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Mng vols drr_instr_2011-05-09


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Mng vols drr_instr_2011-05-09

  1. 1. Show us where you are!Click on the star in the toolbar above.Then click on your location.
  2. 2. Using this Software • Microphone • Text chat • Raising your • Audio hand • Full Screen • Green / Red X • Exiting • Stepping outCentra opened on your desktop
  3. 3. Centra opened in your browse
  4. 4. Centra
  5. 5. Managing Volunteers Delegating, Retaining and Rewarding Russell Palmer Professional Development LYRASIS ©2012
  6. 6. Resources• Slides:•• Bibliography:•
  7. 7. AFPL Resources• Volunteer handbook:•• Volunteer Application:•• Volunteer Brochure:•
  8. 8. Learning ObjectivesBy the end of this class, participants will be able to – Reduce or eliminate tension between paid staff and volunteers – Develop tactics to motivate, retain and reward volunteers – Delegate duties to volunteers – Guide volunteers through organizational change
  9. 9. Why do we need volunteers?Assist with Improve customerrepetitive tasks service• Keep collection • One-on-one looking neat computer• Shelve, Shelf-read assistance• Presort recent • Help with program check-ins or event• Barcode • Call re: overdues or• Process withdrawals holds • Information desk
  10. 10. What does a volunteer cost?• TINSTAAFV (There Is No Such Thing As A Free Volunteer)• Benefits: hourly costs of paid staff• Consider costs – Insurance – Time of those staff who develop, interview, orient and train volunteers – Other?
  11. 11. Paid staff and volunteers: Are aware Must be of each able to other‘s work authority together. levels. See each Empower other as each other. equals.
  12. 12. Paid staff: Give inputHave same in goals as developingvolunteers. volunteer positions.Have hand Understand in training role ofvolunteers. volunteers.
  13. 13. Volunteers:Understand Help meet roles patrons‘ relative to needs. paid staff. AreHave goals qualified to related to effectively library‘s serve mission. patrons.
  14. 14. Delegation Manager’s Role:• Know volunteer‘s skills, talents and interests• Delegate work accordingly – IT professional • Help re-design website? Build a database? – Graphic design student • Design flyers for a library event or program? – Publishing/editing professional • Help with collection development? Lead book group?
  15. 15. Balancing Everyone‘s Needs • Mission-driven • Strategic – Based on long- range planOrganizational Needs • Goal-driven – Increase number of checkouts – Gate count – Programming
  16. 16. Balancing Everyone‘s Needs • Demographics – Who are they?Constituents‘ • Detailed on patron Needs comment cards • Indicated by requests • Varied
  17. 17. Balancing Everyone‘s Needs Organizational Constituents‘ Needs Needs
  18. 18. Balancing Everyone‘s Needs • Needs include more than paycheck!Needs of • Life/Work balancePaid Staff • Competency • Clear guidelines • What else?
  19. 19. Balancing Everyone‘s Needs Organizational Needs Needs of Constituents‘ Paid Staff Needs
  20. 20. Balancing Everyone‘s Needs • Community involvement • Sense of ―givingVolunteers‘ back‖Motivation • Social networking • New in town • Dealing with loss • What else?
  21. 21. The Ideal Balance Organizational NeedsVolunteers‘ Needs ofMotivation Constituent s Needs of Paid Staff
  22. 22. The Real Balance Organizational Needs Needs of Paid Constituents‘ Staff Needs Volunteers‘ Volunteers‘Motivation—drift Motivation— toward Staff drift toward Needs Patrons‘ Needs
  23. 23. Balancing Everyone‘s Needs • Organization mayInfluence of have its own needs Volunteer • Gives volunteers a Group or sense of autonomy Friends • Not same as your Board or Trustees
  24. 24. Balancing Everyone‘s Needs Needs of Paid Needs of Staff Constituents Organizational Needs Influence of Volunteers‘ Volunteer Motivation Group or Friends
  25. 25. MotivationGet to know a •Help with programs new •Work with the public community Stay sharp •Intellectual tasksafter retirement •Use RA database to find read-alikes Know what •Help with orderingnew books are •Write order cards, check over PO‘s coming out
  26. 26. MotivationPraiseAffiliationAccomplishmentInfluence
  27. 27. Structure of Friends Relationships• Do all volunteers have to be members of the Friends group?• Do all Friends have to donate volunteer hours?• Are there other avenues of service besides the Friends group?• Is the Friends group the only avenue to becoming a board member?
  28. 28. Policies• What are your training requirements?• Are there attendance guidelines?• Do you accept volunteers from other organizations?• What risk-management is in place? Insurance?• What benefits/perks?• What changes might be required?
  29. 29. PoliciesIf there are Friends volunteers and volunteers outside of the Friends:• Who acts as volunteer manager for each group?• Do they have the same use of library space?• Do they get the same perks? – Meeting room use – Fine forgiveness
  30. 30. Louisville (CO)Public Library
  31. 31. Ethics• Using volunteers to replace paid staff? – Yes, no, maybe?• Okay to recruit MLIS-educated volunteers? – Yes, no, maybe?• What‘s unethical? Questionable?
  32. 32. Managing Change• Explain and contextualize change and its necessity• Discuss effects/outcomes• Ask for reactions and input – Ideas for improvement? – Clarify misunderstandings• Consider necessary skills for new environment
  33. 33. RetainingCommunication is key!
  34. 34. Retaining• Safe & consistent work environment• Meaningful work – Relates to mission of organization – Not ―busy work‖• Some level of control over the assignments• Respect from management & paid staff
  35. 35. RetainingRecognition Award activities ceremoniesMeasurement Professional of service development
  36. 36. Retaining: Give it away.TrustInvitation to contributeTasksResponsibilities
  37. 37. Evaluations of Volunteers• Advise volunteer in interview or orientation of evaluation routines• Provide regular feedback about volunteer is performing• Ask for feedback from volunteer – Learn what the volunteer thinks/feels about the job• Lay the groundwork for exploring possible new volunteer duties
  38. 38. Volunteers need to know: The process Why they are • Schedule • Frequencybeing evaluated • Who will perform • Who has input Possible outcomes
  39. 39. Informal Evaluations• Open-ended questions• Explore relationships with paid staff• Probe relationships with supervisors• Areas of weakness/training needs?• Strengths – Examples of good or exceptional performance?
  40. 40. Evaluation Outcomes• Identify training opportunities for all staff and volunteers• Get a read on volunteer program as a whole• Formally affirm volunteers‘ reasons for giving their time• Document progress – Improve performance by discussing negative feedback from supervisors or staff
  41. 41. Questions?‗Think‘ by Regolare
  42. 42. Thank You for Attending!Questions/Comments• 1.800.999.8558• 1.720.215.2180• Email: We’d very much appreciate your thoughts about the class. Evaluation.aspx
  43. 43. Time for a break – see you in 10 minutes, please…