INVESTING IN VOLUNTEERSA Guide Volunteer ManagementBy Esther Hall

Cover—Students make excellent volunteers. Here astudent intern conducts a structural investigation atUpsala in Philadelphia.

Photo courtesy of the National Trust for Historic Preservation.

OUR MISSIONTHE NATIONAL TRUST FOR HISTORIC PRESERVATION IS A NONPROFIT MEMBERSHIPORGANIZATION BRINGING PEOPLE TOGETHER TO PROTECT, ENHANCE AND ENJOY THEPLACES THAT MATTER TO THEM. BY SAVING THE PLACES WHERE GREAT MOMENTS FROMHISTORY—AND THE IMPORTANT MOMENTS OF EVERYDAY LIFE—TOOK PLACE, THENATIONAL TRUST FOR HISTORIC PRESERVATION HELPS REVITALIZE NEIGHBORHOODSAND COMMUNITIES, SPARK ECONOMIC DEVELOPMENT AND PROMOTE ENVIRONMENTALSUSTAINABILITY. WITH HEADQUARTERS IN WASHINGTON, DC, 9 REGIONAL AND FIELDOFFICES, 29 HISTORIC SITES, AND PARTNER ORGANIZATIONS IN ALL 50 STATES, THENATIONAL TRUST FOR HISTORIC PRESERVATION PROVIDES LEADERSHIP, EDUCATION,ADVOCACY AND RESOURCES TO A NATIONAL NETWORK OF PEOPLE, ORGANIZATIONSAND LOCAL COMMUNITIES COMMITTED TO SAVING PLACES, CONNECTING US TOOUR HISTORY AND COLLECTIVELY SHAPING THE FUTURE OF AMERICA’S STORIES.FOR MORE INFORMATION VISIT WWW.PRESERVATIONNATION.ORG.

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Volunteerism is very much alive in today’sbusy world with nearly 44 percent ofAmericans volunteering. The biggest popu-lation groups finding satisfaction in donat-ing their time and talents are baby boomersand young adults. Americans over 75 andretired persons, too, are spending more timein volunteer activities. This is welcome newsfor nonprofit organizations whose worldswere essentially turned upside down in the1970s when the traditional pool of availablevolunteers, women, entered the work force.The loss of these daytime workers forcedmany organizations to rework their volun-teer programs, resulting in a more profes-sional approach to volunteer management.Stiff competition among nonprofit organiza-tions for available workers has producedhigher program standards for both volun-teers and volunteer administrators.

Preservation began as a grassroots volunteermovement. Many preservation organizationsdeveloped out of a small group of concernedcitizens organizing to prevent the destructionof a familiar landmark. These volunteer effortsoften evolved into successful nonprofit organi-zations with paid staff. They continued, how-ever, to rely heavily on volunteers. In addition,numerous preservation groups across thecountry are run entirely by volunteers.

Today’s volunteer may not be a tried andtrue preservationist but someone looking fora neighborhood project that can be “donein a day” and involve the whole family. Thechallenge is to create opportunities for inter-esting and meaningful work that furthersthe goals of the organization and meets theneeds of the volunteer.

MANAGING VOLUNTEERS

To successfully establish or revamp a volun-teer program, the organization must commitboth financial and human resources to theprogram. Volunteers are not “free” help.

Some of the basic costs involved in imple-menting any volunteer program includetraining materials and staff time for trainingsessions, staff time to administer the pro-gram, and some type of recognition event oraward. Even if an organization is volunteerrun, these costs still apply. A volunteer orpaid staff member will need to assume therole of coordinating other volunteers.

It is important to treat volunteers like paidstaff members. Volunteers should be able toexpect a job description outlining the dutiesand responsibilities of their role, a job inter-view, an orientation to the organization,ongoing training, clearly defined supervisionincluding a performance review, and annualrecognition. Volunteers need to be subject toand aware of standard operating proceduresand policies. Many larger volunteer organi-

zations are drafting personnel policies justfor volunteers so that all parties are clearabout their roles from the beginning.

The needs of the organization—not theneeds of the volunteer—should direct theprogram. Well-managed volunteer programscall for clear delineation of the employer-employee relationship. Unpaid staff mem-bers need to know their roles, as do paidstaff. Clearly defined job descriptions shouldoutline the scope of the volunteer’s authorityand role, as well as explaining where he orshe fits in the overall structure of the organi-zation. This kind of advance planning forcesorganizations to focus on their real needswhile resisting the temptation to create avolunteer job for someone simply becausehe or she happens to be available on the sec-ond and fourth Thursday of the month.

INVESTING IN VOLUNTEERSA Guide Volunteer Management

By Esther Hall

“Save-A-Landmark” program brings hotel employees together to refurbish culturallandmarks across the country. Here volunteers work on the Harsson-Goyer-Lee House inthe Victorian Village in Memphis, Tenn.

Photo courtesy of the Hampton Inns.

WHY USE VOLUNTEERS?

There are plenty of drawbacks to using vol-unteers: Someone will probably point outmost of them during the planning process.There are an equally number of good rea-sons for using volunteers. A volunteer’scommitment to an organization will only beas strong as the organization’s commitmentto that individual.

Disadvantages frequently identified are littlecommitment, high turnover rate, difficultyin firing volunteers, and excessive timerequired for training and supervision.Questions concerning cost effectiveness andlimited accountability and control are alsoraised. The salary of a volunteer coordina-tor could be used instead to hire a programspecialist. Although the disadvantages painta dismal picture, most pitfalls can beavoided through early planning.

Volunteers can contribute substantially toan organization. In addition to enabling apreservation organization to accomplish

more with the limited funds available, vol-unteers create and strengthen ties to thecommunity. These ties can advance theorganization’s cause and return dividends infund-raising and public relations efforts.Volunteers also bring a fresh perspective toan organization’s work and infuse newenthusiasm and energy. Developing volun-teer leadership is a service both to yourorganization and your community. A volun-teer recruited to help stuff envelopes maygain the experience and insight to become avalued committee or board member.

GETTING READY FOR AVOLUNTEER PROGRAM

Think about why you want volunteers.Good public relations is not reason enough.If you cannot offer volunteers a real job todo, if you offer make-work projects, thegood ones will melt away. You will be leftwith the ones who love to dress up inperiod costumes, who want to meet nicepeople, or who have time on their hands.

Think about exactly what volunteers woulddo. Writing job descriptions is a must at thispoint. Get a human resources professionalto help you—if you haven’t already learnedby writing job descriptions for paid staff. Bevery specific and avoid generalizations.How would volunteers help? Exactly whatwould a volunteer do? What are the limitsof the job? Avoid using the volunteer foronly the dull, disagreeable tasks that no oneelse wants to do. Volunteers can take theirfair share of such jobs, but not all of them.

Think about what kinds of people and skillsare required to do the things you need done.Where and how will you find them? Willyou have to take every preservationist whooffers to help? How will you choose? Whowill do the recruiting?

Think about who will direct the volunteerprogram. “All of us” is not a good answer.Some groups assign a single staff member asa volunteer coordinator to manage everyaspect of volunteer involvement fromrecruitment through recognition. The coor-dinator finds volunteers, trains and placesthem in job slots, supervises them, and isaccountable for the volunteers’ work.

In other volunteer programs, individual pro-gram and administrative staff are responsiblefor locating, training, supervising, and reward-ing volunteers. Volunteer involvement is oftenconfined to a specific program area, and orga-nizational contacts may not extend beyond thestaff and volunteers involved in that program.

In all-volunteer or single-staff organizations,a committee structure is established, whichvaries in complexity with the size of the orga-nization and the range of activities involved.Board members commonly chair those com-mittees geared to ongoing or special projects.

Sometimes a separate “association” is formedto support volunteer involvement, such as aFriends Council or Docents Association.Typically these groups adopt bylaws, elect offi-cers and a board of directors or executivecommittee, and establish committees toaccomplish the tasks related to the organiza-tion’s purpose. This type of system shifts alarge portion of the responsibility for volunteermanagement to the volunteers themselves.

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A volunteer docent demonstrates needlework to a visitor at the Windsor Historic FarmMuseum in Windsor, Me. Many small organizations rely heavily on the work of dedicatedvolunteers to run programs and special events.

Photo by Elizabeth Byrd Wood.

Think about whether you are willing to paywhat a volunteer program will cost, if it isto be a good one. You will need to take intoaccount not just the salary of the director,but the time, thought, and continuing effortof other staff members who must train andsupervise the volunteers.

Is there room in your office for volunteers towork? There is little point in recruiting cleri-cal volunteers if you don’t have a computeravailable or a place to sit. Fundraising or pub-lic relations volunteers who have no access toa telephone can accomplish little. Resolvingthese problems before the volunteer arriveswill save frustration and resentment.

Prepare the staff. Working with volunteerstakes time and planning, but above all, ittakes an accepting, welcoming attitude. Letthe staff know how volunteers are to beused so that they will be regarded as helprather than as a bother. Staff who may havenever before had paid or volunteer assis-tance will need training in supervisory andmanagement skills.

RECRUITING VOLUNTEERS

Effective recruiting can lower volunteerturnover and dissatisfaction. It involves use ofthe job description, varied recruitment tech-niques, and an understanding of the type ofpersonality best suited for each volunteer posi-tion. Recruiting methods include word ofmouth, the organization’s website and news-letter, displays at local libraries or communitybulletin boards, volunteer fairs, radio and tele-vision public service announcements, news-papers, and speaking engagements. Technologyhas afforded organizations new opportunitiesto reach out to prospective volunteers.

Which and how many forms of recruitmentare used will vary with the program, the coor-dinator’s time, money available, and needs. Aplanned system of recruitment, however, is anexcellent aid to finding the best volunteers.

One of the best recruiting resources avail-able is the volunteer program itself. If vol-unteers feel that their time and skills arebeing used effectively and are appreciated,they will attract others interested in volun-teering their time to the program.

Members are also an excellent source ofvolunteers. When a new member joins yourorganization, use the membership applica-tion to find out if that member is interestedin volunteering and where that person’sinterests and talents lie. If you discover thata new member is knowledgeable about cer-tain aspects of your community’s architec-ture, perhaps he or she can lead a walkingtour or write an article for your newsletter.

Today’s volunteers look for a variety of oppor-tunities ranging from “done in a day” projectsto a year-long commitment stemming from adesire to explore a new career. Special eventsare a good way to introduce your organizationto new volunteers. If their experience is posi-tive, they may opt for another level of service.

If your program needs volunteers from a cer-tain population, identify someone from thatgroup to serve as your recruiter. Ask that per-son to determine what techniques will workrather than just relying on blanket recruit-ment tactics. Perhaps someone from the busi-ness community could help your organizationrecruit other merchants for help with adowntown heritage festival, for example.

Many communities have organizations thatoperate as a volunteer clearinghouse to findand match volunteers with appropriateorganizations. The United Way of Americasponsors Volunteer Centers to match peoplewho wish to volunteer with communityorganizations. The Junior League and otherservice clubs might also provide anothersource of volunteers.

Look closely at the makeup of your com-munity to find interested volunteers. Ifthere is a military base nearby, for example,military spouses might provide a goodsource of volunteers.

Your friends and family comprise another vol-unteer base. Involve your children in takingtickets at a special event. Enlist your friends tohelp stuff envelopes. A survey conducted byIndependent Sector, an organization that fos-ters the national tradition of giving, foundthat volunteers are most effectively recruitedwhen they are asked by someone theyknow—either by a friend or family memberor someone at their church or synagogue.

The best advice in volunteer recruitment isquite simple: Ask for what you need. Askloudly and often! The most commonresponse is: “I didn’t know they neededhelp. No one asked me.”

JOB DESCRIPTIONS

Job descriptions force managers to define thecrucial elements of the job and allow volun-teers to evaluate honestly whether or not theycan make the necessary commitment to thejob. Job descriptions are just as important forone-time events as for ongoing service.

A job description tells volunteers exactlywhat they are volunteering for and whattheir obligations will be. It helps volunteersdetermine if they have the necessary qualifi-cations for the position and helps them eval-uate their performance over time.

Job descriptions help the organization iden-tify the job needs of the program and thework that needs to be done. A well-writtenjob description will help recruit and placevolunteers effectively and will assist in eval-uating the performance of each volunteer aswell the overall success of the program.

In developing a job description, ask yourselfthe following questions:

� Is this a real job? Can its usefulness bemade clear and concrete to the volunteer?

� Can this job be done satisfactorily on apart-time basis?

� Can you provide support staff if needed?� Can staff work adjustment be made or a

“backstop” be built in if the volunteer’sother priorities make this necessary?

� Does the job consider the varied interestsand skills the volunteer may bring or thevalue of his or her community relationships?

� Are there possibilities for volunteer satis-faction in doing this job?

� Is it probable that the kind and/or numberof volunteers required for this job canbe recruited?

� Can you imagine a person really wantingto do this job?

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WHAT MOTIVATESVOLUNTEERS?

Understanding what motivates applicants tovolunteer is the key to a successful volunteerprogram. Most volunteers are motivated byone of three main reasons: achievement, affil-iation, or power. Once you know the appli-cant’s motivation you can greatly increase thechances of a good fit between the volunteerand his or her assignment.

Achievement. Individuals who volunteer forachievement reasons generally aspire to suc-cess in situations requiring excellent perfor-mance. Typically, this volunteer exhibits aconcern with excellence, desires completeinvolvement, wants to outperform others,looks for a unique accomplishment, and isrestless and innovative. This individualthinks about how to do a job better, how toattain goals, and how to remove obstacles.

Power. Volunteers who are motivated bypower generally aspire to having influenceor having an impact. Typically this personexhibits a concern for reputation and posi-

tion, wants his or her ideas to predominate,has strong feelings about status, needs toinfluence others, and is verbally fluent. Thisindividual thinks about the influence andcontrol he or she has over others and howto use it to win arguments, change people,and gain status and authority.

Affiliation. Volunteers who are motivatedby affiliation generally enjoy being with oth-ers and having a mutual friendship. Thesevolunteers want to be liked and accepted,enjoy warm friendly relationships, and havea concern about being separated from oth-ers. This individual wants to be liked andthinks about consoling and helping others.

To further illustrate these three motivations,think about a common volunteer activity,stuffing envelopes. To entice individualsmotivated by affiliation, invite them to an“envelope stuffing party.” To attract thosevolunteers motivated by achievement, askthem to participate in an “envelope stuffingcontest.” And to attract those persons moti-vate by power, appoint them “co-chairs ofthe mailing committee.”

Keeping in mind these three motivations,how can you use this information to match avolunteer with a job that will be satisfying? Ifan applicant seems to be achievement-moti-vated, try to select tasks that allow a flexiblework pace and manner, allow for help anddirection from others when necessary, requireerrorless and efficient performance, challengeabilities and ideas, and allow for clear, unam-biguous feedback about performance.

For an applicant who seems to be motivatedby power, try to select tasks that allow anopportunity to direct co-workers, permit timefor personal interaction while working, requireopportunities to deal directly with superiors,allow personal control over work pace andwork methods, and permit flexibility in leav-ing the work area without a reprimand.

For those applicants that appear to be moti-vated by affiliation, try to select tasks thatallow many people to interact, require cooper-ation of co-workers for successful task accom-plishments, allow time for personal non-taskinteraction while working, and permit for themaintenance of stable working relationships.

The questionnaire on page 11 will help youanalyze what motivates an individual. Theanswers can help you and the applicantdetermine what job might be satisfactory forboth the volunteer and the organization.

INTERVIEWING VOLUNTEERS

The interview is always a two-way street. Evenif there is not a good match, it is a public rela-tions opportunity for the volunteer to learnmore about your organization. It is also theappropriate setting to clarify what the job isnot, e.g., a “warm up” for paid employment.Careful interviewing will lead to successfulplacement of volunteers and help lower theturnover rate due to volunteer dissatisfaction.

Be flexible in your interviewing. Let potentialvolunteers tell their story and express ideasand then probe those areas that are importantand need fuller explanation. An unvaryinginterview routine dulls your perceptions andthwarts the volunteer applicant.

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Elderhostel offers service learning trips where participants can volunteer to work on specificprojects ranging from repairing bridges at CCC camps to participating in an archeological dig.Here volunteers with Elderhostel partnered with Rebuilding Together and the National Trustfor Historic Preservation to paint a home in New Orleans’ historic Holy Cross neighborhood.

Photo by Walter Gallas.

Be comprehensive in your interviewing.Make sure that you get all the informationyou need to determine an applicant’s qualifi-cations. Explore technical and social skills.Other desirable traits to look for includegood communication skills, a positive atti-tude, and enthusiasm.

Provide the applicant with information aboutthe position. You will need to explain the jobduties and responsibilities. In addition, youwill need to ask the individual whether ornot he or she is interested in the job.

After the interview, especially if a number ofvolunteers are being interviewed, write downa summary of the interview, including anassessment of the applicant’s qualifications.Make a note of any unusual talents or hob-bies that you might want for future reference.

ORIENTATION

The first orientation to your organization is acritical one. If it is handled well, with com-plete and clear information, the resulting pos-itive impression will last a long time and willensure a continuing and growing interest.

During the orientation, give the new volun-teers an explanation of the purpose and func-tion of the organization. Why does it exist?What does it do? What are the results of itswork? Is it always successful? Where does itfit in the total pattern of community service?

Provide volunteers with a clear understand-ing of their contribution to the organization.How do they help? What does this mean tothe paid staff? What does it mean to theorganization’s constituents?

Give the volunteer a tour of the organization’soffice and/or properties. Introduce the vol-unteer to your staff.

Give volunteers printed information thatthey can use in explaining, and maybe hap-pily boasting, about their work to familyand friends.

Clearly explain the demands to be placed onthe volunteer such as regular attendance andpromptness, personal appearance and behav-ior, organization rules and regulations, andthe role of the organization’s supervisor.

TRAINING

Training for routine jobs is probably bestprovided on the job. A staff member canexplain and work along with the volunteersuntil they gain knowledge and confidence.

Working with constituents usually requiressome preliminary learning which most vol-unteers welcome. Explain why constituentscome to your organization and how theorganization helps the community. Discusshow the volunteer’s contribution can be apart of the total service. Discuss difficultiesthe volunteer may encounter.

Many agencies have a manual for use bytheir volunteers. It might include a map ofthe building or site, if finding the variousareas is difficult. It should spell out all ofyour rules, regulations, and requirements—at least those that apply to volunteers. Itmight include names of staff members thevolunteers should know. In addition, eachvolunteer needs specific information aboutschedules and dos and don’ts for the particu-lar job. Volunteers need information aboutthe little things that will make them feelcomfortable and at home in the building—rest room locations, where to each lunch,and where to leave valuables, for example.

Training is never finished. In-service trainingfor volunteers is as important as it is for staff.Workshops, films, discussion groups, and lec-tures contribute to sustained interest and con-tinuing growth. If the staff is reading aninteresting new book or discussing a controver-sial article about the kind of work your organi-zation does, share this with the volunteers too.

Not all volunteers want or will use this degreeof involvement, but there are always somewho, five years from now, will be members ofthe city council or, in some other way, opinion-molders, and who will make very good use ofany knowledge you can offer them.

Recent studies have shown a troublingincrease in the level of volunteer turnover.Volunteers will not spend their time or lendtheir talents to organizations that don’t man-age them effectively.

DEVELOPING EFFECTIVEVOLUNTEER STAFFRELATIONSHIPS

Volunteers work with paid staff in a varietyof ways. The three working relationshipsthat occur most frequently include the directservice volunteer who is assigned to a staffperson who supervises the volunteer’s workand possibly that of several others. Theadministrative volunteer is usually the boardpresident or the chief executive of an orga-nization. And finally, a volunteer can chair aspecial committee, such as for a specialevent, to whom a staff person is assigned toassist with its work.

Each relationship is different because of itsplace in the organization’s structure and thetask to be done. All three relationships, how-

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GUIDELINES FORORIENTATION

1. History of the organization2. Purpose and objectives of the

organization and its role in thecommunity

3. Administrative structure4. Funding5. Personnel policies6. Rules and regulations governing

volunteers

BASIC ELEMENTS OF AVOLUNTEER TRAININGSESSION

1. An overview of the position forwhich training is given.

2. General characteristics of the groupof individuals who the volunteer willbe assisting.

3. Defining objectives to be met throughvolunteer assistance.

4. Specific activities to be carried out tomeet the objectives.

5. Materials, games, and ideas that thevolunteer will use.

6. Defining the volunteer’s role in relationto paid staff.

7. Definition of the staff member’s rolein relation to the volunteer.

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ever, have several things in common. Eachrelationship depends on mutual respectbetween the volunteer and staff, a mutualunderstanding of the organization’s goals andof the task to be done, a clear definition ofeach person’s role and responsibility, a clearunderstanding of procedures or rules neces-sary to the task, and frequent opportunitiesto meet and share in planning, evaluating,and deciding on future courses of action.

Sometimes volunteers are seen as a threat toa staff position or looked on as being moreof a nuisance than a help to the program.When setting up a volunteer program, besure to consult with your staff. Staff involve-ment functions as reassurance that the vol-unteer will not take over paid staff territoryby presenting volunteers in their proper per-spective. It may be that staff members arehesitant to work with volunteers because ofpast experiences that have been less thandesirable. The chances are that if the staffsees a well-managed program with well-defined jobs and responsible recruitment,they will accept a volunteer as a viable partof the program. Volunteers are also the bene-ficiaries of a well-managed program.

SUPERVISING VOLUNTEERS

Supervision is often equated with coaching.By providing guidance and encouragementto volunteers, the supervisor encourages suc-cessful work performance. For many man-agers, this form of supervision is easy. Givingpositive reinforcement for productive accom-plishment comes naturally.

The difficult part of management involvesconfronting volunteers whose performance isless than expected. The last thing a managerwants to do is reinforce negative perfor-mance. Managers, however, often uninten-tionally reinforce inappropriate behaviorthrough both verbal and nonverbal messages.

Be sure to chat with volunteers on an infor-mal basis at least four times a year to see howthings are going. If a volunteer fails to dowhat was promised, contact that personimmediately. Usually the person would simplyrather be doing another task. If you notice afaithful volunteer behaving differently, he orshe is probably bored or tired of the job and

doesn’t know how to tell you. Regular con-tact and feedback are a must and should berecorded in each volunteer’s file. This makes iteasy to provide job references and recommen-dations. Feedback is also helpful in redesign-ing job descriptions or training if needed.

Everyone tends to put off tasks that areunpleasant. Most people want to get alongwith the people they work with on a dailybasis. Managers have the same need. For thisvery reason, managers tend to ignore behav-ior that needs to be corrected. When weignore inappropriate behavior, we are tellingthe volunteer that this behavior is acceptable.We rationalize our inaction by saying thingslike, “It won’t happen again,” or “He wasjust having a bad day.” Rarely does unac-ceptable behavior correct itself. If allowed tocontinue, these situations tend to get worse,not better. When finally confronted, the vol-unteer may actually be surprised. No one hadever told that volunteer that his or her per-formance was unacceptable.

If a volunteer’s actions are unacceptable orinappropriate, target the person’s performance,not the individual. The corrective processshould allow volunteers to maintain or evenenhance their self-esteem and produce a moresatisfactory job performance.

If there is no solution to the problem it maybe necessary to reassign the volunteer. Aswith paid staff, unpaid staff may be termi-nated for violation of policies and proce-dures that are clearly defined.

Remember, meeting the needs of the volun-teer is usually not the primary goal of yourorganization. Your real goal is to provide aservice to the community.

Some volunteers have needs that the organi-zation cannot fill. Such volunteers some-times sidetrack an organization frommeeting its goals. Frequently, persons withtremendous needs for belonging or attentionjoin an organization as volunteers. Becausethey are always seeking fulfillment of theseneeds, they cannot be effective workers. Ifthe organization were to meet these volun-teers’ needs, it would take too much timefrom the organization’s actual mission. It is

important to recognize when this situationoccurs and not allow the volunteer to pre-vent the organization from doing its work.

Do not be afraid to say we don’t fit. Do notget caught in the trap of believing that yourorganization has something for every volun-teer or of promising a kind of fulfillment ina job that probably does not exist.

Do not be afraid of a having a volunteerresign. If volunteers discover that a job doesnot fit their needs, or if you confront volun-teers with problems that you see, be pre-pared for the volunteers to leave theorganization. You have not failed if everyvolunteer is not perfectly happy. You havefailed if volunteers prevent your organiza-tion from carrying out its mission.

Set a limit. Decide for yourself when theagency can no longer afford the time it takesto meet the particular needs of a volunteer.Stick to this limit.

Be aware of the results of your efforts tomeet volunteer needs. In trying to meetthese needs, we often remake volunteer jobdescriptions to the point where majoradjustments are required in our own andother volunteers’ jobs. Awareness of the

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THE CORRECTION PROCESS

� Confront the problem as soon aspossible. Inappropriate behaviorgets worse when left unchecked.

� Talk with the volunteer in private.Praise in public; correct in private.

� Give the volunteer positive strokes.Let the person know you recognizehis or her good performance.

� Specifically identify the unacceptablebehavior. Using qualifiers only mini-mizes the behavior in the eyes of thevolunteer.

� Explicitly state the desired result. Weare often told what we did was wrong,but rarely given the supervisor’s expec-tations about how to do it right.

� State your belief in the volunteer’sability to correct the unacceptableperformance and reinforce his orher value to the organization.

total volunteer picture and the implicationsof each change made can help us knowwhen to stop revamping for a volunteer.

RECOGNITION

Recognition is an often overlooked butessential part of every volunteer program.Volunteers are not paid a salary, usuallyreceive no expense reimbursement, and oftenspend money as well as time to do their jobs.It is often assumed that giving freely of timeand money to help others is all some volun-teers need to be satisfied and happy. Mostvolunteers, however, need positive reinforce-ment for the value of their work in order tocontinue to be a vital force.

In order to keep morale high, turnover ratelow, and receive maximum benefits from thevolunteer program, it is important to recog-nize the contributions of volunteers. Includevolunteers in staff meetings and other activi-ties when appropriate. This helps to demon-strate that the volunteer is as important to theprogram as the paid staff. Volunteer input canbe as valuable as that of the rest of the staff.

Volunteers should be recognized for thework they do and receive feedback on howwell they do their jobs. This can range frombeing warm and friendly toward the volun-teer on a day-to-day basis to holding anannual awards banquet. The organization’snewsletter is an excellent way to recognizethe efforts of volunteers. Feedback can begiven after each task is completed or at reg-ularly scheduled intervals during the project.

Fitting the award to the individual is impor-tant. Observe the volunteer and decide whattype of award would be best received. Someprograms will attract individuals who respondwell to an awards banquet or receiving a let-ter of thanks at the end of the project. Otherssimply want to know how well they are doingtheir jobs without much fanfare.

Many preservation groups host an annualparty or event to thank volunteers. Volunteersat house museums often receive discounts orgift certificates for the property’s gift shop, ifthere is one. Other organizations remember tosend a birthday greeting to volunteers as away to offer additional thanks.

Of course, how much money is availableaffects what method of recognition is used.Regardless of the type of recognition—abanquet, a plaque, a certificate of recogni-tion, a thank-you letter, or a frequent paton the back—it is important to recognizevolunteers in a way that is meaningful tothem personally.

VOLUNTEER BOARD MEMBERS

Ideally, encouraging volunteers to rise to lead-ership positions will produce a continuingsource of hardworking, knowledgeable, com-mitted board members. As leaders they willhave an intimate understanding of what theorganization does and why, as well as a cleargrasp of the human and financial resourcesneeded to get the job done. Many board mem-bers, however, for a variety of reasons, arerecruited through other channels and can con-tribute much to the organization in the formof skills, expertise, and community and busi-ness connections. The organization has a rightto expect a board member to work as hard asany other volunteer. It is also responsible forproviding the kinds of training, information,and support appropriate to that position.

Board members drawn from outside theorganizational fold require orientation aboutgoals, objectives, programs, policies, and pro-cedures. They need to know in advance howmuch time they should expect to spend inmeetings and when these meetings are sched-uled. And they should know if they mustcontribute financially. Don’t let the cash con-tribution be a surprise at the end of the fiscalyear. If a two-year capital campaign is aboutto begin, which will call for continuous per-sonal fund-raising contacts by board mem-bers to the business community, say so. Newboard members shouldn’t discover duringtheir first meeting that the organization is inthe middle of a dire fiscal or directional crisis.

THE VOLUNTEERJOB PORTFOLIO

The range of volunteer jobs is limited only bythe imagination of the organization involved.Volunteers can fill a wide range of administra-tive positions, conduct educational and out-reach activities, handle professional duties,and manage large-scale special events. Withsound planning, volunteers can tackle thesame responsibilities as a paid staff person.

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Special events, such as conferences, exhibits, and fundraising galas, require many hands tomake them successful. Volunteers at the National Trust’s annual National PreservationConference help with registration, tours, and educational sessions.

Photo courtesy of the National Trust for Historic Preservation.

Following are examples of ways to use vol-unteers in a broad spectrum of tasks. Somespecial considerations related to particularkinds of volunteer involvement are noted.The resource guide at the end cites refer-ences to materials that deal at greater lengthwith specific concerns of specialized volun-teer assignments.

ADMINISTRATIVE VOLUNTEERS

Administrative volunteers represent bothextremes of the volunteer hierarchy. Membersof the board of directors or trustees are onone end of the spectrum, making policy deci-sions that affect the goals and direction of theentire organization. The other end is anchoredby volunteers who perform routine clerical,behind-the-scenes tasks.

Board members rarely appear during regularwork hours; clerical volunteers often workat those times when staff or other volunteersare available to supervise their efforts.Organizations typically go out of their wayto accommodate the schedules of boardmembers; administrative volunteers are usu-ally expected to fit their schedules to thoseconvenient to the organization.

The most traditional type of administrativevolunteer is the clerical volunteer, availableduring regular working hours to answertelephones, stuff envelopes, type, collate and

staple newsletters, and carry out other officetasks. Retirees may be a good fit as theyhave solid skills and availability during busi-ness hours. Many volunteers enjoy this kindof work and the office camaraderie thatcomes with it. Care should be taken to inte-grate them into the staff environment and toshow them appreciation.

Creative alternatives do exist for recruitingvolunteers to assist with routine tasks. Highschool students taking business courses fre-quently must complete a work-study programthat could be adapted to an organization’sclerical needs. College and junior college stu-dents studying retailing could be volunteerswith gift shop operations. Another option isrecruiting volunteers who have specificallyrequested this kind of assignment through alocal volunteer clearinghouse.

It is important that staff or volunteers man-aging these projects be readily available todeal with problems or questions. Their visi-bility will serve to prevent volunteers fromfeeling that they’ve been saddled with a proj-ect that no one else will do. The more te-dious the project, the more important it isto emphasize its value to the organization.

Another category of administrative volun-teers includes those who assist in catalogingand indexing records, photographs, slides,books, artifacts and other types of historicaldocumentation, such as library aides or reg-istrars of collections.

EDUCATION ANDOUTREACH VOLUNTEERS

Education and outreach workers are anothertraditional type of volunteer. While docents,guides, interpreters, and tour leaders whoprovide information to the general publicare usually associated with the indoormuseum environment, a similar function isperformed by volunteers who conduct neigh-borhood tours. In the past these volunteerswere primarily limited to speaking withgroups or individuals during daytime hours.Opportunities for evening and weekend vol-unteers have expanded through increasedpublic demand for these services and theneed to accommodate education volunteersunable to participate in daytime programs.

Volunteer training for a typical educationprogram is structured around lectures,required reading, and practice delivery ses-sions. A novice guide can work with anexperienced volunteer during the trainingperiod to learn how to present informationgeared to a specific tour group. Rememberthat not everyone interested in the organiza-tion and its work will be interested in orcomfortable speaking to groups. And somevolunteers may enjoy talking with adultsbut not schoolchildren.

Outreach volunteers can also gather in-formation or provide services. Door-to-doorcanvassers can conduct attitude surveys oridentify perceived needs throughout a neigh-borhood or business district. Volunteers cancontact residents to organize crime preventioncampaigns or neighborhood improvementprojects. Many neighborhood organizationsprovide services to the elderly and infirmthrough volunteer outreach workers.

SPECIAL EVENTS

Special events serve a wide variety of pur-poses, including educational, social, fundrais-ing and publicity functions. Most would beimpossible to manage without the help ofscores of volunteers.

Fortunately, volunteers for special events areamong the easiest to recruit and train. A rel-atively short-term commitment for an arrayof jobs is required, and all efforts culminateon the same target day or days. Specialevents frequently attract substantial mediacoverage—a plus for volunteers as the cov-erage gives their efforts, or at least theresults of their efforts, public visibility.

Economies of scale apply in recruiting volun-teers for large special events. Social, service,or other community organizations can beapproached to handle specific functions.Volunteer committee chairs can be chargedwith recruiting their own friends and acquain-tances to carry out tasks. Media public serviceannouncements may attract volunteers.

All these new short-term volunteers will notonly provide services during the specialevent but will also have an opportunity tolearn more about your organization and its

8

BOARD MEMBERS AREVOLUNTEERS TOO

The same basic steps should be followedin managing a successful, productiveboard of directors. They are volunteerstoo and need the following structure:

• job descriptions to clarify expectations• interview to determine a match

between the organization’s missionthe prospective volunteer’s interests.

• orientation to provide an overview ofthe organization

• evaluation of board member’seffectiveness

• recognition of retiring board membersand thanks to entire board.

work. They can be added to mailing lists formembership and fundraising campaigns andfor subsequent special events. A trackingsystem, no matter how simplified, should bedeveloped to keep in touch with this new-found wealth of manpower.

Volunteers who participate only in specialevents need especially to be recognized. Beginwith a thank-you note, even if it must be aform letter, to each participant to reinforcethe positive feeling engendered as part of thespecial event. Some more personal form ofrecognition is advisable for committee chairsand others whose efforts were substantial.Many organizations celebrate volunteer con-tributions with a party or reception.

While extensive training for volunteers at aspecial event may not be necessary, at aminimum they should know:

� name and purpose of the sponsoringorganization,

� name and identity of the person towhom they will report,

� responsibilities of their task, and� limits of their authority.

This information can be conveyed througha general meeting of volunteers or throughthe committee chairs or an informationpacket or flyer.

Special events come in all shapes and sizes andwith as many purposes. There are grand open-ings, fairs, house tours, exhibits, heritage festi-vals, park cleanup projects, and house repairdrives. The examples below are only a few ofthe ways to use volunteers for special events.

ALL-VOLUNTEER OPERATIONS

A complex structure of volunteer committeesis common in large organizations with few orno paid staff. Smaller unstaffed or single-staffgroups tend to have a single focus and are lesslikely to operate through a system of commit-tees. In either case, the following examplesdemonstrate that tremendous accomplish-ments are possible with strong volunteer orga-nization and minimal support from paid staff.

YOUTH VOLUNTEERS

Youth volunteers can and will do almostanything that adult volunteers can. Highschool and college students have the partic-ular advantage of being available at timeswhen working adults are busy.

Many states require community service forgraduation from high school providing asteady stream of energetic volunteers. Thesestudents have a chance to explore potentialcareers through relevant hands-on experience.

Internship and work-study programs offerconsistent, intensive volunteer activity duringdaytime hours, with the bonus of academictraining in a skill area that can be applied tothe volunteer assignment. Work-study pro-grams can generate clerical or bookkeepingassistants. Interns can range from retailing stu-dents working in gift shops to museum educa-tion students developing interpretive tours tobusiness administration students who mighttake on a marketing plan as a class project.

Youth are also source of seasonal volunteers.When adult interest is low—people are onvacation or overwhelmed by holiday activi-ties—students often have time on their hands.Salaried summer jobs that offer experience inchosen career areas may be scarce, makingan interesting volunteer position an attractiveoption. Students also are a frequentlyuntapped volunteer pool for holiday specialevents that coincide with school vacations.

Using young volunteers also enables yourorganization to influence and educate thisgroup about the importance of preservingneighborhood, historical, and culturalresources, while emphasizing the need forvolunteer service in the community.

There is almost no end to the ways to usevolunteers. As preservation and neighbor-hood organizations become increasinglyimaginative in the face of shrinking financialresources, the range of volunteer activitiesgrows. While some volunteer jobs may be-come more exotic, the rules of planning,training, and motivation still apply.

PreservationBooks 9

Volunteers with the Arizona Site Steward program are selected, trained, and certified by thestate historic preservation office and the Governor’s Archaeology Advisory Commission. Thevolunteers monitor archeological and paleontological sites and report on any vandalism tothe land manager.

Photo courtesy of the Arizona Site Steward Program.

The need for volunteers to help achieve thegoals of preservation groups and neighborhoodorganizations continues to increase. Efficientand effective programs to attract and man-age those volunteers must be tailored to thehuman, environmental, and financial resourcesof individual organizations. Whether the ser-vice your organization offers is to individualsor the community, whether the recognitionreceived is private or public, or the commit-ment is for one day or one year, you can findpeople who are willing to help. To reap thebenefits of volunteer involvement, yourorganization has only to create the frame-work to stimulate and reward that desire.

ABOUT THE AUTHOR

Esther Hall has been a community volunteerfor more than 40 years and has worked involunteer administration for over 30 years.She is the past president of the NorthCarolina Association of VolunteerAdministrators and has been a consultantfor the National Trust for several years inthe area of volunteer management.

RESOURCES

The Points of Light & Hands On Network isa national nonprofit offering a wealth of infor-mation, publications, and resources specific tomanaging volunteer programs. For more infor-mation go to www.pointsoflight.org.

The American Association of Retired Personsprovides valuable advice to older volunteerson what to expect from the volunteer experi-ence, as well as advice to organizations onthe special needs and abilities of older volun-teers. For more information go towww.aarp.org/makeadifference/volunteer.

The American Association for MuseumVolunteers, an umbrella organization forvolunteer groups in a variety of museumsettings, seeks to promote professionalismamong volunteers. For more informationgo to www.aamv.org.

The American Association for State andLocal History publishes several publicationson managing a volunteer program. Formore information go to www. aaslh.org.

Volunteer Lawyers for the Arts provides freeand low cost arts-related legal assistance tononprofit arts organizations. For moreinformation go to www.vlany.org

Internal Revenue Service Publication 526,“Income Tax Deductions for Contributions,”provides an exhaustive review of bothdeductible and nondeductible out-of-pocketexpenses associated with volunteer service.Copies can be obtained from your local IRSoffice or online from http://www.irs.gov/pub/irs-pdf/p526.pdf.

The United Way provides programs forprospective volunteers and for organizationsinterested in working with volunteers. Contactyour local United Way for information on lo-cal programs or go to www.unitedway.org.

1. Treat volunteers as paid staff. There is noneed to beg them to perform their volun-teer duties. If you are asking them to dosomething out of the ordinary or some-thing beyond their regular duties, ask ifthey have the time and interest in doingit. Then give them the right to refuse.

2. Recognize the value of volunteers in pro-viding a different perspective. If a staffmember works on a project every day orat frequent intervals, it is often easy tooverlook subtle changes that might bemore noticeable to someone working onthe same project on a less frequent basis.

3. Volunteers can be a source of fresh ideas. Astaff member who is familiar with a certainapproach might welcome a new idea if it ispresented in a non-threatening way.Volunteers coming from a different perspec-tive and with different experiences can be asource of creativity and expertise, depend-ing on the volunteer/staff relationship.

4. If you arrive at a novel approach to avolunteer situation, share it with otherstaff members. It might be the shot in thearm that someone else needs.

5. Volunteers are not working for free.Their rewards come in forms other thanmonetary; job satisfaction is one of themost important. Volunteers need positivefeedback and positive criticism that willmake them more effective and enthusias-tic. Let them know when they are doinga good job.

6. Be approachable to your volunteers. Ifyou give the impression that you don’tlike being bothered with a lot of trivialquestions, chances are that volunteerswill stop coming to you. If you honestlyfeel that the questions are trivial, sitdown and discuss the general situationand why there are so many unansweredquestions. If the questions are valid and

just hit you at the wrong time, encouragethe volunteer to jot down questions andset aside a certain time for all questions.

7. Honest, open, two-way communicationis the key to valuable volunteers.Someone once said: “There are no badvolunteers—only volunteers in bad situa-tions.” Often the worst situations arecaused by some kind of communicationbreakdown: the volunteer was not fullyaware of what was expected or what thepolicies were or who to call in an emer-gency. If staff members put themselves inthe place of volunteers, it will improvethe flow of information to the volunteer.Don’t pre-suppose anything.

8. Remember that volunteers are an impor-tant source of community support, notonly in direct goods and services con-tributed, but as important citizen advocatesin the community for your organization.

TIPS TO STAFF ON WORKING WITH VOLUNTEERS

10

The Corporation for National andCommunity Service is the national volunteeragency of the federal government. For moreinformation go to www.nationalservice.org.

Various colleges across the country have volun-teer management courses and programs. Checkwith community colleges and universities inyour area for workshops, institutes, credit andnoncredit courses in volunteer management.

The American Society of AssociationExecutives (ASAE) offers numerous publica-tions relating to nonprofit management. Formore information go to www.asaecenter.org.

Energize, a national training, consulting andpublishing firm, offers numerous publicationson using volunteers. For more informationgo to www.energizeinc.com.

The National Trust’s Preservation Booksseries includes several booklets that addressworking with volunteers. For more informa-tion go to www.preservationbooks.org.

PreservationBooks 11

MOTIVATION ANALYSIS

Each of the following questions has three choices. Choose the one in each question that most closely fits your own motivation.Remember, there are no wrong answers. Place an “X” before the letter of each choice.

Motivational Analysis Key

1. ____ a) When I do a job, I seek feedback.____ b) I prefer to work alone and am eager to be

my own boss.____ c) I seem to be uncomfortable when forced to

work alone.

2. ____ a) Status symbols are important to me.____ b) I am always getting involved in group projects____ c) After starting a task, I am not comfortable until

it is completed.

3. ____ a) I work best when there is some challenge involved.____ b) I would rather give orders than take them.____ c) I am sensitive to others—especially when they

are angry.

4. ____ a) I am eager to be my own boss.____ b) I accept responsibility eagerly.____ c) I try to get personally involved with my superiors.

5. ____ a) I am comfortable when forced to work alone.____ b) I prefer being my own boss, even when others feel

a joint effort is required.____ c) When given responsibility, I set measurable

standards of high performance.

6. ____ a) I am very concerned about my reputationor position.

____ b) I desire to outperform others.____ c) I am concerned about being well liked

and accepted.

7. ____ a) I enjoy and seek, warm, friendly relationships.____ b) I attempt complete involvement in a project.____ c) I want my ideas to predominate.

8. ____ a) I desire unique accomplishments.____ b) It concerns me when I am being separated

from others.____ c) I have a need and desire to influence others.

9. ____ a) I think about helping and consoling others.____ b) I am verbally fluent.____ c) I am restless and innovative

10. ____ a) I set goals and think about how to attain them.____ b) I think about ways to change people.____ c) I think about my feelings and the feelings of others.

1. a) Achievementb) Powerc) Affiliation

2. a) Powerb) Affiliationc) Achievement

3. a) Achievementb) Powerc) Affiliation

4. a) Powerb) Achievementc) Affiliation

5. a) Affiliationb) Powerc) Achievement

6. a) Powerb) Achievementc) Affiliation

7. a) Affiliationb) Achievementc) Power

8. a) Achievementb) Affiliationc) Power

9. a) Affiliationb) Powerc) Achievement

10. a) Achievementb) Powerc) Affiliation

12

TEST YOUR PERFORMANCE

A Self Assessment Guide for anyone responsible for working with volunteers

How did you do?

1. Do you always think out exactly what you want a volun-teer to do?a) alwaysb) sometimes

2. When a volunteer writes or telephones offering help, do youa) reply at once?b) reply after a few days?c) reply after two weeks? ord) because you are not in need of volunteers do

you make no reply?

3. Do you take the time to tell your volunteers abouta) your organization—its aims and achievements?b) office hours?c) when best to reach your organization?d) who’s who in your organization?

4. Do all of your volunteers know how to claim reimburse-ment for their expenses?a) yesb) no

5. Do you encourage volunteers to feed back information to youa) at regular intervals?b) when they need help?

6. Do you give volunteers adequate guidelines on when toseek your advice and help?a) yesb) no

7.1 Do you listen to volunteers’ comments?a) yesb) no

7.2 Do you encourage volunteers to express their views?a) yesb) no

7.3 Do you take up their suggestions for giving better service,or where this is not possible, explain why?a) yesb) no

8. Do you always remember to thank your volunteers?a) after a particularly good job has been done?b) on leaving?c) on offering their services?

9. Do you know your volunteers’ addresses and telephonenumbers and have you a written record of these?a) yesb) no

10. Do you try to find out why volunteers leave when no rea-son is given?a) yesb) no

11. Do you provide:a) some preparation for the job?b) some continuous training?c) suggestions for visits of observation, books to read?

12. Do you:a) provide opportunities for suitable volunteers to progress

to take more responsible jobs?b) discover their special skills—then make the best use

of these?

13. Do you help volunteers to feel part of your organization by:a) including them in staff meetings when appropriate?b) having a volunteer notice board/newsletter?c) insisting on good work standards?d) informing them of plans and progress?

1. a) 2b) 1

2. a) 3b) 2c) 1d) 0

3. a) 1b) 1c) 1d) 1

4. a) 2b) 0

5. a) 1b) 1

6. a) 2b) 0

7.1 a) 1b) 0

7.2a) 2b) 0

7.3a) 3b) 0

8. a) 1b) 1c) 1

9. a) 1b) 0

10.a) 1b) 0

11. a) 1b) 1c) 1

12. a) 2b) 2

13. a) 1b) 1c) 1d) 1

30-37 Excellent

25-29 Good

20-24 Fair

0-19 Poor

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© 1995 (REV. 2008) NationalTrust for Historic Preservation

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