introduction - cnib - seeing beyond vision lossstrengthening communities. through. volunteer program...

Inspired by Stories. Enabled by Partnerships.

Strengthening CommunitiesThroughVolunteer Program Development

Culture of Volunteerism- Training GuideJanuary, 2017

Funded by:

Table of Contents

T:\Marcom - Regional Communications\Ontario Communications\OPGP Website\Jenny's FINAL edits for Cam\Final Printable WORD docs\3.2a JS Printable Training Guide, Culture of Volunteerism (Cam Edit).docx

Introduction....................................................................................3Enabled by Partnerships........................................................3Inspired by Stories.................................................................3

Training Element #1: Why a Culture of Volunteerism?..................41. Our Role in Volunteer Engagement....................................42. Best Strengths and Greatest Obstacles.............................5

Training Element #2: Who are Volunteers?...................................61. As you introduce yourself tell the group about the last

time you volunteered?...................................................62. So we all volunteer. Why do you volunteer?......................6

Training Element #3: Volunteers Choose Carefully.......................9Volunteer Position Descriptions.............................................9

Training Element #4: Volunteers are Diversity............................111. Identifying Opportunities.............................................11

Training Element #5: Planning and Role......................................121. Volunteer Roles................................................................122. Volunteer Position Planning.........................................12

Training Element # 6: Targeted Recruitment..............................141. From Position Description to Recruitment........................14

Training Element #7: Screening and Orientation.........................15Why do we Screen?..............................................................15

Training Element #8: Onboarding and Training...........................16First Day...............................................................................16

Training Element #9: Engagement and Support..........................171. Supervision......................................................................172. What is conflict?...............................................................18

Training Element #10: Recognition.............................................191. What makes you feel valued as an employee?................192. Our Role in Volunteer Recognition...................................20

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IntroductionA culture of volunteerism is not something that can be attained through reading a manual. It has to be lived each day. It influences how you think and how you act. It shows up in every interaction you have – whether it is a water cooler chat or a formal meeting. It is a part of how you share information and how people are evaluated at the end of the day or year. It must live in the DNA of the organization and the people who make up its workforce.

You have a culture of volunteerism when the value of volunteers is realized from the top to the bottom of your organization and when staff recognize the environment they must create for volunteers to thrive and are accountable for creating it. At CNIB, leadership volunteers govern and guide the organization; professionals volunteer by sharing their expertise on our committees and advisory councils; other volunteers provide input into program design; and still others spend their time on the front lines with the people we serve. Ideally, volunteers and staff unite as equals. They appreciate each other’s roles, perspectives and motivations.

Enabled by PartnershipsThis facilitator’s guide is intended to help you start conversations that will get people thinking in new ways about volunteers and the value they bring to the organization. These conversations can be excerpted as;

One-hour session covering 3-4 elements. 10- to 15-minute segments utilizing 1 element and inserted into your

regular team meetings and/or other interactions.Each segment or “conversation starter” comes with trainer assistance tips in the form of assistive probing questions/points, summation options and learning points that you can suggest to the group. These are also possible coaching tools you can pull out of your back pocket any time you need them.

Inspired by StoriesWe communicate our cause most effectively when we tell the personal stories of the people we serve and the people who give. The stories we share about the experiences of the people we serve capture the hearts and minds of the people who engage with us, making them want to become characters in the story. By incorporating stories in delivering elements of the training we engage and give the participants a role in the story and a chance to improve the story's outcome.

If you need some guidance on the implementation of this material, talk to your Manager or Executive Director. Another option is to talk to your Manager of Human Resources & Volunteer Services or the National Manager, Volunteer Services to assist with these conversations.

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Training Element #1: Why a Culture of Volunteerism? Objective: Everyone has a role in supporting volunteer involvement.

Welcome! And thank you for joining us to talk about Volunteers and Volunteering.

When we talk about volunteering in Canada we often talk about the Canadian Code of Volunteer Involvement. This code recognizes that volunteer involvement has a powerful impact on Canadian society, communities, organizations and individuals. Volunteer involvement gives everyone a voice and a means to contribute and it connects people to the causes they care about. Individuals have the opportunity to engage in collective efforts vital for inclusive strong communities.

1. Our Role in Volunteer EngagementWhat role does each team member play in successful volunteer engagement? (write question and team roles on flip chart paper)

Executive/Senior Management Team Managers Direct Staff Other Volunteers Central Leadership of Volunteers

Depending on time, have groups consider one of the following team members, give two or three team roles per group or have each group consider all.

AccessibilityHave each person start with their name during the activity and each time they speak to the group.

Assistive probes Many of the responsibilities are the same as for successful staff

engagement What as a staff, creates a ‘good’ environment for you?

Sum it upIt takes a village to raise a child…and it takes everyone at CNIB to provide a welcoming and supportive environment for volunteers.

On-going learning

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This exercise can be used with any part of the volunteer engagement cycle, consider what each person’s responsibility is in planning & resources, recruitment, screening, orientation & training, supervision, and recognition.

2. Best Strengths and Greatest ObstaclesDepending on the group size you may choose to do this activity as a whole group or break into smaller groups. Have half the room each take on one of the two below questions;

What are the best strengths about current volunteer involvement at CNIB now?

What are the greatest obstacles to volunteer involvement now at CNIB?

Give 5-10 minutes to create their list. Have groups present back starting with the “best” side of the room. (If there are multiple groups have each group give one item each in turn)

Sum it Up:No matter how skilled and dedicated our paid employees are, CNIB recognizes that the people we serve require and deserve a wide variety of service options, resources and approaches that cannot be offered by the staff alone. We see volunteers as a huge community talent pool – with diverse backgrounds and limitless potential to contribute varied talents to expand opportunities for people who are blind and partially sighted.

Our aim is to treat every volunteer as a valued partner. Because volunteers choose to partner with us, we are able to serve larger numbers of people. But more than that, the generous natures of volunteers and their gifts are deeply appreciated by the people we serve, as well as by our staff and other partners. We know that volunteers bring their unique points of view that have resulted from their personal experiences, relationships and values. Many of our time volunteers have been recipients of our services. Others have been money donors and want to find an additional way to give. They bring scope, depth, knowledge, connections and more. In other words, they enrich and expand our thinking, not just our reach.

Training Element #2: Who are Volunteers?Objective: We are all volunteers in some part of our lives. At CNIB we may have various roles, but really, we are all the same and, at the end of the day, we all just want to feel like we are included.

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1. As you introduce yourself tell the group about the last time you volunteered? We have all volunteered in our lives. It may have been formal or informal, for an organization or for a neighbor. Re-introduce yourself by describing a volunteer role that they have had or are still doing.


Assistive probes Have you volunteered with your children's school or sport activities?

Raised funds and/or participated in a walk, run, any-a-thon? Given blood?

Forwarded petitions or written a letter to support a social justice campaign?

Cut a neighbour's grass, shoveled snow, took food? Joined workplace committees like United Way, Christmas Party, or

Social Committees?

Sum it upEveryone volunteers! We all have different time commitments, different involvements, formal/informal, on-going/one-day, but we all volunteer and are actively involved with our communities. At CNIB we may have various roles, but really, we are all the same and, at the end of the day, we all just want to feel like we are included.

On-going learningSince volunteering is an active way to be part of the community, as you volunteer in the future, think about if these are conscious choices or did you just fall into the activity? If so why?

2. So we all volunteer. Why do you volunteer? Write question on flipchart and ask people to shout out answers, popcorn style?

AccessibilityRead the list from the flip chart at the half-way mark and before summing it up.

Assistive probes What made your experience volunteering (from last question) a

good one?

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Ask someone to share about how they volunteer and how they picked where to volunteer – pick the reason from the story. Or give your own story.

Sum it upLink the answers to the top five reasons people start volunteering at CNIB (from the 2014 National Volunteer Satisfaction Survey) To contribute to my community Connection to the cause – I know a client Connection to the cause – I am a client To use or develop my skills and experience To improve my career or educational opportunities

For volunteers, the moment they make a choice to donate their time is only the beginning of a journey, which we hope will be a long one. In many ways, the length of that journey is up to us.

Volunteers choose to join the causes that suit them, so we have a selling job to do to attract them to our cause.

Volunteers are also attracted to types of work that they enjoy and feel they can do well. They want to keep busy, knowing their efforts will make a difference to someone. It is our job to place them in roles that suit them and to provide them with the feedback they need to gauge their impact.

Volunteers are also choosing an environment in which they will be spending time. They want, at the end of the day, to look back and feel great about what they did and how they were treated. And we want them to keep on doing it.

On-going learningAs you go about your day, take a minute to introduce yourself and ask a volunteer why or how they volunteer at our organization.

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Myth and Truth Additional Activity. Ask the group to answer the following with Truth or Myth.

AccessibilityHave participants stand for ‘truth’ sit for ‘myth’ and indicate how many are standing/sitting for the group.

Volunteers today are just looking for something to do. MYTH. Today’s volunteers are looking for an opportunity to learn new skills or contribute their skills and expertise.

Volunteers today have different reasons for and expectations from volunteering.TRUTH. There are as many reasons for volunteering as there are volunteers!

Volunteers today are willing to read a book if there is nothing else to do.MYTH. Today's volunteers are looking for short term, goal-oriented, outcome-focused assignments, and will leave if they feel they are not respected.

Volunteers today have busy and complex lives with school/work/children/parents/ hobbies.TRUTH. They are fitting volunteering into their schedule for a reason and/or passion. We should feel honoured that they choose us!

Volunteers today will only volunteer if it is the right opportunity.TRUTH. Volunteers are more complicated now then historically. They have expectations that they will be matched with work that is meaningful to them at a time and place that is convenient.

Only young people (Generation Y and Millennials) want online or virtual volunteering.MYTH. Older volunteers (Generation X and Boomers) make great pro-bono consultants and are looking for ways to juggle volunteering with work and caring for both parents and children. Virtual volunteering is a fit!

Corporate volunteering is all about painting, cleaning and stocking.FALSE. Think of all the things we ask volunteers to do – focus groups, pamphlet mail delivery, seasonal projects, community pick-ups – the list is endless. We need to make it a great experience if we want to recruit corporations for our on-going projects!

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No matter the activity, remember to start the day with a CNIB ambassador presentation to engage their passion and increase their sensitivity! And adding sighted guide training will have the volunteers leaving with a new skill!

Volunteers today want to volunteer with their family.TRUTH. Generation X and Y are starting to look at volunteering and giving their children the experience with them! Like all of us, they work too hard and long hours. They do not want to spend any more of their day, after working all day, without them!

Sum it upSo finding the right volunteer for your task is important to both of you. There is someone perfect for every task and it starts with making your task appeal to the right volunteer such as: • Baby boomers and people with abilities are shopping around to

“donate” their skills and expertise, and to partner on projects (e.g., as a pro bono consultant).

• Younger volunteers and newer Canadians are seeking opportunities to gain experience.

• Corporate volunteering, family and group volunteering are increasing.

On-going learningThink about trends as you consider new volunteer position descriptions, including what time, skills and interests different demographics have. When doing so, think about how you were volunteering at the same time in your life.

If you are interested in more trend information, Volunteer Canada has trend documents specifically for demographic groups https://volunteer.ca/engagement.

Training Element #3: Volunteers Choose Carefully Objective: Volunteers choose and are choosy – we have to sell them on our opportunity from their first day to their last.

Volunteer Position Descriptions Choose a volunteer position description that resonates with the group.

Stand in the volunteer's shoes and consider how excited and motivated you would be to complete these tasks? What would you need to feel more motivated?

Assistive probes

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https://volunteer.ca/engagement


Another way to think of this is why is the person volunteering?

If the person is volunteering to have fun/socialize/make new friends, what could we do to add to the position?

Other categories might be to feel needed/make an impact, gain experience/learn new skills, or get to know the organization/community/ clients

Sum it upThe goals of recruitment are:

To find the right person, with the right attributes and skills for the role and the program

To engage the number of people the program requires

When we are recruiting, we are "selling" CNIB's cause, as well as the role that needs to be filled. We need to gain the attention of people who are considering all of their options to give the gift of time to the community. The recruitment materials need to communicate "what's in it for me" in a compelling way to break through all the clutter and connect with people. And every position can be rewarding. Our job is to figure out how to make it so – and that depends on the motivations of the volunteers. Usually, the more basic the task, the more thought needs to be put into it.

Can stuffing envelopes be more fun with others? Or would it be more rewarding if we combine it with a potluck lunch or snacks?

Would it help to have a client or organization representative talk to the volunteers about the organization, including why the mailing is so important?

Ongoing learningStop to talk to one volunteer about what they do and thank them for their efforts. Think about whether that position is one you would be willing to do yourself as a volunteer.

Training Element #4: Volunteers are DiversityObjective: Volunteers bring different strengths. This diversity of strengths, focus and interests is good for our clients… and all us at CNIB

1. Identifying OpportunitiesAsk everyone to stand up. Tell them to sit down as soon as they hear a statement they agree with.

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AccessibilityDescribe who sits down after each statement.

Read the following: There is no project that’s been sitting on my to-do list for more than a

month. There is nothing that I have been wanting to build, launch, try, test,

develop or pilot “if only I had the time”. I never do anything in my job that I am overqualified for. At work, I never do anything I feel (even slightly) underqualified for. Every day, I accomplish everything I want to accomplish at work. My network and contacts are so extensive I never have an issue

getting a meeting with the right person.

Sum it upAnyone who is still standing needs volunteer support. Anyone who is sitting probably already has it!

Partnership. Nothing defines CNIB's culture more accurately. In 1918, right after World War One, a group of about 200 war-blinded Canadian veterans realized there was a need in the community – to improve the lives of Canadians with vision loss – and that they could best meet that need by working together. They created CNIB in the spirit of partnership.

We still strive to operate that way now – almost 100 years later. At this point in time, millions of Canadians have been touched by CNIB – and it isn't only people with vision loss. Over the years, CNIB has partnered with countless volunteers, donors, community organizations, health and medical groups, and governments to support our mission: to ensure all Canadians who are blind or partially sighted have the confidence, skills and opportunity to fully participate in life.

We have come to understand that it is only by working together, that we can achieve our mission. The mission is the cause that we have in common with our partners; it is the objective that unites us. Partnering is the strategy; it is a key part of how we will do it. Our programs are the tools we will use to make it happen.

Training Element #5: Planning and Role Objective: Volunteers can fill many different roles… don’t just think assistant but also consultant, project developer, door opener, tester… the sky is the limit

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1. Volunteer RolesBrainstorm some ways we could engage volunteers. No one is holding anybody to anything said.

AccessibilityRead out the ideas on the flipchart at breaks in the flow.

Assistive probe If needed, go through above list (Activity 1) to stimulate thinking. Sum it UpDiscuss/name one thing from the list that you would be willing to explore more. On-going learning

Take one of items above and ask a trusted colleague to talk through how you could accomplish the task with the assistance of a volunteer. Offer to do the same for them.

Talk to your colleagues to see if others might have similar needs that could be combined together to make a robust volunteer experience.

2. Volunteer Position PlanningFrom the list above, or pick a volunteer position (ideally, one that will resonate with group). Ask ‘What are the skills needed to be able to do the task?’

AccessibilityRead out the words on the flipchart at breaks in the flow of words/phrases

Assistive probes - High amount of responses Is someone with these skills going to enjoy this work? What can we do to make the potential volunteer more likely to

enjoy/apply for this work? If you were going to take one skill off the list, ie that you could do

without, what would it be?

Assistive probe – Low amount of responsesGive out a blank position description form and/or one for a different position to stimulate thinking.

What equipment or resources will be needed?

ProbeThink beyond equipment to on-going support, training time, recognition

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Sum it up Do you know anyone that has these skills? Do you know anyone that has these skills and would volunteer for this

position? Could you be a part of finding the right person? What does this tell us about how long it will take to find the right

person? The goals of planning are:

To establish the types of volunteer roles and activities required for the program's success and sustainability

To have the equipment and resources (including staff capacity, computer and desk space) in place to accommodate and empower the volunteers to make their contributions

To be able to evaluate the success of the program going forward

Guiding principles

Create roles that appeal to volunteers. Involve volunteers in the planning process. Ensure the value of the position is communicated in the description so

volunteers will know if the position will meet their need to make a difference.

Ensure appropriate resources are budgeted for volunteer involvement, including space and equipment for volunteers.

We know that most roles can be easily adapted for people who are blind or partially sighted. Whether the volunteer is sighted or not, we work directly with each volunteer to determine if any kind of accommodation is necessary, what that might consist of, and how the role can be structured in order to ensure success.

On-going Learning Have a look at our Engaging Volunteers with Vision Loss Manual and Toolkit,

which are also part of this series. Look at one of the current position descriptions found on the shared drive S:\

Everyone\Volunteer Resources\2011 position descriptions and consider what you would add, subtract or change.

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Training Element # 6: Targeted RecruitmentObjective: There is the right person out there for any volunteer position… but not everyone can fill any and all roles.

1. From Position Description to RecruitmentIn small groups

What are the three key skills from a particular position description? (Pick one that will resonate with your group.)How would you look for a volunteer with these skills?

Assistive probesGive an option from an area that is underrepresented.

Word of mouth – volunteers, friends, family, neighbours, clients (strength is personal ask, better the bigger the group looking-all staff)

Traditional targeted recruitment - College programs, retired and professional associations (strength is much higher likelihood of success; challenge is that it is more time intensive).

Concentric Circle recruitment – Start in your inner circle (existing staff and volunteers) and ask them to reach outwards. (strength is it can be easy to implement once staff/volunteers are on board; weakness is when you don’t have a strong culture of volunteerism, staff/volunteers are less likely to engage their circles).

Traditional blanket recruitment –High schools, newspaper ads, volunteer centres, local on-line or social media such as Kijiji, Facebook, LinkedIn (strength is speed and response rate, better for positions with general skills)

Sum it upTalk about the list in positive terms of quantity and quality of ideas. Underline ideas that go together (above groupings or your own) and while doing that, give some areas of strength of each. (If you want an accountant for your board, you might put it in a Volunteer Centre posting, but you would find someone quicker if you connected with a local accounting association or business.)

On-going learningPut 'targeted volunteer recruitment' into your browser and learn from others. Add the position 'leadership' or 'marketing' for more defined results.

Training Element #7: Screening and OrientationObjective: Interviewing and screening is how you fill positions with volunteers that will be successful – and that is time well spent.

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Why do we Screen?Consider a role description and speculate about what could go wrong?

Assistive probesConsider each of the potential types of risk from all angles: risks to clients / risks to volunteers / risks to staff / risks to CNIB

Consider the vulnerability (age/disability/isolation/language or communication barriers) of the people involved

Consider risks to property or personal information Consider the setting – does the activity happen in a supervised

environment or public place? Does the activity provide potential for physical contact (e.g.,

demonstrating a skill)? How closely is the activity supervised / monitored / documented? Does the activity involve a bond of trust e.g., developing a close

relationship, travelling together, counselling or advising, involvement in decision-making?

Sum it upThe Intake phase is our opportunity to get to know each other. Both sides are assessing the other, trying to discover if the necessary ingredients are there for a successful partnership. Have we communicated the cause and the role clearly? Are we demonstrating that we live according to our values so the candidate gets a clear picture of the working environment? Is the candidate suited to the requirements of the role? If not, is there another role that might be better? Have we made the next steps clear?

Even if the candidate decides not to join us, the impression we leave with them is the one they will take with them to the community and share.

While a process must be followed and documented, it is important to move it along as quickly as possible and to be respectful of the candidate's point of view. We need to be responsive and accountable. And we want to avoid losing candidates who are discouraged by what can look like needless bureaucracy.

That said, we must conduct the process professionally. Screening documents should be kept on file, and you should keep in mind that the information you have recorded may at some point need to be shared externally for legal reasons.

On-going learningFor more information about risk and volunteer screening levels at CNIB please see : http://cnibtoday/volunteer-services/Documents/Volunteer

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http://cnibtoday/volunteer-services/Documents/Volunteer%20roles%20-%20risk%20assessment%20and%20screening%20required%20updated%2005.15.xlsx


%20roles%20-%20risk%20assessment%20and%20screening%20required%20updated%2005.15.xlsx

Training Element #8: Onboarding and TrainingObjective: You do not have time to waste and neither does a volunteer - planning for a volunteer’s first day makes sure neither of your time is wasted

First DayThinking back to your first day at this organization, was it a good day? What made it a good (or a bad) day? How did that make you feel?

Assistive probesWhat makes a positive (negative) first day? What was your best (worst) first day ever? (paid or unpaid)

Sum it upUnderline/star/highlight ideas that go together.Use the following categories or your own. 1. Job/task was defined2. Resources were available (computer, workstation, desk supplies, access to printers, etc.)3. Introductions 4. Office Orientation (coffee room/bathroom)

With the volunteer's first shift, our partnership really gets underway. Some volunteers will have already received training (as is the case with CNIB Ambassadors), but most receive the training they need to carry out their responsibilities on their first day. CNIB makes it a priority to ensure our staff are comfortable with and skilled in training new volunteers.

You can make a volunteer's first day experience easier with a bit of advance planning. When volunteers feel welcome and a part of the team, they want to come back, they are calmer so they listen better and they learn more quickly.

Organize ahead of time what the volunteer needs to be able to work. This might be a workstation, login or daisy player/tech kit.

If they have committed to an ongoing role, send out an email introducing the volunteer to staff and other volunteers.

Introduce them to others and provide them with a list of staff and volunteers, so they feel like a valued part of the team.

Ask your manager and other senior staff to introduce themselves.16




Prepare a useful task for the volunteer so they feel they’ve contributed, right from the start.

Check in with volunteer frequently to ensure they are receiving all the information they need and that they feel free to ask questions.

Talk to them about their training to make sure it has made sense and to share thoughts and observations.

Have a chat at the end of the shift to give them positive feedback and make sure they are clear about what the next steps will be.

On-going learningVolunteers often feel overwhelmed with learning during their first few shifts. Add key elements from the volunteer description to the 'First Shift(s) Checklist' to make sure your next volunteer's first shift is as easy as possible.

Training Element #9: Engagement and Support Objective: Supervision does not have to be hard (and we have resources, people and materials, for when it is hard)

1. SupervisionThinking back to your favourite supervisor, what made him or heryour favourite?

Assistive probesAsk questions about how the supervisor provided/handled:

Feedback Decision making Amount of autonomy Goal or task setting Praise Criticism Communication (individually and team)

Sum it upThe volunteer has completed the first day or two and knows what to do next week. Your partnership is off to a good start. With the bulk of the introductory work done, you can concentrate on deepening your relationship with each other. This includes checking in informally and inviting the volunteer to ask questions and give feedback. This simple and casual type of communication, where you give as well as receive, has the power to make volunteers feel part of the team.

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This stewardship is essential to the volunteer's success and is the key to being able to retain the volunteer's gift of time in the future.

Give feedback on a job well done Work with volunteers to identify areas for improvement Book regular 15-minute meetings for every two weeks Book time in your calendar every week to ensure you remember to

send out emails to update instructions, outline next steps, etc. Mark on your calendar six-month and one-year anniversaries (and

birthdays possibly) as occasions to send an email, or better yet a handwritten card.

Ongoing learningIn the next few days, go up to a volunteer out of the blue and ask for feedback.

2. What is conflict? Write Conflict on the flipchart and ask ‘Tell me the first thing that comes to your head when I say conflict’.

AccessibilityRead out the words on the flipchart at breaks in the flow of words/phrases

Assistive probesThe words are usually negative to start. Have one or two positive words for conflict that you can add to start the flow to positive (e.g., change, growth, development).

Sum it upAsk participants ‘what does this list say to you?’ Try to get the group to reach the conclusion that: ‘Society has taught us that conflict is negative so we avoid it. Many positive outcomes are not possible without differing thoughts and opinions.” On-going learning: When you are managing a large group of people (as many volunteer teams are), it is to be expected that some amount of conflict will occur and it will be your responsibility to help everyone work through it. That does not mean you are on your own, consult your mentor/ manager, Human Resources or consult Coaching, Conflict & Problem Solving.

Training Element #10: RecognitionObjective: Everyone wants to feel recognized/included/thanked and recognizing volunteers is as easy as recognizing our co-workers (say

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hi, know a person’s name, say thank you, include in team opportunities)

1. What makes you feel valued as an employee?

AccessibilityRead out the words on the flipchart at breaks in the flow of words/phrases.

Assistive probesWhat are some examples you have experienced that showed CNIB/your manager/your colleagues/clients appreciate you? Have examples for each of the areas in ‘sum it up’.

Sum it upStudies indicate that most volunteers want to be thanked and shown how they have made a difference. Since their motivation is usually related to community building, they want to know the impact their gift of time has had on the people we serve and in the community.

Feedback from CNIB volunteers in both the 2012 and 2014 CNIB National Volunteer Satisfaction Surveys, identified the following recognition activities among the most appreciated:

Being thanked by staff Being thanked by a client Personal correspondence Invitations to recognition events Opportunities for personal or professional development Complimentary refreshments/meals Being asked to contribute to program planning

Recognition activities are best when: You have a variety of recognition offerings available, both formal and

informal, which will have an appeal to a variety of volunteers You provide volunteers with regular, ongoing feedback specific to the

impact of their efforts and how their roles made a difference. If a person is important to you, then you will know their name – keep

track of and use their name. Give sincere thanks, both verbally and in writing (could be an email or

a handwritten note, but a card of thanks or a birthday card is always appreciated).

Increase the impact of your thanks by giving feedback on the activities the volunteer has been doing/supporting, including why it is important to you and to the mission and the cause you share

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Invite volunteers to join staff meetings and training opportunities. Share the personal stories of volunteers, with their permission, with the

communications team so they can receive wider recognition across CNIB and in the community. Social recognition can be highly motivating and also provides a powerful recruitment tool for new volunteers to come forward.

On-going learningConsult the Ontario Volunteer Recognition Plan Read the 2014 National Volunteer Satisfaction Survey

2. Our Role in Volunteer RecognitionWhat role does each team member play in volunteer recognition? (write question and team roles on flip chart paper)

Executive/Senior Management Team Managers Direct Staff Other Volunteers Central Leadership of Volunteers

Depending on time, have groups consider one of the following team members, give two or three team roles per group or have each group consider all.


Assistive probes Many of the responsibilities are the same as for successful staff

engagement What as a staff, creates a ‘good’ environment for you?

Sum it upEveryone wants to be recognized and it is easy! It takes a village to raise a child…and it takes everyone at CNIB to provide a welcoming and supportive environment for volunteers.

On-going learningSay thank you to a volunteer, co-worker and a manager today!

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