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Effective Volunteer Recruitment & Engagement, presented to Carolinas Association of Chamber of Commerce Executives
 

Effective Volunteer Recruitment & Engagement, presented to Carolinas Association of Chamber of Commerce Executives

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    Effective Volunteer Recruitment & Engagement, presented to Carolinas Association of Chamber of Commerce Executives Effective Volunteer Recruitment & Engagement, presented to Carolinas Association of Chamber of Commerce Executives Presentation Transcript

    • Presented by Katherine Swartz, CAE
      Greater Columbia Chamber of Commercekswartz@columbiachamber.com
      Those who can, do. 
      Those who can do more, volunteer. 
      ~Author Unknown
      Volunteer Recruitment & Engagement
    • Today’s Outline
      Understanding your issues
      Why do people and companies volunteer?
      Why do people stop volunteering?
      Building managed process to volunteer position development and engagement (with our business members in mind)
      RMRR: Recruitment, Management, Recognition and Retention
      Case Study
      Additional Resources
      Q&A
    • Understanding your issues and needs
    • Think about this. . . .
      Civil society and the concept of democracy in the United states were born from a spirit of voluntary action and a commitment to bring about change. . . to see a wrong and right it, to imagine what is possible and achieve it.
      The nonprofit sector provides some of the most meaningful models of what it means to live in a civil society.
      In turn, effective volunteerism yields benefits that extend beyond individual organizations – to the volunteers themselves, and the people and communities they serve.
      Advancing business together Advancing the community together
      Source: A Guide to Investing in Volunteer Resources
    • Volunteering in the United States
      Percentage of adults who volunteer: 44%
      Total number of adult volunteers: 83.9 million
      Average weekly hours per volunteer: 3.6 hours
      Total dollar value of volunteer time: $239.2 billion
      National value of volunteer service hour: $21.36 (2010)
      Value of volunteer hour in SC: $16.53
      It's easy to make a buck.  It's a lot tougher to make a difference.  ~Tom Brokaw
    • Why do people and companies volunteer?
    • Why do volunteers volunteer?
      Meet a need
      Contribute expertise
      Make a difference
      To feel good or feel connected
      Build skills
      Build network
      Access to broader range of perspectives, skills and resources
      Because they were asked . . .
    • The Business Case for Workplace Volunteering
      They want to “do good” for their community.
      It fits the company’s traditions and values.
      It improves reputation and image.
      It is important to customers that the company demonstrates “good citizenship.”
      It helps recruit/retain employees.
      It helps build employee morale and job satisfaction.
      It helps build teams among diverse employees.
      It allows employees to develop new skills that are useful in their “real job.”
      Source: The Points of Light Foundation
    • Why do people stop volunteering?
    • Why do people stop volunteering?
      Poor management (2 out of 5)
      Competition with other organizations
      Lack of discretionary time
      Lack of leadership opportunities
      They didn’t feel their gift of time made a difference
      Ineffective use of their time
    • Let’s build a volunteer program with our chamber business members in mind.
    • Volunteerism:
      Accomplishes real work
      Strengthens democratic and civic values
      Connect people
      Sparks creative problem solving
      Supplements existing resources
      Provides broader range of perspectives, skills and resources
      Volunteers are a necessary and critical resource for healthy communities (included within chambers).
      Volunteers are not “free.” Investment of time and energy on both the volunteer and chamber.
    • Managed process based on open communication and a spirit of partnership
      Set your organizational goals.
      Internally: Agree on scope, schedule, budget, etc. 
      “Business” approach to time: plan, plan, plan
      Know who on your staff is going to manage the volunteer relationships.  And, just as important, who at the company will champion your needs within their organization.   
      Make contact with an interested volunteer/ company.  Think early about building a long-term relationship, not just about the one-time transaction.
    • Align your goals and the volunteer’s/company’s.  Be sure the expected ROI is attainable and fair to both sides.
      Have items available in writing.
      Make it EASY to get (and stay) involved. 
      Plan, plan, plan… and plan some more.  And do it jointly.
      Implement volunteer team building.
      Implement the project – the proof of good planning is a plan that works!  
    • The day after?  Sorry, you are not done yet!  Measure the results against the ROI goals and the specifics of the plan. 
      Results & Reporting Back: obtain and give feedback
      Celebrate your success. 
      Finally, don’t forget recognition and publicity.
      Ask them again (and personally)
      Ask for their referrals
    • Recruitment >>> Management >>> Recognition >>> Retention
      How do you recruit volunteers?
    • Recruitment How-To’s
      Publicize to all members (transparency) and ask personally
      Establish a direct connection (think back – why do volunteers volunteer?)
      Help volunteers see the benefits of volunteering with your Chamber
      Establish CLEAR expectations
      Time commitment
      Roles and responsibilities
      Resources needed and provided
    • “Vol” Management
      Information and Communication: Sets the tone for the decision to volunteer
      Training: sets the tone for the volunteer experience
      Three Touch Strategy: before, during and after the volunteer experience
      Feedback: Lets volunteersknow they have a vested interest in your chamber
    • Effective Management = Retention
      Follow through on your commitments
      Keep an open line of communication
      Make it clear how volunteers can support your chamber
      Make it easy for them to get involved
      Make their experience meaningful
      Ask for their feedback
      No duty is more urgent than that of returning thanks. 
      ~James Allen
    • Quick & Easy Feedback Survey
      Would they volunteer again?
      Did they feel their efforts had a positive impact?
      Was the event or project well-managed?
      How were volunteers welcomed?
      In what ways did the experience meet their expectations or not?
    • Why recognize?
      To appreciate them for their work and efforts
      To motive them to set and accomplish new goals
      To encourage them so they know what they are doing
      To publicize to others different projects, programs and activities
      Ultimately, member satisfaction, renewals and referrals!
      “Appreciation is a wonderful thing; it makes what is excellent in others belong to us as well.”
      - Voltaire
    • Creative Recognition Tactics
      Breakfast of Champion Awards, Chamber Partner, ROSE Award (Recognition of Special Effort), AchieveMINT
      Regular Volunteer of the Month, Quarter or Annual award and feature (peer recognition)
      President’s Volunteer Service Awards (100+ hours and must apply with a 501(c)3 FEIN
      Social media: tag photos, shout outs
      Notecards: ItTakesTwo.com; PositivePromotions.com;
      Media Releases: best sent with a photo
    • Award/Event Opportunities
      Corporate Philanthropy Day (4th Monday in February)
      Random Acts of Kindness Week (February)
      National Volunteer Week (April 10-16)
      Make a Difference Day (4th Saturday in October)
      National Philanthropy Day (November)
    • Case Study: Revitalize a Committee
      This committee (membership segment) has been declining in membership and event participation for the past five years.
      The committee has struggled recruiting members and getting members to attend regular meetings.
      Recently, the committee chair and marketing chair resigned due to job changes.
      The programs for the current year are already planned and the last event is in June, leaving the summer months for planning for next year?
      What can we do to revitalize this committee and get more volunteers engaged (ultimately more memberships , vent registrations and overall satisfaction)?
    • Next Steps
      Don’t panic: stay in regular communication with current committee
      Research: understand the issues internally
      Benchmark: with other chambers, associations and NPOs
      Needs assessment: surveys of current, former and never-been members
      Referrals: Ask team members, board members and other leaders for referrals. Ask former committee members to serve in an advisory capacity.
    • Additional Resources
      EnergizeInc.com
      E-volunteerism.org
      IdeaList.org
      Giraffe.org: people who have the courage to stick their necks out for the common good
      Caring-Institute.org: promoted the values of caring, integrity, and public service since 198
      PointsofLight.org: embraces service and civic engagement as fundamental to a purposeful life and essential to a healthy world.
      IJOVA.org: International Journal of Volunteer Administration