Volunteer Programs That Last

We have reviewed a lot of information about volunteers and volunteer management this month. Given all this information, it feels like time to draft the “complete” volunteer program.

Recruitment

Like employees, it is important to take time to prepare for volunteers before inviting them to join your organization.

• Write a job description. It can be a sentence, a paragraph, or a page. Volunteers want clarity—what they’re being asked to do, the scope of their authority, and how long the commitment lasts.

• Recruit prospects. Promote the opportunities that your organization has available. Use your usual communication channels, then go beyond them. Diversity in your volunteer base will increase its value and effectiveness.

• Interview prospects. This is not a common practice for nonprofit organizations, but it can make a real difference. Not only does this ensure that the prospect can do the job, but it is also an important step in showing a volunteer how much you value them.

• “Hire” the volunteer with enthusiasm. Just as being selected for a job is a big step, so is being selected to volunteer for a nonprofit. Let the volunteer know how pleased you are that they are joining the team.

Orientation

Take time to acquaint the volunteer with the job.

• Review the job description. Make sure that the volunteer fully understands the job and its requirements. Setting clear expectations up front will increase everyone’s satisfaction in the long run.

• Orient the volunteer. Familiarize the recruit with the organization and its volunteer management processes. Introduce the volunteer to their team and team lead, if applicable.

• Train the volunteer. Ensure that the volunteer can do the job. Volunteers join organizations from all walks of life, so avoid assumptions about capabilities. Also, if the volunteer is leading others, ensure that the training includes leadership and management skill building.

• Check in with the volunteer. Connect with the volunteer after their “shift.” Ensure that their needs are met and that they are comfortable with the work.

Supervise

Volunteers should have supervisors, whether that is another volunteer or the volunteer manager. The job of the supervisor is to help and support the volunteer in their work.

• Meet regularly. The volunteer should meet with their supervisor regularly. The frequency of the meetings depends on the frequency and type of work. This meeting is an opportunity for the volunteer to receive the support needed to fulfill the position. It is also a time for the supervisor to provide feedback to the volunteer.

• Course correction. If a volunteer makes a mistake, it is important to address it right away. A simple conversation reviewing the mistake and clarifying expectations is usually enough. In rare cases, a volunteer may need to be removed. Just as when an employee is a bad fit, removing a volunteer needs to be handled with care and should involve not just the supervisor but a higher-level manager as well. In some cases, an attorney may need to be consulted. Handled thoughtfully, even a difficult conversation can strengthen trust by showing volunteers that their work is taken seriously.

• Evaluation and accountability. If the organization is large enough, a formal evaluation system may be needed. When working with volunteers, it can be helpful to put a self-evaluation and accountability system in place that includes supervisory input.

Celebrate

While we can equate volunteers with employees, the big distinction is the pay. A way to compensate volunteers is to celebrate them and their efforts.

• Acknowledge their contributions. At a minimum, the work of volunteers should always be acknowledged in the organization’s documents and reports.

• Celebrate achievements. Let the entire organization know when volunteers complete projects or meet goals. Actively promote their work through communication channels or events.

• Throw a party. At least once a year hold a volunteer appreciate event. The size and scope of the event should reflect the size of the organization and number of volunteers. Let them know how valued they are. Review their accomplishments but focus on having a good time.

Retention and Growth

Support long-term engagement by aligning volunteer roles with individual interests and offering chances to grow. And when a volunteer decides to step away, mark the transition with gratitude. A positive exit leaves the door open for future involvement.

Finally, and most importantly, remember that every volunteer is unique. Tailor your recruitment, training, supervision, and celebration to fit their needs, and regularly review your program for effectiveness. Volunteer management isn’t just about filling roles—it’s about building lasting relationships that strengthen your organization and its mission.

This article was written with the editorial help of ChatGPT.