recruiting, nurturing & retaining volunteers

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Recruiting, Nurturing & Retaining Volunteers. Don C. Bramlett, PE, SMIEEE IEEE Region 4 Director 2009-2010 Southeastern Michigan Section DTE Energy – Project Engineer. Who is Volunteering. 49% of American adults volunteered 1995 Over 50% of American between 25 and 54 years old - PowerPoint PPT Presentation

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  • Recruiting, Nurturing & Retaining VolunteersDon C. Bramlett, PE, SMIEEEIEEE Region 4 Director 2009-2010Southeastern Michigan SectionDTE Energy Project Engineer

  • Who is Volunteering49% of American adults volunteered 1995Over 50% of American between 25 and 54 years old45% of all American men and 52% of all American womenIncreases with education attained, over 70% of college graduates volunteered an average of 4.8 hours a weekIncreases with household income, 69% with income over $100,000

  • Type of OrganizationsPeople are most likely to volunteer for charitable and community service projects; many people want to make a difference or help to solve a problemMany trade and professional organizations, like IEEE, are finding it difficult to compete for their members volunteer time; numbers diminishing

  • Reference Resource

    Volunteers: How to Get Them, How to Keep Them By Helen LittlePanacea Press, Inc.Naperville, IL 1999

  • Needs of a VolunteerA specific manageable task with a beginning and an endA task that matches the interests and reasons for volunteeringA good reason for doing the taskWritten instructionsA reasonable deadline for doing the task

  • Needs of a VolunteerFreedom to complete the task when and where it is most convenient for the volunteerEverything necessary to complete the task without interruptionAdequate trainingA safe, comfortable and friendly working environment

  • Needs of a VolunteerFollow-up to see that the task is completedAn opportunity to provide feedback when the task is finishedAppreciation, recognition and rewards that match the reasons for volunteeringValue added to encourage employer support of volunteer efforts

  • A specific manageable task with a beginning and an end

    Position/Job/Task Specification: Specific Roles - Written Job Descriptions, Instructions and/or Work DirectionsSkills Knowledge ExperienceResponsibilities - DutiesTime Commitment - ScheduleMaking the AppealAsk for help personallyPersonal contacts, Meeting attendees, etc

  • A task that matches interests and reasons for volunteering

    Volunteer motivationsAffiliation Power - RecognitionProfessional Growth - NetworkingDetermine volunteer interestPolls SurveysInterview volunteers

  • A good reason for doing the task

    Work or task should be important to the functioning of the organizationVolunteer must feel he/she is making a meaningful contributionTEAM Together Each Achieves MoreWill lead to a greater level of commitment to the task

  • Written Instructions

    Job DescriptionWork DirectionsDetailed InstructionsLetters of appreciation and thanks

  • A reasonable deadline for doing the task

    Establish a schedule, interim milestones and deadline for completion of a taskMentor and follow-up with the volunteer on progress to completion of a task

  • Freedom to complete the task when and where it is most convenient for the volunteer

    Avoid inefficient, time-consuming and wasteful face-to-face meetingsMake use of conference calls and communication technologiesProvide the volunteer flexibilityMonitor progress of the volunteer

  • Needs everything necessary to complete the task without interruption

    Plan the work and work the planThe 5Ps Proper Planning Prevents Poor PerformanceProvide the needed materials and info early in the processIncrease the probability of successMentoring and support needed

  • Adequate Training

    Match training to the experience, needs and duties of the volunteerOffer alternatives for trainingMentor and monitor volunteersAnnual Section & Chapter training

  • A safe, comfortable and friendly working environment

    Meeting locations need to be well identified, safe, secure and convenientVolunteers need to feel welcome and be treated as valuable members of the teamMentor and monitor volunteersProvide for special needsVolunteers will have a more positive image of the organization

  • Follow-up to see that the task is completed

    Volunteers are colleagues & partners, not subordinates or employeesGive opportunity to performMonitor and provide feedbackBe a coach and cheerleaderMentor and counsel, as neededFire a volunteer, if necessary

  • Opportunity to provide feedback when the task is completed

    Solicit feedback from volunteersVolunteers value the opportunityAfter Action Review (AAR) processLessons learned opportunityLearn about problems encounteredPrevent potential problems in the future and loss of volunteers

  • Appreciation, recognition and rewards that match the reasons for volunteering

    One of the easiest and least expensive needs of a volunteerThank each volunteer personallyPublicly recognize volunteers, as appropriate, in a timely mannerProvide a position with more authority and responsibility

  • Value added to encourage employer support of volunteer effortsProfessional Development of Employee:Leadership, Project Management,Oral Presentation, Communication,Team Building, & Management SkillsTechnical Development of Employee in training and educational forumsExposure to state-of-the-art technologyPotential Impact on Industry Standards

  • Long Term Benefits

    Meeting volunteer needs creates a winwin situationVolunteers benefit when you understand and meet their needsThe organization benefits tooA more successful organization More long-term productive volunteers & more active members