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Recruiting Great Volunteers

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ASAE Magazine, Jan 02. Offer 'Episodic' Volunteering. Defined duration ... Keep in touch with them. Don't Be Fooled! Getting Volunteers Off on the Right Foot ... – PowerPoint PPT presentation

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Title: Recruiting Great Volunteers


1
Recruiting Great Volunteers
Paula Watkins, SPHR Shelly Trent, SPHR -
September 18, 2008
2
Who will your future volunteers be?
3
Who will your future volunteers be?
  • What would life be like without volunteers?
  • Volunteers are the key to the success and
    survival of your chapter or state council!

4
Why Did YOU Volunteer?
  • Contribute to the HR profession and your
    colleagues
  • Share expertise
  • Gain experience and develop valuable skills
  • Meet people/network
  • Enhance professional reputation
  • Sense of achievement

Do your volunteers get this?
5
What Skills Are You Developing?
  • Change Agent
  • Leadership
  • Financial Expertise
  • Bottom-line Sensitivity
  • Project Management
  • Influencing
  • Platform Speaking
  • Delivering Presentations
  • Organizational Skills
  • Conflict Resolution
  • Managing People
  • Adding Value
  • Negotiation
  • Compromise

What Else?
6
What Does An Employer Gain from Supporting
Volunteerism?
  • Relevant Skill Development
  • Increased Loyalty
  • Increased Confidence Level
  • Expanded Professional Network
  • Exposure to Successful Practices from Other
    Companies--Benchmarking

Do employers get it?
7
Look at Your Board (and Membership)
  • Range of Diversity
  • Generational
  • Multicultural
  • ExperienceHR and Board (any new members on the
    board?) The longer on the board the less
    engaged (need to let go)
  • Skills are you searching out people for needed
    skills?
  • Incentive or Whats In It for Me?
  • Meaningful projects?
  • Results? New ideas?
  • Do new leaders feel needed/valued for their
    efforts?
  • Do ideas/opinions really have any impact?
  • Are new ideas welcomed?
  • Is there continual recognition of board member
    efforts?

8
Do we market the board for new talent?
  • Does the chapter/council have a strategic
    succession plan?
  • Do our members really know what the board is
    about? Do they understand SHRM?
  • Do we constantly publicize board identity and
    volunteerism to members?
  • Do we solicit members ideas? Do we ever use
    any? Do we then give them recognition for it?
  • Do we invite interested parties to board
    meetings?
  • Do we communicate enough about our successes?
    Lessons learned?
  • Do we appear to be a closed group?
  • Do we directly ASK people in a personal way to
    join the board? Does the board have a volunteer
    who is a TALENT SCOUT?

Do we have fun??
9
Communicate the Benefits of Volunteering
  • New ideas can have an immediate impact make a
    difference
  • You dont have to have all the answers!
  • You will get something out of it
  • Skills
  • Learn new ideas
  • Sense of belonging and contribution
  • New friends and colleagues

10
Avoid these Leadership Derailers
  • Do not select anyone for the board who shows
    these
  • traits
  • Lazy unable/unwilling to complete tasks
  • Overly concrete
  • Impulsive
  • Arrogant
  • Micromanagers
  • Self-promoters
  • Volatile
  • Risk averse
  • Defensive
  • Imperceptive (failure to read others behaviors,
    intentions or motivation)
  • Approval dependent

11
Tips for Recruiting the Right Volunteer
ASAE Magazine, Jan 02
  • Offer Episodic Volunteering
  • Defined duration
  • Impact in the short term
  • Make Sure Volunteers time is well spent
  • Clear set of objectives and plans
  • If I give you these talents, we will make a
    difference.
  • Empower them
  • Provide mentors
  • Offer Rewards
  • Leadership Libraries cutting-edge books and
    articles for growth in all aspects of lives
  • Make use of SHRM Leadership Conference
  • Show that they will help shape, educate,
    transform, and improve the HR profession through
    their activities and advocacy issues.

12
Get Member and Employer Support for each Volunteer
  • Send letters of recognition to employer for
    support of volunteer leader
  • Constant mention of volunteer and employer as
    supporters of the organization
  • Newsletter features on volunteers
  • Newsletter/e-Tips to capture boss interest
  • Constant mention of the volunteers contribution
    to your organization
  • Put pictures of your volunteers in action in your
    newslettergreat recognition

13
Do Something For the Team
  • Leadership Training
  • Strategic Planning
  • Personality Typing
  • Team Building
  • Community Adventure
  • Financial Education
  • Social Activity

People want to belong to a vibrant culture
14
Get their talent committed not just their time
  • Emphasize with volunteers what they can expect to
    accomplish (not just time involvement)
  • Concentrate on the positive outcomes of their
    task (networking, skills, etc.)
  • Wherever possible, break down the larger jobs
    into smaller, less time-consuming jobs
  • Believe that they can get the job done, and tell
    them that they are not in this alone
  • Keep in touch with them

15
Dont Be Fooled!
16
Getting Volunteers Off on the Right Foot
  • Start with a board orientation that clearly
    outlines each board members responsibilities and
    the expectations that the chapter has for the
    board.
  • Include an overview of the chapters history, its
    relationship with SHRM, and the resources
    available to volunteers.
  • Be sure to educate the board on the chapters
    mission and goals and show how each persons role
    relates to the accomplishment of those goals.
  • Consider implementing a rule that board members
    must attend a minimum number of meetings during
    their terms.

17
Getting Volunteers Off on the Right Foot
  • Review the chapters goals at each board meeting,
    along with a list of tasks that volunteers are to
    complete in order to reach the goals.
  • Consider deterring members from having a seat on
    the board until they have been volunteers in some
    other capacity, such as a committee member or
    committee chair.
  • Once you see that a person is able to follow
    through, you can ask him or her to consider
    becoming a board member.
  • Do not nominate those who have not paid their
    dues through volunteering before coming onto the
    board. After all, you would never hire someone
    to be a leader who had no work experience!
  • Hold elections in October so that volunteers can
    attend the SHRM Leadership Conference in November.

18
Questions to Ask
  • When putting together your board, ask the
    following questions
  • Does your board have the knowledge and
    competencies needed?
  • Does your board measure up to your future
    strategy?
  • Is the board setting goals that meet the needs of
    the members?
  • Is each board member contributing his/her best?
  • Does your board represent all types of
    organizations and levels of professionals?
  • Do your board members understand their roles and
    responsibilities?
  • Do they have the appropriate training,
    information, and orientation?
  • Do you work well together as a team?
  • How often can you afford to be away from your
    real job?
  • Be sure to address recruitment, development, and
    evaluation. It is much easier to recruit a good
    volunteer in the first place than it is to make a
    strong board member from a weak candidate.

19
Selecting Good Volunteers
  • When selecting potential board members, be sure
    to consider what type of interest they have in
    the organization.
  • Do they want to serve because they believe in the
    organization or because they have a personal need
    to have authority? Or do they want to add to
    their resumes?
  • Choose board members who want to serve for the
    good of the organization, not for their own
    personal gain.
  • Be sure that potential board members are aware of
    the time commitment (for board meetings,
    membership meetings, and the tasks of the role)
    before nominating them for a board position.

20
Selecting Good Volunteers
  • Be sure to give each potential board member a
    detailed job description and list of expectations
    BEFORE they are nominated.
  • Educate board members on service delivery,
    funding and liability issues, and accountability
    requirements. These issues should be covered in
    a formal orientation session at the beginning of
    the term.
  • Also be sure to address the interpersonal
    relationship skills necessary for the board to be
    a cohesive work team.

21
  • Questions?
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