F: managing volunteers
role of volunteers
Voluntary work is done of one's own free will, unpaid, for the common good. Volunteering has long been the lifeblood of societies and cultures.
Most community groups start off life with a volunteer base. As services expand, many go on to employ paid staff. Eventually most groups end up with a volunteer governing body, paid staff managing the organisation, and a mix of volunteers and paid staff delivering the organisation's services.
In this type of environment, it's critical that the status of volunteers is maintained and they are seen as equal contributors to the organisation. This can be done by:
- clearly defining the working relationships between volunteers and paid workers i.e. ensure everyone has an individual job description
- matching the worker to the job
- acknowledging the contributions made by volunteers to the organisation
- providing appropriate support and training and feedback.
reasons for volunteering
Volunteers have a wide range of reasons for wanting to become involved in a community group. These can include:
- wanting to develop a broader range of skills and experience
- wanting to meet people and widen social contacts
- having a political or social belief in the aims of the group
- wanting to put something back into the community
- to gain work experience.
contributions of volunteers
Volunteers:
- can provide opportunities to enhance and humanise services
- are often seen by clients as giving true community service
- can be a valuable link between client and organisation
- can provide flexibility in the hours of service that is not as freely available with paid staff
- can give an organisation the power to do more work
- can reduce the burden on paid staff
- can provide the opportunity for the organisation to support its community, by helping people who are not employed to gain work experience and new skills.
planning for volunteer participation
Volunteer participation within a programme or project should meet the needs of everyone involved — volunteers, paid staff and clients of the organisation. To do this:
- volunteer work should be planned as an integral part of the work of the organisation
- develop a volunteer policy (see following checklist)
- volunteer jobs should complement or enhance, but not replace, the work of paid staff
- volunteers should not be restricted to particular jobs solely by reason of their status as volunteers.
Volunteer policy checklist
A volunteer policy should contain statements on:
- philosophy of the organisation
- principles of volunteering
- rationale for volunteer involvement
- distinction between paid and unpaid work
- reimbursement e.g. for travel
- training provided
- agreement
- legal issues
- health and safety
- grievance disciplinary policy
- rights and responsibilities
- insurance cover
- support and supervision
- code of practice
- code of ethics
- pre-employment check
- previous employment
- reference audit
- police check
- confidentiality and privacy.
recruiting volunteers
Some groups advertise, interview and appoint volunteer workers in the same way as they would paid workers. This increases the status of the worker and makes clear what is involved in the work, the experiences needed and the desirable personal qualities. The organisation should think about what skills they would like the volunteers to have, then seek those skills.
Tip
Consider the type of work the volunteers will be performing and whether or not it is appropriate to complete a criminal convictions check.
Job descriptions
It is important that volunteers are clear about their role and tasks in the organisation. A job description is a useful way of doing this. This could be in the form of a one-page statement outlining the agreed tasks. It should also include a statement about reimbursements payable to the volunteer.
Tip
Consider involving both paid staff and volunteers in developing and reviewing volunteer job descriptions.
Recruitment methods
There are a variety of ways to recruit volunteers. These include:
- going through the local Volunteer Centre (if one exists as they are generally located in urban areas). They are not only a good way to find people who want to volunteer, but they can also provide useful advice on volunteer issues
- advertising in the local community newspaper — these are usually freely delivered to households in your community
- advertising through newsletters e.g. that of the local council for social services, schools and churches
- putting notices on community noticeboards in the area e.g. supermarkets, libraries, schools
- word of mouth, using the networks of those already involved in the organisation.
induction and orientation
Induction and orientation programmes are a useful way of introducing a number of new volunteers at the same time.
An orientation programme could include:
- aims and objectives of the organisation
- structure of the organisation
- work content and philosophy of how work should be carried out
- communication channels e.g. newsletters
- training
- supervision
- introduction to paid staff
- meetings — how they work, when they are held
- any payments, and how to get reimbursed for expenses
- resources available
- where and how to get help e.g. via a buddy system.
training
On the job training
Informal training could include:
- working alongside a paid worker or more experienced volunteer on a challenging project
- taking on a job under guidance, where specific feedback will be given e.g. facilitating meetings
- networking opportunities with other similar groups
- peer supervision.
Formal training could include:
- refresher courses on policies and practices
- special courses aimed at gearing up the group to meet a new challenge such as a change in government policy
- courses that are designed to train workers on issues identified by the organisation or the volunteers, to increase the group's ability to meet the requirements of the clients e.g. working cross-culturally.
Specialist training
If volunteers have agreed to take on specialist roles within the group there may be courses available that would assist them. For example, a volunteer treasurer may want to attend a community-run course on bookkeeping or taxation matters or a volunteer counsellor may want advanced training in a particular technique.
The main thing to remember is that volunteers have the right to understand the requirements of the tasks they are taking on and to develop the skills required to perform them.
volunteer-paid worker relationship
Misunderstandings between paid staff and volunteers can usually be put down to unclear roles. An organisation is therefore encouraged to:
- involve staff as much as possible in planning for volunteer involvement, including job design, interviewing and training of volunteers
- provide orientation and training of staff to work with volunteers before volunteers become involved in the programme
- organise some joint in-service training for both volunteers and staff. This can create shared understanding about the two roles
- identify staff who like working with volunteers.
recognising volunteer contributions
The contribution made by volunteers may be recognised both formally and informally in a number of ways.
Ways of formally recognising a volunteer's contribution includes:
- dealing with the volunteer professionally
- identifying and publicly acknowledging the volunteer's specific achievements
- providing the volunteer with a reference when he or she leaves.
Ways of informally recognising a volunteer's contribution includes providing him or her with:
- allowances
- reimbursement (at least partially) of expenses (e.g. transport costs, childcare costs, stationery, training costs and toll calls) so that they are not left out of pocket
- equal recognition as a paid worker at the end of their service
- payment when they take on work usually done by paid workers
- free or low-cost membership of the organisation
- a free voucher to a course programme
- getting to know the volunteer — understanding what they are interested in — building a relationship
- a caring attitude, expressing an interest and taking time to visit the volunteer on the job
- reward them in simple, low cost ways — combine a team meeting with a meal prepared in advance, acknowledge anniversaries.
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