volunteer management and supervision volunteer management and supervision the volunteer centers of...
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Volunteer Management Volunteer Management and Supervisionand Supervision
Volunteer Management Volunteer Management and Supervisionand Supervision
The Volunteer Centers of Santa Cruz CountyThe Volunteer Centers of Santa Cruz County
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The Volunteer Management Cycle The Volunteer Management Cycle
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Topics we will cover in this session: Topics we will cover in this session:
• Who Volunteers and Why?
• An Overview of Recruitment
• Steps for Successful Orientation and Training
• Steps for Successful Management and Supervision
• Steps for Successful Recognition and Retention
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Who Volunteers and Why? Who Volunteers and Why?
Many factors motivate people to volunteer including:
• They were personally asked.• An organization with which they are affiliated is participating.• They have a personal connection to the mission of the project
or organization.• They enjoy the type of work being performed.• They want to learn new skills.• They want to meet people.
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Understanding Motivation Understanding Motivation
Motivation is a complex phenomenon. Understanding what motivates an individual will help in creating recruitment messages, developing quality volunteer relationships, and retaining volunteers.
Dr. David McClelland’s Theory on Social Motivators. Individuals have different priorities that fall into one of 3 categories- achievement, influence, and affiliation.
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Social Motivators Social Motivators
Achievement- Desire for Excellence, wants to do a good job, needs a sense of accomplishment, wants to advance, desires feedback
Influence- Likes to lead, enjoys giving advice, likes influencing an important project, enjoys job status, like to have their ideas carried out.
Affiliation- Likes to be popular, likes to be well thought of, enjoys and want interaction, dislikes being alone in work or play, likes to help others, desires harmony
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The Recruitment ProcessThe Recruitment Process
• Recruitment is the process of enlisting volunteers into the work of the program. Because volunteers give their time only when they are motivated to do so, recruitment should not involve persuading people to do something they don’t want to do.
• Recruitment should be seen as the process of showing people they can do something they already want to do.
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Steps for RecruitingSteps for Recruiting
• Determine Volunteer Needs- what needs to be done and what type of volunteer do you need to do it.
• Develop Position Descriptions- Once you know your program’s volunteer needs, you should outline what volunteers will do, what skills are required, and the support/benefits they will receive.
• Create a recruitment strategy- Who will you ask and how will you ask them
• Target Potential Volunteers and Market your Program
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ORIENTATION
The process of preparing your selected volunteers for a clear relationship with the organization.
Should Answer Three Questions:
• Why should I volunteer here?
• What will I do?
• Will the volunteer work I do make a difference?
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• Step One: Meet and Greet
• Step Two: Provide General Information
• Step Three: Provide Specific Information
• Step Four: Let Them Know it Matters
Steps to a Good Orientation:
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VOLUNTEER TRAINING
Training should: • Be relevant, practical, and personalized
• Encourage volunteers to develop relationships
• Include materials for participants to use and take away from training
The process of providing new volunteers with thorough, specific information about the actual work they will be doing.
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MANAGEMENT AND SUPERVISION
• Remove barriers
• Nurture your volunteers
• Think of training as an on-going responsibility
• Evaluate and give feedback
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RECOGNITION AND RETENTION
• Celebrate the uniqueness of your volunteers
• Give your volunteers a great place to work
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Volunteer Retention Research
Best Predictors of Retention
• Adequate preparation for the task
• Task achievement
• Positive relationships in the workplace
• The nature of the work itself
Top TEN Criteria of
a Great Place to Work
• Helping others
• clearly defined responsibilities
• Interesting work
• Competent supervisors
• Seeing the results of their work
• Working with a respected organization
• A reasonable work schedule
• Doing the things they do best
• Suitable workload
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• Give your volunteers what they don’t have
• Give them a good time
RECOGNITION AND RETENTION (cont. )
• Celebrate the uniqueness of your volunteers
• Give your volunteers a great place to work
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Topics to cover include:
• Millennials and Gen X’ers- Common traits, expectations, beliefs
• The Cycle of Service
• Common Retention Challenges
• Supervision Issues
• Supervision Best Practices
• Member Removal and Replacement
Your Americorps Member
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The New Face of America
Source: December 2009 Current Population Survey (CPS)
61%
14%
5%
19%
Black
Asian
Hispanic
White Other
70%
11%
5%
13%
Black
Asian
Hispanic
White
Other
Millennials (ages 18-29) Adults (ages 30 and older)
The New Face of America
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41
24
13
22
50
21
10
18
Working full
time
Working
part time
Student,
not working
Not
employed
2010 2006
-9
+3
+3
+4
Change
Full Time Employment Drops Among Young Adults
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The Satisfaction Gap% saying they are satisfied with the way things are going in this country today
0
10
20
30
40
50
60
19901992 19941996 199820002002 20042006 20082010
18-29 30+
41
26
Source: Pew Research Center surveys
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What Makes Your Generation Unique?
• Millennial1. Technology use (24%) 2. Music/Pop Culture (11%)3. Liberal/Tolerant (7%)
• Gen X1. Technology use (12%) 2. Work ethic (11%)3. Conservative/Traditional (7%)
• Boomer1. Work ethic (17%) 2. Respectful (14%)3. Values/Morals(8%)
• Silent1. WW II, Depression (14%) 2. Smarter (13%) 3. Honest (12%)
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Do You Have a Profile on a Social Networking Site?
41
75
50
30
6
All
Millennial (18-29)
Gen X (30-45)
Boomer (46-64)
Silent (65+)
% saying “yes”
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% saying…is one of the most important things in their lives
52
30
21
20
15
15
9
1
Being a good parent
Having a successful marriage
Helping others in need
Owning a home
Living a very religious life
Having a high-paying career
Having lots of free time
Becoming famous
Note: Based on adults ages 18-29
Life Priorities
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Cycle of Service and Retention Issues
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Best Practices for Supervisors
• Negotiate a solid set of working agreements for implementing member assignment
• Clarify expectations from the beginning and throughout
• Anticipate and address member needs
• Think of training as an on-going responsibility
• Give specific and timely feedback
• If an agreement is reached, re-state and clarify next steps
• Keep Volunteer Center staff informed of issues big or small and maintain good documentation
• Disciplinary Actions- Address the behavior not the person, provide a verbal warning, supervisory review and written warning, removal from program
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Launching the Job
•Review Suggested Orientation Topics
• Take- Away Tasks
Agency History and Needs Assessment
Volunteer Position Descriptions
Recruitment Strategy Worksheet
Online Recruitment Tools / Marketing Resources
• Begin to Prep Now- workspace, preparing staff, organize resources you have in place