Starting Out Right - A guide for Volunteer Managers


There will most likely always be a greater demand for volunteers than are available. This has led to the enthusiastic use of the warm body approach (i.e., taking the first person that walks through the door.) And this, more often than not, leads to dissatisfaction.

Mindset
Volunteers may not be paid, but that doesn’t mean they shouldn’t be considered part of the staff. They deserve as much respect as other workers, and they need to show the same amount of consideration. If a volunteer shows up late, or not at all, or is incapable of doing the task they were asked to perform, that inactivity affects others. Expect a certain level of cooperation and competence from your volunteers—and make your expectations clear.

Being forced to fire a staff member is unpleasant, but it is much worse when the person is working for free. Make sure that every individual you take on as a volunteer fits within your organization’s goals and needs. If they don’t, be truthful but positive. Let them know their gesture of help is appreciated, but that their skill sets don’t match your current needs. If possible, suggest an alternative placement.

Job Description
Uselessness is one of the worst feelings a volunteer can experience. Before you tell an individual to show up at a certain place at a certain time, make sure they will have something to do.

Every volunteer position should have a clear and up-to-date job description. Some of the elements to include are:

  • Job Title (avoid the nondescript “volunteer”)
  • Duties/Responsibilities
  • Skills needed
  • Expectations/Goals
  • Immediate Supervisor
  • Hours/Time Period
  • Location
  • Training provided
  • Dress code
  • Cost inferred (parking, uniform, etc.)
  • Benefits (discounted lunches, free attendance at trainings, etc.)

A thoroughly written document will, at the very least, give staff and volunteers concrete expectations. It may even keep you out of legal trouble one day.

Orientation
You have found a good volunteer match for your program. You have shown them what they will be doing and where. It is time to provide the volunteer with a clear picture of your organization. They are eager to work, and you are busy, so make the orientation brief. However, do not let quality be a victim of brevity. Here are elements to include, some of which may be given as handouts:

  • Organization’s history/background
  • Organizational structure
  • Tour/meet staff (This is very important. Break the ice on the very first day, or the volunteer may end up feeling like an outsider for weeks.)
  • General policies (confidentiality, tardiness, sick days, lunch breaks, etc.)
  • Grievance procedure (make sure they understand that they have rights)
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