don’t drop good volunteers after theyave reached a pinnacle,” she says.That expertise of your organization isnvaluable.”

MERICAN DIETETIC ASSOCIATION (ADA)N THE CUSPevin says that the ADA is on theusp of changing the image of therofession. “The three issues thatost Americans are concerned

bout, disregarding security issues,re health care in general, childhoodbesity specifically, and education.DA does all three of those things,nd they do it at the highest of lev-ls.” He adds that ADA has thehance to raise the level of pride andecurity their members have in theietetics profession. “Providing thepportunity to be a leader in therganization can help them develophe skills to go out and make thatappen in their communities and inhe institutions they work in, beore valued employees, and be more

aluable to the health care system,”n opportunity Levin says ADA’seadership Institute has been doinghe past 4 years. The task ADA andts affiliates have, according to Levin,s being patient with younger dietet-cs practitioners and keeping them in-erested in the organization until theime comes when they can commit theind of time needed from them.Fuhrman offers one last point:hether an organization needs to at-

ract new members or retain currentnes, it is important to rememberhat all members and volunteersant to give back to the organizationnd profession. Each volunteer, re-ardless of the degree of their involve-ent, is precious to an organization.

References. Brooks A. Generations and the Future of As-

sociation Participation. Chicago, IL: SmithBucklin Corporation; 2006:3, 8.

. Levin M. The Gift of Leadership: How to Relightthe Volunteer Spirit in the 21st Century. 7th ed.Columbia, MD: B.A.I., Inc; 2002:26, 158.

. Moores S. When good intentions are bad forbusiness: How to volunteer your services (and

not be taken advantage of). ADA Times. July/August 2007:8.

December 2007 ● Journal

ADA members can indicate aninterest in volunteering throughthe online business center at www.eatright.org. Just log in to themember-only site and click on “EditProfile” under “My ADA” in theleft-hand menu. Once inside theonline business center, click on thegreen “Volunteer/Leadership” but-ton. You can then select ADA orga-nizational units for which you areinterested in volunteering.

of the AMERICAN DIETETIC ASSOCIATION 2047