21st century volunteers - cyssprogram.com management in... · mckee and mckee, researchers in the...

Volunteer Management in the 21st

Century:Strategies for Recruiting, Engaging and Managing

Objectives

Through completion of this training module, individuals will be better able to:

• Identify the unique characteristics of volunteers, especially millennial and retiring volunteers

• Identify volunteer recruitment and retention strategies for engaging all 21st

century volunteers

• Identify resources available for review and reflection

Why this topic?

Over the last 20 years, researches have noticed seismic shifts in the world of volunteer management which have resulted in a new breed of volunteer.

The presence of technology, virtual reality, social and environmental shifts and other factors have dramatically impacted how volunteers think, feel and engage.

By keeping up with the latest research trends, local recruitment and retention strategies may be positively impacted.

Shifts Impacting Volunteer Management

McKee and McKee, researchers in the field of 21st century volunteerism, identified the following shifts which have impacted volunteer management approaches:

• Family Dynamics: More single-parent, same-sex, partnered households• Isolation: Focus on individualism rather than being part of a community• Flexibility: Fluid schedules rather than rigid schedules• Generations: More novice Gen Y’ers than experienced veterans• Technology: Cyberspace vs face-to-face• Professionalism: More focus on knowledge than specific skills• Episodic Volunteering: Short-term commitments over long-term • Slacktivism: From hard work to easier, feel-good tasks• Micro-Volunteering: From big-time commitments to bite-sized projects• Speed: Preference for fast responses over slow movements

Source: McKee, J & McKee, T. The New Breed: Understanding and Equipping the 21st Century Volunteer. (2nd Edition). 2012.

U.S. Population Demographics

A reason to focus on engaging Millennials in volunteering stems from the fact they now make up the largest population demographic in the U.S.

Source: U.S. Census Bureau. 2015.

Volunteering Now Comes in All Forms

The field of volunteerism continues to grow and evolve with changes in social, political and global needs and interests. Common types and terms used regarding volunteerism include:

• Episodic Volunteerism: Volunteers who volunteer based on individual opportunities, not consistently over a long period of time

• Virtual (e-volunteerism) Volunteerism: Volunteers who complete tasks, in whole or in part, offsite from the organization being assisted – similar to telecommuting

• Extended Volunteerism: Volunteers who dedicate regular and significant time in support of a program or organization

• Micro-Volunteerism: Volunteers perform tasks via an internet-connected device, often times does not require an application or training period

• Social Volunteerism: Auxiliary volunteer positions in places like hospitals, schools, and welfare institutions; often support by the gov’t financially

Types of Volunteers

Just as there are many different forms of volunteerism, the same can be true about the different types of volunteers. Recognizing which type of volunteer you are engaging can better prepare you for sustaining a positive, long-term relationship…

The “Over-Committed”

The “Busy, Busy, Busy”

The “Likes Name

Recognition”

The “Organizer”

The “Creative One”

Source: Harmon, Abigail. “Nonprofit Volunteers – From the Over-Committed to the Creative.” 2012.

Types of Volunteers

Source: Harmon, Abigail. “Nonprofit Volunteers – From the Over-Committed to the Creative.” 2012.

• Characteristic: The “Yes-man/woman” who wants to help everyone and every organization

• Caution: Can over-commit to the point they become unreliable as a volunteer The “Over-Committed”

• Characteristic: Need a lot of work to stay interested and engaged

• Caution: If left to feel idle, they often times will seek out opportunities with other programs or organizations

The “Busy, Busy, Busy”

• Characteristic: Need to see their names visibly on items, praise among peers or those in positions of power/influence

• Caution: In an attempt to gain recognition, can periodically over-step their lanes as a volunteer or misrepresent themselves

The “Likes Name Recognition”

• Characteristic: Keeps things in focus and on schedule; likes assisting with event planning

• Caution: Can become easily discouraged by others if sensing a lack of support or commitment

The “Organizer”

• Characteristic: Continually coming up with new ideas, seeking out improvements and initiatives

• Caution: Can become discouraged or frustrated if paired with other ‘creatives,’ sensing their ideas are not being heard or considered

The “Creative One”

What Motivates People to Volunteer

In the work they have done in the field of volunteerism, McKee and McKee identified three motivators regarding why people volunteer…

• The Self-Serving Motivational Drive: People volunteer because it meets their needs; they hope to gain something out of the experience: notoriety, recognition or promotion

• The Relational Drive: People volunteer because friends/family currently volunteer and have shared their enthusiasm for this connection

• The Personal Beliefs Drive: People who are moved to volunteer out of their personal values, beliefs or convictions; they are not volunteering to gain anything from the experience other than a feeling of supporting something they feel passionately about


The Volunteer Dating Game

An effective volunteer manager recognizes that getting to know someone as a potential volunteer is like the dating process: the goal is to get to know each other before making a full commitment.

First Date: Whether over coffee or during a quick visit to the office, give the potential volunteer a chance to dialogue a little, tour the office, get a ‘taste’ of what the Program does and how things operate

Second Date: The goal here is to tell volunteers that you would like their help, their engagement; discuss position descriptions, expectations, role and responsibilities – being honest with the details

Future Dates: Understand that ‘no’ does not always mean ‘never’

While this process may seem time-consuming, research has proven volunteers recruited this way perform better in their roles and remain engaged with organizations/programs for longer periods of time


How to Develop and Effective Attraction Strategy

Developing an effective recruitment attraction strategy will help better target and attract the best volunteers out there. Taking a considered approach to recruitment will help you tailor your advertising and communication to reach potential volunteers of all ages…

Step 1: Identify who your ideal candidate is

Step 2: Sell your program

Step 3: Make the benefits of the role clear

Step 4: Use targeted advertising to reach your ideal candidates

Step 5: Set a recruitment timeline

Source: McLay, Kathleen. “Engaging Millennial Volunteers: Understanding a New Breed of Volunteers.” Retrieved 2017.

Identify Your Ideal Candidate

Determining who will be the best match for upcoming volunteer opportunities is the first step for successfully recruiting volunteers. Making this determination might include:

• Looking at lifestyles of potential volunteers (access to transportation, work schedules, etc.)

• Current commitments like school, work or family• Developing an “ideal candidate” profile

• Age• Gender• Education level• Special skills and/or interest• Availability


Selling Your Program

Research has shown that in situation where volunteer managers have been able to communicate what potential volunteers stood to gain from the position elicited significantly higher rates of response and engagement.

Think about your ‘Volunteer Brand’ when trying to sell your Program…• What do others (volunteers) say about the Program?• What is public perception of the Program?• What do people associate with the Program?• What values does the Program have?

Bottom-line: The ‘get’ for volunteers encompasses every aspect of the experience, from the Program’s mission, values and culture, to the kind of work, training and career development options offered…the ‘get’ encompasses what you want from volunteers, including their skills and attitude towards the work being done.


Making the Benefits of the Role Clear

Not arguing the fact helping military youth can be an intrinsic benefit for volunteers, there are times where being intentional about benefits can greatly increase volunteer engagement and commitment.

• Does your candidate seek flexibility, mentoring or training as a result of volunteering?

• Can the Program offer diversity of work tasks?• To what degree will the volunteer have a role in shaping his/her role?• Is there succession planning available where a volunteer can transition to new

opportunities as the Program grows and develops?

When communicating, especially with Millennial volunteers, highlight real world work experience – show them how the work they do within the Program can be a significant selling point towards their career goals/objectives.


Using Targeted Advertising to Reach Your Ideal Candidate

While broad-based online methods have become the dominate means of marketing volunteer opportunities, these methods also pose challenges as they tend to be generalized, cast a wide swath and often times miss populations where ideal volunteers may exist.

Before beginning any solicitations for volunteers, truly reflect on the ideal candidate you seek and what skills you desire (graphic design, medical background, social media, etc.).

Then, go directly to those population centers and work at making connections with individuals most likely to help support your volunteer solicitation efforts. For instance, the administrative assistant for a college’s Education Dept can be a vital connection to pre-service educators; a university’s Career Services office can be a great connection to students looking for volunteer/career-development opportunities.


Setting a Recruitment Timeline

While recruiting volunteers is an on-going process, it is important to set specific timelines as a volunteer manager to ensure appropriate follow-up, training and tracking can be completed.

The following can help you establish timelines around your volunteer recruitment efforts:

• When do you plan to advertise or being soliciting potential volunteers?• What does your screening/onboarding process look like? Are volunteers required to

complete interviews? Or any preliminary training(s)?• Do you contact references for potential volunteers? • What upcoming program requirements are scheduled requiring additional volunteer

support?

Setting your timeline in advance will help you better stick to it, despite the pressure of an already busy workload.


Recruiting Retiring Professionals

Retiring professionals love to volunteer, the following are three important factors to remember when recruiting and managing retiring volunteers:

• Retiring professionals want to make a difference: Retiring professionals do not just want to make a contribution, they desire significant roles where they can impact change and make a difference

• Retiring professionals are not afraid of commitment: This older generation of volunteers is not afraid of commitment when there is a payoff – the payoff could be the mission of the Program, opportunity to stay active, or chances to learn new skills

• Retiring professionals want flexibility: After years of working a ‘9-5 job’ many retiring professionals appreciate flexibility in volunteer opportunities


Recruiting Young Professionals

Despite the sometimes negative headlines generated by some well-known members of this age group, research shows young professionals volunteer with greater numbers than previous generations. Keep the following in mind when recruiting this age group of potential volunteers:

• They are impatient: In an era when people receive information almost immediately, young professionals do not want to wait to receive updates, do not want to show up and not have tasks to do – don’t waste their time

• They are multi-taskers: Surrounded by technology growing up, this age group is accustomed to focusing on a primary project while also watching TV, texting, listening to music and checking social media – learn how to make this an asset

• They think digital: This age group is not bound by linear structures, they do not sit around waiting for things to happen when they know they can make things happen; use training as an opportunity to motivate and inspire volunteers to support your cause


Recruiting Young Professionals

• They are tolerant: This age group has a spirit of openness, they are great team members, ignore things like sexual orientation, gender, religious affiliation or racial biases – they work together to accomplish goals

• They are looking for a cause: They want to make a difference, to know their efforts have positively benefitted others; teach desired outcomes and encourage open exchanges on efforts working toward the same cause

• They are team players, but…: They love to seclude themselves with things like video games and iPods, but their favorite activity is just to ‘hang out’ with others – build on this as a strengthen, especially as it relates to building positive relationships/connections with youth

• They do not want to be managed, they want to be led: Be careful not to micromanage this age group; rather, help them understand the Program’s mission, cause and desired outcomes – lead by example to earn their respect, commitment and better ensure on-going engagement


Strategies to Better Ensure Long-Term Millennial Commitments

The Millennial Impact Report of 2013 identified four critical strategies all volunteer managers need to be aware of if they want to better ensure millennial volunteers remain engaged with their program(s)…

• Connect Millennials to Your Cause

• Bond with Millennials’ Social Needs

• Fuse Skill-Building with Millennial Opportunities

• Bind Millennials with Many Ways to Volunteer

Source: Tishman, Shari. “4 Strategies to Get Millennial Volunteers to Stick Like Glue to Your Nonprofit.” 2013.

Connecting Millennials to Your Cause

Millennials are a valuable resource and tend to be dedicated to supporting meaningful causes. As a result of this, volunteer managers need to do the following:

• Messaging: Ensure all the messaging being made available focuses on the specific work being done for a cause• Strategy: Showcase the various opportunities and supports made available to youth, not just

the youth themselves

• Passions: Speak to the passions of Millennials by demonstrating your own passion for the work being done• Strategy: Clearly articulate what keeps you in this program and some of your own personal

success or ‘ah-ha’ moments within the Program

• Impact: Provide concrete examples of the impact their volunteering has on a specific cause• Strategy: Inspirational stories, one-on-one conversations with youth and/or their family – Go

beyond just numbers


Bond with Millennials’ Social Needs

Accordingly to the Millennial Impact Report, Millennials like to impulsively share and contribute within their social networks. As a volunteer manager, this means:

• Social Media: Social media has dominated the lives of many millennials for years, utilizing various forms of multimedia and visuals will make volunteer opportunities more appealing to this population

• Shareable Media: Millennials are technical socialites, often sharing their activities/interests on Facebook, Instagram, Snapchat, etc.• Strategy: Utilize hashtags for events and the Program that can be utilized on social media (similar to the

#PurpleUp, #MOMC, or #r7symp17 hashtags)

• Strategy: Build on Purple Up day and encourage volunteers to wear a specific color and share it on their social media, tagging or using hashtags to connect back to the local program

• Multiple Platforms: Millennials like having multiple opportunities/platforms to signup for volunteer opportunities (mobile apps, emails, dedicated website, social media, etc.)• Strategy: Utilize QR Codes that take potential volunteers directly to your volunteer forms so the

information is ‘at their fingertips’

Reminder: Be sure you do not compromise any PII or the safety and security of youth and their families through your initiatives


Fuse Skill-Building with Millennial Opportunities

Millennials tend to be very pragmatic, recognizing they can learn valuable career skills through volunteer service and engagement. As a volunteer manager, incorporating skill-development opportunities for volunteers can be key to sustaining them over a long period of time…

• Career Skills: Reflect over common career skills typically needed when entering the workforce – how can you allow volunteers opportunities to learn and practice those skills? (professionalism, accountability, public speaking, organization, communication, multi-tasking, critical thinking, etc.)

NOTE: In a 2013 Deloitte survey, 85% of college seniors who volunteered for a nonprofit said they learned a new career skill and are likely to reengage with the nonprofit as a result of this


Bind Millennials with Many Ways to Volunteer

The Millennial Impact Report stressed the fact that Millennials engage in volunteerism on a continuum, so it is critical to offer them multiple ways and levels of engaging and serving…

• Transparency: Provide calendars of events, communication processes, follow-on requirements/trainings and other important details upfront with Millennials

• Flexibility: Be willing to work with them to design volunteer relationships that are mutually beneficial to both parties


Episodic Volunteerism Regular Volunteerism

Job Characteristics Model

In 1975, Oldham and Hackman constructed the original Job Characteristics Theory (JCT). Over the next decade, Turner and Lawrence took development of this theory further, resulting in what we know as the Job Characteristics Model (JCM).

The intent of this work was to develop a theory which demonstrated what is required to lead individuals towards favorable personal and professional outcomes.

The current JCM consists of five core job characteristics: Skill Variety, Task Identity, Task Significance, Autonomy & Feedback.



Oldham and Hackman’s theory asserted that if the five core job characteristics were present, the result would be increased psychological commitment and overall positive outcomes…


Core Job Characteristics

Psychological States

Personal & Work Outcomes

Skill VarietyTask IdentityTask Significance

Autonomy

Feedback

Experienced meaningfulness of the work

Experienced responsibility for outcomes of the work

Knowledge of the actual results of the work activities

High internal work motivation

High satisfaction with the work

Low absenteeism

High-quality work performance

High reliability


• Skill Variety: The degree to which a volunteer opportunity requires various activities, requiring the volunteer to develop a variety of skills and talents. Volunteers can experience more meaningfulness in tasks that require several different skills and abilities than when the tasks are elementary and routine

• Task Identity: The degree to which the volunteer opportunity requires the volunteer to identify and complete a task with a visible outcome. Volunteers experience more meaningfulness in a task when they are involved in the entire process rather than just being responsible for a part of the work

• Task Significance: The degree to which the volunteer opportunity affects other people’s lives. The influence can be either in the immediate organization or in the external environment. Volunteers feel more meaningfulness in a task that substantially improves either psychological or physical well-being of others than a task that has limited effect on anyone else



• Autonomy: The degree to which the volunteer opportunity provides the volunteer with significant freedom, independence, and discretion to plan out the work and determine the procedures in the task. For tasks with a high level of autonomy, the outcomes of the work depend on the volunteers’ own efforts, initiatives, and decisions; rather than on the instructions from a manager or a manual of procedures. In such cases, the volunteers experience greater personal responsibility for their own successes and failures at work

• Feedback: The degree to which the volunteer has knowledge of results. This is clear, specific, detailed, actionable information about the effectiveness of his or her performance. When volunteers receive clear, actionable information about their performance, they have better overall knowledge of the effect of their work activities, and what specific actions they need to take (if any) to improve their productivity


Things to Consider: Website Recruitment

The world of volunteer management can be overwhelming at times, given time restraints, busy schedules, technology challenges and training requirements. Breaking things down into smaller pieces can help reduce some of the stress you might feel when managing volunteers. Begin with your recruitment approach.

Take a look at your Program’s website (if you have one), ensuring basic information is available is one of the first steps toward a successful recruitment strategy…

• What is your first impression of your website/social media sites?• Can you get a feel for what the Program does or population served?• Can you locate a phone number or email address should people want to inquire about

volunteer opportunities?• Is there a “How can I help” link with overviews of specific volunteer needs within the

Program?

Source: Saratovsky, K.D. & Feldman, D. Cause for Change: The Why and How of Nonprofit Millennial Engagement. 2013.

Things to Consider: Social Media Recruitment

Regardless of which generation you target, technology (specifically social media) play a large role in the daily lives of individuals. Social media can play a vital part in your volunteer recruitment approach.

Take a look at your Program’s social media pages (if you have them), and consider the following…

• Is there a theme to your posts?• How often are you asking for things?• How often do you educate?• How often to you say ‘thank you’ to those who have helped in the Program?• What time of day are you posting information?

Source: Saratovsky, K.D. & Feldman, D. Cause for Change: The Why and How of Nonprofit Millennial Engagement. 2013.

Social Media Posts

Program/Volunteer managers suggest the following approaches when utilizing social media…Facebook Twitter Pinterest Instagram YouTube/

Video Clips

Share links to new resources

Share office contact numbers

Pin activity ideas for parents/guardians

Share pics of staff packing/unpacking for events

Share a Program ‘Thank You’ video

Share pics from events Share your favorite things during events

Create event/holiday-specific boards

Create marketing videos/clips

Share photos of staff preparing for events

Promote upcoming events Create a Program board –share resources

Share pics of volunteers to thank them

Do interviews of youth/families any why they like the CYP

Post reminders about upcoming events

Promote resources Share/pin your favorite things throughout the year

Create contests (ex: Can you guess where this pic was taken?)

Ask trivia questions Share pics of event Create helpful tips clips

Share partner posts Start hashtags for initiatives

Challenge others to create their own ‘favorites’ board

Post pics from events Preview your upcoming year of programming

Share important messages Share reminders Create Program info video

Six Deadly ‘Sins’ of Recruiting

Whether it be the rush of trying to enough volunteers for an upcoming event, or just a lack of experience with volunteer management, there are a few common recruiting ‘sins’ experts warn all volunteer managers to be aware of…

1. Expecting announcements to get to volunteers

2. Going it alone

3. Recruiting only volunteers who will make long-term commitments

4. Assuming that ‘no’ means ‘never’

5. Recruiting anyone interested

6. Treating professionals like lackeys



1. Expecting announcements to get to volunteers• Make volunteer a noun – We want someone to commit (that is the verb) as a volunteer (that

is the noun) for the Program• You need to communicate the same message five times, five different ways, and even then

people will often say, “I never heard that before.”• Utilize announcements, written letters, testimonials, write-ups in newsletters, & personal

invitations

2. Going it alone• Utilize existing volunteers as recruiting assets – personal impact• Collaborate with existing partner orgs to recruit volunteers• Utilize college career services offices, college department POCs

3. Recruiting only volunteers who will make long-term commitments • Short-term projects provide excellent opportunities for first dates• Accept not all volunteers will want to commit long-term – gratuitous volunteer opportunities,

virtual volunteer opportunities



4. Assuming that ‘no’ means ‘never’• Think of ‘no’ as an open door to listen carefully to the reasons – sometimes ‘no’ really means

‘not right now’

• Ask if you could follow-up down-the-road about potentially becoming a volunteer

5. Recruiting anyone interested• Quantity is not always better than quality

• Determine specific skills needed and then go where those skills exist

• Be upfront about roles and responsibilities of the position

• For those suited for the position, invite them to be part of a short-term commitment before they commit to long-term engagement

6. Treating professionals like lackeys• 21st century volunteers want tangible, skill-development opportunities, not just busy work

• 21st century volunteers are sophisticated and want to use their prior knowledge/experiences


Digital Communication Reminders

Utilizing digital communication, like email and texting, is a critical aspect of managing volunteers; however, keep the following in mind…


Email “Dos” and “Don’ts”

Use email as a follow-up to an interaction

Use email to document a conversation

Use email as a tool to make announcements

Use email for affirmations (just don’t make it the only means of offering affirmations)

Use email to send important information

Use email to remind

Don’t use email to rant or vent frustrations

Don’t delivery bad new via email

Don’t assume every email is actual read

Texting “Dos” and “Don’ts”

Use texting to immediate affirmations

Use texting for invites or simple requests

Use texting for emergency requests for help

Use texting as personal reminders about upcoming events and/or reporting times

Don’t assume text messages will always remain private

Don’t delivery important information via text

Don’t texting a default mode of communicating

Final Thoughts for a Volunteer Manager

Great volunteer teams consist of passionate people who have a focused vision, believe in their mission, and empower each other with their initiative and skill development opportunities. As a volunteer manager, ask yourself and your team these questions:

1. PASSION: Are our volunteers passionate about our mission?2. FOCUS: Is that passion focused like a laser or unfocused like a lukewarm

bulb?3. STRATEGY: Are we thinking strategically, using carefully crafted mission and

vision statements?4. TEAM: How are we building community among our volunteers? Do they

enjoy working with us? How do we know this?5. TRAINING: Is our training geared for the new breed of volunteers who want

to do it their way? Do we offer flexibility in our approaches?


Resources

• McKee, J. & McKee, T. The New Breed: Understanding and Equipping the 21st Century Volunteer. (2nd Edition). 2012. Group Publishing. Carol Springs, IL.

• “10 Ways to Make Volunteer Programs Appealing to Millennials”• Website: http://nonprofithub.org/volunteer-recruiting/10-ways-appeal-millennials-

volunteer-programs/

• “2016 Millennial Impact Report”• Website: https://www.givingtuesday.org/sites/default/files/2016-

10/2016%20Millennial%20Impact%20Report%20-%20Wave%202_0.pdf

• Volunteer Hub (various articles)• Website: http://www.volunteerhub.com/blog/volunteer-management-best-

practices/

http://nonprofithub.org/volunteer-recruiting/10-ways-appeal-millennials-volunteer-programs/

https://www.givingtuesday.org/sites/default/files/2016-10/2016 Millennial Impact Report - Wave 2_0.pdf

http://www.volunteerhub.com/blog/volunteer-management-best-practices/

Quiz

As evidence of completion of this course, you will need to complete the short assessment tool provided. To access the assessment, please click on the link below:

CLICK HERE TO BEGIN YOUR ASSESSMENT:

https://www.classmarker.com/online-test/start/?quiz=k7e5988749e1a433

Please Note: Following completion of the assessment, please email the certificate of completion to your RAPM and save a copy for

yourself. This will serve as your documentation of completion.

https://www.classmarker.com/online-test/start/?quiz=k7e5988749e1a433

You have now completed the Volunteer Management in the 21st

Century Module. Congratulations!

21st century volunteers - cyssprogram.com management in... · mckee and mckee, researchers in the...

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