getting it all done re energize your board, prevent burnout, and still meet your goals
DESCRIPTION
Is your board getting bored? Is your team wearing lean? In today's business climate, volunteers are more time starved than ever! On this webcast, chapter leaders will share best practices, tips, and techniques for keeping your board and other chapter leaders energized and engaged.TRANSCRIPT
©2008 Price Consulting [email protected]
Getting it All Done: Re-Energize your board, Prevent Burnout, and Still Meet your Goals
Dr. Kella B. Price, SPHR, CPLP NACEastern North Carolina ChapterSan Diego Chapter
©2008 Price Consulting [email protected]
Learning Objectives
Rejuvenate your board to finish the year strong!
Learn how to recruit and keep volunteers to grow into leadership with your chapter
Chapter Best Practices – what others are doing
Create meaningful experiences and learning opportunities and growth for chapter leaders
Understand the leader’s role in motivation and retention of volunteers
Re-focus your team on its goals
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Session Outline
Volunteer Needs and motivation…the key to recruitment
Burnout – rejuvenating your team Retention Rewards and Recognition Re-focusing on goals
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Each hour given to supervising one volunteer yields nine hours in
volunteer time.
(McBee, 2002)
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Recruitment
Find where they fit How skills can be applied Give them what they need to work
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Why do they volunteer?
Help others Help a cause they
believe in Do something they like
to do Develop their ability to
relate to and care for others
Do work that benefits their family or themselves
Network
Feel sense of accomplishment
Achieve personal growth Meet people and find
new friends Use their skills in a new
setting Learn new skills Find challenge in new
experiences Gain work experience Demonstrate
commitment to and further career goals
(Macleod & Hogarth, 1999)
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What do they want?
Gain job experience
Meet new people Contribute to the
causes
Opportunities to learn
Work setting Meaningful
contribution
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Volunteers needs CHANGE over time
May have a combination of needs“motivational paycheck”Positive, enthusiastic climate = retention
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Surveying your volunteers
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Motivational Needs
Sense of connectedness Sense of uniqueness Sense of power
(Clemes and Bean)
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Connectedness
Belonging Being part of a relationship Need often unmet in today’s society Stronger than need to survive
(Glasser)
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How can you meet the need for a volunteer to feel “connected”?
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Connectedness: Leader’s Role
Common goal or purpose No low performance standards
Talk about organization’s values Equal treatment Sense of ownership Celebrate accomplishments Recognition Sense of belonging
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Connectedness: Leader’s Role
Promote interaction Involve in decision-making Engage in new experiences together
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Warning Signs
“I’m just a volunteer” “What do they expect for
free?”
Negative connectedness leads to high turnover
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When there’s negativity…
What makes you say that? What can you do to improve the
situation? What kind of place would you want
to work? What can you do to make this
organization more like the place you want it to be?
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Uniqueness: Identify ways to meet the need
Praise and recognition “safe”, respectful environment Talk about strengths Individual development
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How can you meet the need for a volunteer to feel “special”?
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Uniqueness: Leader’s Role
Empower Use their talents Explore differences, understand
diversity Training Special knowledge
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How can you meet the need for a volunteer to feel “powerful”?
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14% of volunteers who increased volunteer hours did so because of expanding interest and involvement in their volunteer work (Gallup Poll of Giving and Volunteering, 1998)
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Burnout in Volunteers
Probable when… Ambiguous assignments Stressful role Feeling a lack of accomplishment or
success Lack of organizational support Feel situations beyond their control
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Causes of volunteer burnout
Lack of excitement or interest Expectations not met Overwhelmed Not supported Repetition
So, how can you re-energize your board?
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Chapter Best Practices – What others are doing
Susannah Rockman [email protected]
Rochelle Behling [email protected]
New England Chapters Midwest Chapters Alan Hoffler, Research Triangle
Chapter [email protected]
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Leader’s Reflection
Do I let people do what they do best?
Do I let volunteers know what is expected of them?
What will I do to change/improve?
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Questions for discussion with your volunteers…
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Give them what they don’t have:Important to volunteers
Satisfy needs not met in paid job Meet motivational needs
1. What do you get out of your current job?2. What do you not get to do sufficiently in
your current job?3. What would your ideal job look like?4. What would you do in it, and what would
you not do?
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Give them a good time:Important to volunteers
Interesting Achievement Meet people Have fun Learn new things Be refreshed relax
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“Critical Points” focus
1st 6 months expectations vs. actual Transition Job match
“anniversaries” Re-evaluate commitment Identify new interests and goals
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Remind them…
Why did you begin volunteering in the first place?
What originally sparked your interest? What are their strengths? How can they
be utilized in the organization? What is important about the work? What is challenging? What is fun about it? How is it worthwhile?
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“I don’t know what your destiny will be, but one thing I do know: the only
ones among you who will be really happy are those who have sought
and found how to serve”.-Albert Schweitzer
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Why Reward?
Increased need for empowered volunteers
Change/Uncertainty Motivate Increased performance Easier Goals YOU GET WHAT YOU REWARD
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7 Aspects Effective recognition
1. Contingent2. Timing3. Frequency4. Formality5. Recognition6. Significance of Provider7. Value to recipient
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Prime motivators Actively engaged FUN Variety Value opinion Ownership Responsibility Social interaction Able to fail/take
risks
Set own goals Appreciated Empowered Leadership
opportunities Teamwork Use talents learning
Source: Nelson (2003)
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Demotivators…or how to sink your own ship
Too much politics Unclear
expectations Unproductive
meetings Unfairness Not using talents Taken for granted Management
invisibility
Unnecessary rules Lack of manager
follow-up Negativity towards
ideas Tolerating poor
performance over control
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What are some low-cost/ no-cost recognition ideas for individuals?
What about teams?
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Individual recognition ideas
Saying “thank you” Involving the volunteer in decisions that affect
them Asking about the volunteer’s family/show interest
in outside life Equal treatment with paid staff and volunteers Sending a note of appreciation to the volunteer’s
family Send them to training to increase skills Recommending the volunteer for promotion to a
position with add’l responsibility Celebrate hours volunteered or anniversary
(McCurley and Lynch, 1997)
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Team recognition ideas
Open meeting for members to praise
Encourage thanks for contributions Assign a team member for
recognition/ alternate
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Praise that pays… You made a difference by I am impressed with You got my attention with You’re doing top quality work on You’re right on the mark with
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Praise that pays… One of the things that I enjoy most
about you is You can be proud of yourself for We couldn’t have done it without your What an effective way to You’ve made my day because
Re-focus on GOALS
CORE Evaluate the course Take corrective action as necessary
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In Summary
Volunteer Needs and motivation…the key to recruitment
Burnout – rejuvenating your team Retention Rewards and Recognition Re-focusing on goals
©2008 Price Consulting [email protected]
Thank you!What are your
questions?
Dr. Kella B. Price, [email protected]
©2008 Price Consulting [email protected]
References CASANet Resources. (2000). “Retention and Recognition”. Accessed on June 23, 2008 at www.casanet.org/program-
management/volunteer-manage/retenrec.htm . McCurley, Steve and Rick Lynch. (2007). Keeping Volunteers: A guide to retention. Directory of Social Change: London. Goldman, David, Littler Mendelson; and Leila Bulling Towne. (2008). Managing Performance To Keep Employees on Track.
Webcast accessed on August 21, 2008 on www.shrm.org. Hacker, Carol. (2000). 366 Surefire Ways to Let Your Employees Know They Count. In Sync Press: Sanford, FL. Harvard Business Essentials. (2002). Hiring and Keeping the Best People. Harvard Business School Press: Boston. Jensen, Doug, T. McMullen, and A. Stark. (2007). The Manager's Guide to Rewards: What You Need to Know to Get the Best
for -- and from -- Your Employees. The Hay Group: New York. Kaye, Beverly and Sharon Jordan-Evans. (2002). Love ‘Em or Lose ‘Em: Getting Good People to Stay (2nd edition). Berrett-
Koehler Publishers: San Fransisco. Lockwood, Nancy R. (2008). THE THREE SECRETS OF RETENTION: RESPECT, REWARDS AND RECOGNITION. Accessed on
August 21, 2008 at http://www.shrm.org/research/translations_published/The%20Three%20Secrets%20of%20Retention_%20Respect,%20Rewards,%20and%20Recognition.asp#TopOfPage.
Morgan, R. (2004, February). Retention report card: Does your organization make the grade? Workspan, 47, 2, 18-21. Nelson, Bob and Dean Spitzer. (2003). The 1001 Rewards and Recognition Fieldbook. Workman Publishing: New York. Training, Nonmonetary rewards offer more bang for your buck. (2007, January). Compensation & Benefits for Law Offices,
Retrieved August 21, 2008, from Business Source Complete database., http://search.ebscohost.com.ezproxy.apollolibrary.com/login.aspx?direct=true&db=bth&AN=23490843&site=ehost-live.
Pasternack, Bruce A and Albert. J. Viscio. (1998). The Centerless Corporation: Transforming Your Organization for Growth and Prosperity. Fireside: New York.
Recognition Programs: Ensure Yours Improves Morale & Stems Attrition. (2005, December). Compensation & Benefits for Law Offices, Retrieved August 21, 2008, from Business Source Complete database, http://search.ebscohost.com.ezproxy.apollolibrary.com/login.aspx?direct=true&db=bth&AN=19079199&site=ehost-live .
Macleod, Flora and Sarah Hogarth. (1999). Leading Today’s Volunteers: Motivate and Manage Your Team. Self-Counsel Press: Bellingham, WA.
McBee, Shar. (2002). To Lead is to Serve: How to Attract Volunteers and Keep them. www.ToLeadistoServe.com . McCurley, Steve and Rick Lynch. (1997). Volunteer Management: Mobilizing all of the resources of the community. Heritage
Arts.