The full article, Volunteers Going Green, is on pages 40-41 of the IFEA article.
Hope you will share your thoughts and recommendations after reading my winter issue article devoted to how volunteers can recycle, reuse, reduce: http://issuu.com/ifea_world/docs/v2/ie_volume_21_issue_4/1
Thursday, December 16, 2010
Friday, August 20, 2010
VOLUNTEERS GOING GREEN PART FIVE
By Florence May, TRS
Thinking about how volunteers can reduce environmental impact during an event?
I've gathered a few ideas from event organizers, volunteers and private consultants to help you get started.
At the brainstorming phase, some events are hosting online green competitions or hiring consultants to find the best "go green" plan for their specific venue and operations. Getting input from your sponsors, waste management company and utlilities may also generate great ideas.
In the early implementation stage, many organizers are forming volunteer green teams with a focus on "reduce, reuse and recycle" as part of their core organizational mission.
Consider certification. During the 2010 NAIA Championship Cities Conference, 360 Architecture and WIN for KC presented a remarkable case study about their pursuit to get their Triathlon certified by Council for Responsible Sport.
Check out the certification program at http://www.resport.org/ to learn how your event can measure improvement in the areas of waste, climate, equipment and materials, community and outreach, health promotion and innovation.
Here are a few ideas generated by event volunteer managers at two recent TRS workshops:
1/ Ask volunteers to bring their own water bottle. Event organizers must supply readily available water refill stations for this to be effective. (Saves $$)
2/ Talk to your volunteer t-shirt vendors. Shirts made of recycled and bio-degradable materials are now readily available.
3/ Go paperless. Volunteers can register online. Also put your volunteer SOP or volunteer guide on your website or registration site. (Saves $$ and time.)
4/ Eliminate snail mail. Confirm volunteer schedules automatically online. Send waivers, maps and updates by e-mail. Most online registration systems have these features. (Saves $$ and time.)
5/ Recycle. Ask your waste management company to bring in recycling bins (or use different colors of garbage bags for regular and recyle trash). Collect volunteer credentials after the event to repurpose.
6/ Create volunteer t-shirts that will be re-worn because they are clever and fit right! (Great event promo!)
7/ Set up volunteer car or shuttle pools online. Check out http://www.pickuppal.org/.
8/ Establish a beautification program with the neighborhood surrounding the event facility. In the weeks prior to your event have volunteers plant trees, bushes or flowers. Ask the neighbors to join in and help with picking up trash. (Community spirit!)
9/ Bring in fresh food for the volunteers. Ask vendors to eliminate wrappings and packaging as much as possible. Make certain all plates, cups and silverware are made of recyclable materials or reusable. If possible source the food from within 250 miles or set up a mini farmers market. (Healthy!)
10/ Ask volunteers to help keep electricity use to what is required. Turn off lights when not needed.
This is also an opportunity to learn from other events.
Get your staff, sponsors and volunteers involved.
Ask for ideas on how to make your site/event more green!
Please post your volunteer go green ideas below!
The above Go Green ideas are part of an article for an International Festival and Event Association magazine article, Volunteer Management Best Practices: Going Green (Part 5). The article was authored and is owned by Florence May, President of TRS.
Thinking about how volunteers can reduce environmental impact during an event?
I've gathered a few ideas from event organizers, volunteers and private consultants to help you get started.
At the brainstorming phase, some events are hosting online green competitions or hiring consultants to find the best "go green" plan for their specific venue and operations. Getting input from your sponsors, waste management company and utlilities may also generate great ideas.
In the early implementation stage, many organizers are forming volunteer green teams with a focus on "reduce, reuse and recycle" as part of their core organizational mission.
Consider certification. During the 2010 NAIA Championship Cities Conference, 360 Architecture and WIN for KC presented a remarkable case study about their pursuit to get their Triathlon certified by Council for Responsible Sport.
Check out the certification program at http://www.resport.org/ to learn how your event can measure improvement in the areas of waste, climate, equipment and materials, community and outreach, health promotion and innovation.
Here are a few ideas generated by event volunteer managers at two recent TRS workshops:
1/ Ask volunteers to bring their own water bottle. Event organizers must supply readily available water refill stations for this to be effective. (Saves $$)
2/ Talk to your volunteer t-shirt vendors. Shirts made of recycled and bio-degradable materials are now readily available.
3/ Go paperless. Volunteers can register online. Also put your volunteer SOP or volunteer guide on your website or registration site. (Saves $$ and time.)
4/ Eliminate snail mail. Confirm volunteer schedules automatically online. Send waivers, maps and updates by e-mail. Most online registration systems have these features. (Saves $$ and time.)
5/ Recycle. Ask your waste management company to bring in recycling bins (or use different colors of garbage bags for regular and recyle trash). Collect volunteer credentials after the event to repurpose.
6/ Create volunteer t-shirts that will be re-worn because they are clever and fit right! (Great event promo!)
- The Flying Pig Marathon in Cincinnati has volunteer t-shirts are coveted. The printing is basic. They simply say “the Grunt Squad”.
- No too tight or baby tees. Not a good look on the majority of the population.
- Tight supply? Have a t-shirt trading table. If shirts don’t fit request a trade by size.
- Choose attractive colors. Would you wear flourescent yellow or construction zone orange again?
7/ Set up volunteer car or shuttle pools online. Check out http://www.pickuppal.org/.
8/ Establish a beautification program with the neighborhood surrounding the event facility. In the weeks prior to your event have volunteers plant trees, bushes or flowers. Ask the neighbors to join in and help with picking up trash. (Community spirit!)
9/ Bring in fresh food for the volunteers. Ask vendors to eliminate wrappings and packaging as much as possible. Make certain all plates, cups and silverware are made of recyclable materials or reusable. If possible source the food from within 250 miles or set up a mini farmers market. (Healthy!)
10/ Ask volunteers to help keep electricity use to what is required. Turn off lights when not needed.
This is also an opportunity to learn from other events.
Get your staff, sponsors and volunteers involved.
Ask for ideas on how to make your site/event more green!
Please post your volunteer go green ideas below!
The above Go Green ideas are part of an article for an International Festival and Event Association magazine article, Volunteer Management Best Practices: Going Green (Part 5). The article was authored and is owned by Florence May, President of TRS.
Tuesday, August 10, 2010
Integrated Volunteer Communications PART FOUR
Communications Chaos
By Florence May
Is anyone listening?
Email. Smartphones. Snail mail. Facebook. Home phone. Twitter. FAX. Text. Volunteer registration management system.
How are you communicating with your volunteers?
Are your communication messages and methods effective?
How are your volunteers receiving and sending information?
Are you listening to your volunteers?
Five years ago event volunteer communications were largely informative. Messages came from the event organizer to the volunteer. Today the communication lines are more fluid and instantaneous.
1/ Volunteer Awareness
Five years ago: Here is our event.
Today: Here is our event and this is why we are important to you.
One thing has not changed. Volunteers still share their volunteer experiences with friends, families and colleagues. Volunteers communicate their excitement (or disappointment) about events and organizations by word of mouth.
But now word of mouth is rarely in person.
Wired. The new word of mouth is viral, replicating your marketing message time and time again and in ways that might surprise you. The majority of volunteers will e-mail links for event websites, online volunteer registration sites, post their volunteer photos and event photo sites (like flikr) or related web-based event news articles from local media. They are also likely to share event facebook pages.
Wireless. The most technologically sophisticated volunteers do all of this on their smartphones.
The majority of volunteer opportunities to attract and register volunteers happen electronically. Are you prepared to communicate with them?
2/ Volunteer Engagement
Five years ago: This is how you can help.
Today: This is how your skills, interests and social commitment are important to making this event successful.
Volunteers want to make use of their practical skills and talents. Volunteer managers must communicate during the engagement stage that the volunteer's time will be valued, productive and impactful.
Engagement still happens in person but again it is even more likely to occur on one of the many online activities.
Be honest about what you can deliver. If the jobs are physically challenging. Say so. If you need an "in charge" personality for parking. Say so. If volunteers will work in demanding, heavily trafficked areas. Say so.
Don't sugar coat your needs, requirements or benefits when you communicate in person or online. Your existing volunteers will confirm through social media whether your claims are authentic. Make those confirmations positive!
3/ Volunteer Registration
Five years ago: We will tell you what job, time and where to work.
Today: Here are your volunteer options. Consider your interests and availability. Select your own jobs and shifts.
You want volunteers who are committed to the organization and specifically to their volunteer job. Recognize that their time is valuable. Give volunteers access to 24/7 online registration tools. Let them choose from jobs that are clearly defined in terms of responsibilities and requirements.
Online volunteer registration tools should be integrated with your website and your event/volunteer social media tools. Create seamless opportunities during the registration process for your volunteers to become part of your event online and onsite.
Does online registration preclude mail in or faxed in paper applications? No. Nearly all registration systems have the capacity for administrators to hand-enter volunteer registrations. But the percentage of volunteer managers who have the patience for the added time of hand entering registration information and the budget of printing and mailing are decreasing rapidly.
4/ Event Communications
Five years ago: Updates and last minute changes onsite.
Today: Updates and last minute changes are communicated through volunteer management systems in conjunction with e-mail, text, automated phone messages and social media communications tools.
Volunteers expect to be "in the know" by the minute. They hate to feel their time is wasted if a volunteer shift is no longer needed or a volunteer parking lot has been moved to a new location.
Managers can now instantly communicate additional volunteer needs or emergency directions
Many volunteers receive updates and last minute communications by their computers and smart phones. They will help spread the word to those who are less "connected".
5/ Volunteer Appreciation.
Five years ago: Thank you. We will call you next year.
Today: Thank you. Here is how your participation impacts our event. Here is the impact we, collectively, made on our community, our cause, our world.
The online world provides many more inexpensive and immediate opportunities to thank volunteers collectively. The Executive Director can send a collective e-mail the week after the event with a recap of major achievements and a big thank you to the volunteers. The volunteer manager and team leaders can send an immediate text of appreciation to key volunteers or post a Facebook message of gratitude on the personal pages of volunteer team leaders.
Team leaders in turn may send timely follow-up messages using online registration tools for their specific volunteer groups.
6/ Ongoing Volunteer Communications.
Five years ago: Evaluation.
Today: Online survey with opportunity to make recommendations. Continuous updates. Shared photos online. Opportunities to collaborate, coordinate, and complain online.
We want our volunteers to complain online?
If you do not provide your volunteers with opportunities to give you feedback, it is likely that you will find out about your event problems in the public domain.
Facebook and Twitter provide forums for the volunteer manager to communicate news, changes and appreciation. But social media tools work both way. They also provide volunteers and the public the mechanism to communicate their compliments and complaints instantly ... to the world.
Taking control. (this section is a sidebar to the main article)
Please take a few minutes to consider the communications elements of your volunteer program using the following informal ratings. Make notes in each topic 1-6 below and then rate your program.
Check the items that are running smoothly. These should be no-to-low risk items.
? Put a question mark beside the items that need some improvement and may have moderate negative impact.
X Put X next to the items that need immediate attention due to high cost or negative impact.
!! Two exclamation marks by the items that need extensive work or may be putting your volunteer program in jeopardy.
Volunteer Awareness. Notes:
Volunteer Engagement. Notes:
Volunteer Registration. Notes:
Event Communications. Notes:
Volunteer Appreciation. Notes:
Ongoing Volunteer Communications. Notes:
By Florence May
Is anyone listening?
Email. Smartphones. Snail mail. Facebook. Home phone. Twitter. FAX. Text. Volunteer registration management system.
How are you communicating with your volunteers?
Are your communication messages and methods effective?
How are your volunteers receiving and sending information?
Are you listening to your volunteers?
Five years ago event volunteer communications were largely informative. Messages came from the event organizer to the volunteer. Today the communication lines are more fluid and instantaneous.
1/ Volunteer Awareness
Five years ago: Here is our event.
Today: Here is our event and this is why we are important to you.
One thing has not changed. Volunteers still share their volunteer experiences with friends, families and colleagues. Volunteers communicate their excitement (or disappointment) about events and organizations by word of mouth.
But now word of mouth is rarely in person.
Wired. The new word of mouth is viral, replicating your marketing message time and time again and in ways that might surprise you. The majority of volunteers will e-mail links for event websites, online volunteer registration sites, post their volunteer photos and event photo sites (like flikr) or related web-based event news articles from local media. They are also likely to share event facebook pages.
Wireless. The most technologically sophisticated volunteers do all of this on their smartphones.
The majority of volunteer opportunities to attract and register volunteers happen electronically. Are you prepared to communicate with them?
2/ Volunteer Engagement
Five years ago: This is how you can help.
Today: This is how your skills, interests and social commitment are important to making this event successful.
Volunteers want to make use of their practical skills and talents. Volunteer managers must communicate during the engagement stage that the volunteer's time will be valued, productive and impactful.
Engagement still happens in person but again it is even more likely to occur on one of the many online activities.
Be honest about what you can deliver. If the jobs are physically challenging. Say so. If you need an "in charge" personality for parking. Say so. If volunteers will work in demanding, heavily trafficked areas. Say so.
Don't sugar coat your needs, requirements or benefits when you communicate in person or online. Your existing volunteers will confirm through social media whether your claims are authentic. Make those confirmations positive!
3/ Volunteer Registration
Five years ago: We will tell you what job, time and where to work.
Today: Here are your volunteer options. Consider your interests and availability. Select your own jobs and shifts.
You want volunteers who are committed to the organization and specifically to their volunteer job. Recognize that their time is valuable. Give volunteers access to 24/7 online registration tools. Let them choose from jobs that are clearly defined in terms of responsibilities and requirements.
Online volunteer registration tools should be integrated with your website and your event/volunteer social media tools. Create seamless opportunities during the registration process for your volunteers to become part of your event online and onsite.
Does online registration preclude mail in or faxed in paper applications? No. Nearly all registration systems have the capacity for administrators to hand-enter volunteer registrations. But the percentage of volunteer managers who have the patience for the added time of hand entering registration information and the budget of printing and mailing are decreasing rapidly.
4/ Event Communications
Five years ago: Updates and last minute changes onsite.
Today: Updates and last minute changes are communicated through volunteer management systems in conjunction with e-mail, text, automated phone messages and social media communications tools.
Volunteers expect to be "in the know" by the minute. They hate to feel their time is wasted if a volunteer shift is no longer needed or a volunteer parking lot has been moved to a new location.
Managers can now instantly communicate additional volunteer needs or emergency directions
Many volunteers receive updates and last minute communications by their computers and smart phones. They will help spread the word to those who are less "connected".
5/ Volunteer Appreciation.
Five years ago: Thank you. We will call you next year.
Today: Thank you. Here is how your participation impacts our event. Here is the impact we, collectively, made on our community, our cause, our world.
The online world provides many more inexpensive and immediate opportunities to thank volunteers collectively. The Executive Director can send a collective e-mail the week after the event with a recap of major achievements and a big thank you to the volunteers. The volunteer manager and team leaders can send an immediate text of appreciation to key volunteers or post a Facebook message of gratitude on the personal pages of volunteer team leaders.
Team leaders in turn may send timely follow-up messages using online registration tools for their specific volunteer groups.
6/ Ongoing Volunteer Communications.
Five years ago: Evaluation.
Today: Online survey with opportunity to make recommendations. Continuous updates. Shared photos online. Opportunities to collaborate, coordinate, and complain online.
We want our volunteers to complain online?
If you do not provide your volunteers with opportunities to give you feedback, it is likely that you will find out about your event problems in the public domain.
Facebook and Twitter provide forums for the volunteer manager to communicate news, changes and appreciation. But social media tools work both way. They also provide volunteers and the public the mechanism to communicate their compliments and complaints instantly ... to the world.
Taking control. (this section is a sidebar to the main article)
Please take a few minutes to consider the communications elements of your volunteer program using the following informal ratings. Make notes in each topic 1-6 below and then rate your program.
Check the items that are running smoothly. These should be no-to-low risk items.
? Put a question mark beside the items that need some improvement and may have moderate negative impact.
X Put X next to the items that need immediate attention due to high cost or negative impact.
!! Two exclamation marks by the items that need extensive work or may be putting your volunteer program in jeopardy.
Volunteer Awareness. Notes:
Volunteer Engagement. Notes:
Volunteer Registration. Notes:
Event Communications. Notes:
Volunteer Appreciation. Notes:
Ongoing Volunteer Communications. Notes:
Monday, August 9, 2010
Managing Event Volunteers across Generations PART THREE
Do you need …
Technically savvy volunteers?
Willing volunteers to do the job assigned to them?
Passionate volunteers who believe in the mission?
Dependable volunteers who will show up every day? On time? Consistently?
During the past 15 years we’ve witnessed four generations of volunteers (and staff) come together in support of festivals and events. Volunteers come with a wide variety of motivations, skills, and expectations.
Take a few minutes. Consider the generational similarities and differences that influence sound volunteer management best practices.
Reflect on your volunteers, colleagues, family and friends as you peruse the list below of commonly reported generational traits. Are these work ethics and values consistent with your personal observations?
Silent Generation (aka Children of the Depression/WWII/The Greatest Generation)
Born between 1922-1945, the Silent Generation is the oldest and most experienced volunteer group. They look for opportunities to keep busy and connected. Events and festivals can gain from their skills, knowledge and leadership.
Silent Generation Volunteer Work Ethic and Values
Dedication to their job
Follow the rules
Respect for authority
Prefer hierarchal organization
Patient (no need instant gratification)
Traditional expectations
May use computers to communicate with children and grandchildren but more cautious about technology than younger generations
Boomers (aka Baby Boomers/The Largest Generation)
Born between 1946-1964, the Boomers are beginning to turn 60 years of age. Boomers seek active retirements including community volunteer opportunities.
Volunteer Work Ethic and Values
May have workaholic tendencies
Loyal to organizations
Support personal causes
Hard workers (want gratification from work)
Seek self-improvement and growth
Like technology that “works” and makes their lives easier
Generation X (aka Gen Xers, Baby Bust, Come of Age around the Millenium)
Born between 1965-1980, Gen X is the smallest of the workforce generations. This population volunteers to organize events, becomes participant fundraisers or helps promote their favorite nonprofits via social media and their personal networks, according to research completed by Dan Brown, Jewish Philanthropy.
Gen X Volunteer Work Ethic and Values
Seek balance between work, volunteerism and personal life
Loyal to people
Relatively informal “team” work and volunteer style
Self reliant
Want to have fun at work and volunteer activities
Like to work with latest technology
Aware of diversity and think globally
Generation Y (aka Nexters, Millenials, Echo Boomers, Generation www.)
Born between 1981-2002, Generation Y emerges as the second largest population group in the workplace. They are remaking volunteer expectations with their emphasis on active participation, effective use of time and achievement
Volunteer Work Ethic and Values
Demand balance between work, volunteerism and personal life
Self-assured and achievement–focused
Loyal to ideas, causes and products
Strong morals and community service
Eager make a positive impact while volunteering
Tolerant
Expect the latest technology
Expect an active voice in decision making and planning
Want immediate feedback
Jennifer J. Deal, a research scientist with the Center for Creative Leadership states there are also “negative stereotypes for each of the generations … the Silents are fossilized, the Boomers are narcissistic, the Gen Xers are slackers, and the much maligned Gen Yers are even more narcissistic than the Boomers.” Motivational speaker Bruce Tulgan notes sarcastically, “ The Gen Y, like Generation X, is on fast-forward but with their self-esteem on steroids.”
Ouch!
Take heart, regardless of which generation you belong, it is difficult to find sources that agree precisely on the generational names, time span or even definitively on the positive or negative traits. Cuspers, or those people that fall at older or younger ends of their generation, may affiliate with another generation.
There is even a sub group of Baby Boomers that are often referred to as Generation Jones, a term coined by Jonathan Pontell. According to Wikipedia, “These are the people born at the tail end of the Baby Boom between 1954 and 1965. The name ‘Generation Jones’ has several connotations, including a large anonymous generation, a “keeping up with the Joneses” competitiveness and the slang word "jones" or “jonesing”, meaning a yearning or craving.”
Many authors, including Bruce Tulgan of Rainmaker Thinking Inc., emphasize the importance of the generational mix of your organization and what it means for the future of your organization. He states that you need to understand the four generations in the workplace today--each at different life stages, each with conflicting perspectives, expectations, and needs. You need to learn the best practices to foster understanding, leverage strengths, avoid clashes, improve productivity, and maximize teamwork. Tulgen stresses that you must turn age diversity into a strategic advantage for your organization.
Generational similarities and differences impact our volunteer management strategies particularly in the areas of organization, operations, technology and communications.
Organization
Based on seven years of research, Jennifer J. Deal states that all the working age generations want (to):
Feel valued 85%
Recognition and appreciation 74%
Supportive environment 73%
Capable workforce 72%
Be part of a team 68%
Her findings are presented in the new book, Retiring the Generation Gap: How Employees Young & Old Can Find Common Ground where she provides examples of generational similarities.
“Leaders must be trustworthy. Different generations do not have notably different expectations of their leaders. Above all else, people of all generations want leaders they can trust.”
Deal also clarifies that value, recognition and respect may take on a different nuance depending on the volunteer’s generation.
“Everyone wants respect. Everyone wants respect, but the generations don't define it in the same way. In the study, older individuals talked about respect in terms of ‘giving my opinions the weight I believe they deserve,’ while younger respondents characterized respect as ‘listen to me, pay attention to what I have to say’."
Regardless of age, know thy audience!
Operations
Effective volunteer management requires that you take into consideration those mature volunteers who may request a more traditional “task structured” volunteer experience vs. the younger volunteers who may desire more “say” in their volunteer activities.
All of your helpers want to understand the expectations that come with the volunteer experience. It is normal for all age groups to expect volunteer job opportunities to be communicated with job descriptions, time requirements and restrictions.
Technology & Communications
The majority of people ages 16-64 have relatively positive feelings about new tech including cell phones, PDAs, e-mail and the internet according to a recent survey by the PEW Research Center.
The Xers and Yers expect the time efficiencies of communicating real time changes, registering for volunteer positions on line and selecting when they are available to work. They are frequently open to showing support for causes and their favorite organizations through social networking sites or blogs.
The PEW Research indicate Seniors, while generally positive about e-mail and internet, are not as accepting of social networking sites or blogs. Privacy and security fears continue to be major concerns.
Seniors may be open to new technology but many festival and event websites flunk basic “Senior Friendliness” tests. The majority of website complaints from mature volunteers are still largely related type size and fuzzy fonts. We need to create sites with larger, cleaner type for the sight impaired.
This prominent problem was brought to the table recently by a vision-impaired Ottawa Bluesfest volunteer registrant. She underlined some common problems and shared some important advice. Creating an easily legible site starts with:
• Using a minimum font size of 12 point.
• Designing with distinguishable colors, preferably black text on a white background.
• Using fonts like Arial and Verdana that provide a cleaner experience when magnified.
She also shed light on some important technical applications that made her registration process easier. She loved pull down options but also admitted that leader lines are helpful. The site did not timeout on her, which allowed sufficient time to complete each registration section.
Finally, the system provided field verification to ensure she had completed all the required fields. We also learned that implementing these changes made it simpler for completely blind registrants to use programs such as Jaws or Window-eyes to successfully register online.
Websites should also be compatible with hearing enhancement software. And these programs are not just for the Silent Generation, they are also for the Boomers.
Online volunteer registration is rarely a problem for any of the generations. However, all organizations should only collect the personal information required for the volunteer position on their registration sites. Seniors often have more concerns about private information security but all generations should only be required to supply necessary data.
Volunteer managers need to carefully consider the registrant information required for participation. Do you really need to know birth dates, driver’s license numbers or social security numbers? If you do, make certain that your online registration system will encrypt this sensitive information.
Working Together
You know your volunteers and their needs better than anyone else. It is fitting to conclude with the words of Paula Gregorowicz, The Paula G Company.
“The solution to generational differences has to do more with respecting people as people and unique individuals than any prescribed formula."
Technically savvy volunteers?
Willing volunteers to do the job assigned to them?
Passionate volunteers who believe in the mission?
Dependable volunteers who will show up every day? On time? Consistently?
During the past 15 years we’ve witnessed four generations of volunteers (and staff) come together in support of festivals and events. Volunteers come with a wide variety of motivations, skills, and expectations.
Take a few minutes. Consider the generational similarities and differences that influence sound volunteer management best practices.
Reflect on your volunteers, colleagues, family and friends as you peruse the list below of commonly reported generational traits. Are these work ethics and values consistent with your personal observations?
Silent Generation (aka Children of the Depression/WWII/The Greatest Generation)
Born between 1922-1945, the Silent Generation is the oldest and most experienced volunteer group. They look for opportunities to keep busy and connected. Events and festivals can gain from their skills, knowledge and leadership.
Silent Generation Volunteer Work Ethic and Values
Dedication to their job
Follow the rules
Respect for authority
Prefer hierarchal organization
Patient (no need instant gratification)
Traditional expectations
May use computers to communicate with children and grandchildren but more cautious about technology than younger generations
Boomers (aka Baby Boomers/The Largest Generation)
Born between 1946-1964, the Boomers are beginning to turn 60 years of age. Boomers seek active retirements including community volunteer opportunities.
Volunteer Work Ethic and Values
May have workaholic tendencies
Loyal to organizations
Support personal causes
Hard workers (want gratification from work)
Seek self-improvement and growth
Like technology that “works” and makes their lives easier
Generation X (aka Gen Xers, Baby Bust, Come of Age around the Millenium)
Born between 1965-1980, Gen X is the smallest of the workforce generations. This population volunteers to organize events, becomes participant fundraisers or helps promote their favorite nonprofits via social media and their personal networks, according to research completed by Dan Brown, Jewish Philanthropy.
Gen X Volunteer Work Ethic and Values
Seek balance between work, volunteerism and personal life
Loyal to people
Relatively informal “team” work and volunteer style
Self reliant
Want to have fun at work and volunteer activities
Like to work with latest technology
Aware of diversity and think globally
Generation Y (aka Nexters, Millenials, Echo Boomers, Generation www.)
Born between 1981-2002, Generation Y emerges as the second largest population group in the workplace. They are remaking volunteer expectations with their emphasis on active participation, effective use of time and achievement
Volunteer Work Ethic and Values
Demand balance between work, volunteerism and personal life
Self-assured and achievement–focused
Loyal to ideas, causes and products
Strong morals and community service
Eager make a positive impact while volunteering
Tolerant
Expect the latest technology
Expect an active voice in decision making and planning
Want immediate feedback
Jennifer J. Deal, a research scientist with the Center for Creative Leadership states there are also “negative stereotypes for each of the generations … the Silents are fossilized, the Boomers are narcissistic, the Gen Xers are slackers, and the much maligned Gen Yers are even more narcissistic than the Boomers.” Motivational speaker Bruce Tulgan notes sarcastically, “ The Gen Y, like Generation X, is on fast-forward but with their self-esteem on steroids.”
Ouch!
Take heart, regardless of which generation you belong, it is difficult to find sources that agree precisely on the generational names, time span or even definitively on the positive or negative traits. Cuspers, or those people that fall at older or younger ends of their generation, may affiliate with another generation.
There is even a sub group of Baby Boomers that are often referred to as Generation Jones, a term coined by Jonathan Pontell. According to Wikipedia, “These are the people born at the tail end of the Baby Boom between 1954 and 1965. The name ‘Generation Jones’ has several connotations, including a large anonymous generation, a “keeping up with the Joneses” competitiveness and the slang word "jones" or “jonesing”, meaning a yearning or craving.”
Many authors, including Bruce Tulgan of Rainmaker Thinking Inc., emphasize the importance of the generational mix of your organization and what it means for the future of your organization. He states that you need to understand the four generations in the workplace today--each at different life stages, each with conflicting perspectives, expectations, and needs. You need to learn the best practices to foster understanding, leverage strengths, avoid clashes, improve productivity, and maximize teamwork. Tulgen stresses that you must turn age diversity into a strategic advantage for your organization.
Generational similarities and differences impact our volunteer management strategies particularly in the areas of organization, operations, technology and communications.
Organization
Based on seven years of research, Jennifer J. Deal states that all the working age generations want (to):
Feel valued 85%
Recognition and appreciation 74%
Supportive environment 73%
Capable workforce 72%
Be part of a team 68%
Her findings are presented in the new book, Retiring the Generation Gap: How Employees Young & Old Can Find Common Ground where she provides examples of generational similarities.
“Leaders must be trustworthy. Different generations do not have notably different expectations of their leaders. Above all else, people of all generations want leaders they can trust.”
Deal also clarifies that value, recognition and respect may take on a different nuance depending on the volunteer’s generation.
“Everyone wants respect. Everyone wants respect, but the generations don't define it in the same way. In the study, older individuals talked about respect in terms of ‘giving my opinions the weight I believe they deserve,’ while younger respondents characterized respect as ‘listen to me, pay attention to what I have to say’."
Regardless of age, know thy audience!
Operations
Effective volunteer management requires that you take into consideration those mature volunteers who may request a more traditional “task structured” volunteer experience vs. the younger volunteers who may desire more “say” in their volunteer activities.
All of your helpers want to understand the expectations that come with the volunteer experience. It is normal for all age groups to expect volunteer job opportunities to be communicated with job descriptions, time requirements and restrictions.
Technology & Communications
The majority of people ages 16-64 have relatively positive feelings about new tech including cell phones, PDAs, e-mail and the internet according to a recent survey by the PEW Research Center.
The Xers and Yers expect the time efficiencies of communicating real time changes, registering for volunteer positions on line and selecting when they are available to work. They are frequently open to showing support for causes and their favorite organizations through social networking sites or blogs.
The PEW Research indicate Seniors, while generally positive about e-mail and internet, are not as accepting of social networking sites or blogs. Privacy and security fears continue to be major concerns.
Seniors may be open to new technology but many festival and event websites flunk basic “Senior Friendliness” tests. The majority of website complaints from mature volunteers are still largely related type size and fuzzy fonts. We need to create sites with larger, cleaner type for the sight impaired.
This prominent problem was brought to the table recently by a vision-impaired Ottawa Bluesfest volunteer registrant. She underlined some common problems and shared some important advice. Creating an easily legible site starts with:
• Using a minimum font size of 12 point.
• Designing with distinguishable colors, preferably black text on a white background.
• Using fonts like Arial and Verdana that provide a cleaner experience when magnified.
She also shed light on some important technical applications that made her registration process easier. She loved pull down options but also admitted that leader lines are helpful. The site did not timeout on her, which allowed sufficient time to complete each registration section.
Finally, the system provided field verification to ensure she had completed all the required fields. We also learned that implementing these changes made it simpler for completely blind registrants to use programs such as Jaws or Window-eyes to successfully register online.
Websites should also be compatible with hearing enhancement software. And these programs are not just for the Silent Generation, they are also for the Boomers.
Online volunteer registration is rarely a problem for any of the generations. However, all organizations should only collect the personal information required for the volunteer position on their registration sites. Seniors often have more concerns about private information security but all generations should only be required to supply necessary data.
Volunteer managers need to carefully consider the registrant information required for participation. Do you really need to know birth dates, driver’s license numbers or social security numbers? If you do, make certain that your online registration system will encrypt this sensitive information.
Working Together
You know your volunteers and their needs better than anyone else. It is fitting to conclude with the words of Paula Gregorowicz, The Paula G Company.
“The solution to generational differences has to do more with respecting people as people and unique individuals than any prescribed formula."
Volunteer Managment Assessment PART TWO
VOLUNTEER MANAGEMENT ASSESSMENT (Sidebar or tear out option on paper that readers can write on)
Please take a few minutes to consider the foundational elements of your volunteer program using the following informal ratings.
Check the items that are running smoothly. These should be no-to-low risk items.
? Put a question mark beside the items that need some improvement and may have moderate risk.
X Put X next to the items that need immediate attention due to cost or risk.
!! Two exclamation marks by the items that have extremely high risk.
Volunteer Training
Does your organization supply a volunteer handbook with standard operating procedures, event policies, dress code, site map and emergency protocols?
Does your volunteer training program set the stage for a positive and engaging volunteer experience?
Do your event managers, team leaders or committee chairs review job responsibilities with volunteers prior to the event?
Does your organization have a vetting process to ensure each volunteer is capable of executing their job requirements?
Prior to the event, do your volunteers receive a site walk through to become familiar with their work environment?
Do your volunteers receive a complete event overview? All activities? Sponsor awareness? Venue familiarity?
During training does your event leadership, preferably the Board President or Executive Director, communicate how important volunteers are to the success of the event?
Job Descriptions
Do you have well defined volunteer job descriptions based on actual event needs?
Do you provide job descriptions to volunteers in advance of registration?
Do your job descriptions include shift times and specific locations?
Do you specify any financial cost to the volunteer? Parking? Food?
Do you provide realistic expectations? High traffic zone? Nonstop busy? Slow periods? Solitary? Lift 15 lbs? Sitting the entire time? Exposed to sun, rain, snow? Stressful environment?
Does the job require a skill? A security or background check? A valid driver’s license? A beverage server’s certification? Computer experience?
Does the volunteer opportunity have restrictions? A minimum age? Experience? Must be selected? Approved by a team leader?
If you allow youth volunteers, do you clearly establish adult oversight requirements?
Risk Controls
Do your volunteer’s job descriptions clearly identify requirements and risk? During volunteer training do you identify facility related risks?
Do your volunteer waivers specify the volunteer’s responsibilities? Has your attorney reviewed your waiver within the past two years?
Does your event insurance provide financial protection for the event management organization if a worst case volunteer liability scenario occurs despite precautionary measures?
Do your volunteer waivers encourage volunteers to take responsibility for their actions? Does the waiver discourage volunteers from taking risks that put the volunteer, or the organization, in a dangerous or irresponsible position? Does the waiver protect the event rights owner, the event management team, sponsors and any affiliated organizations?
Is the physical signing of a waiver mandatory before volunteers work a single event activity? What is the process for physical retention of these documents? How are they accessed by management if there is an incident?
If you use an online waiver as part of your volunteer registration process, will the online waiver acceptance hold up in your state court?
If volunteers drive event or personal vehicles as part of their event duties, do you verify driver’s licenses and personal auto insurance? Does your event insurance cover volunteer drivers?
Has your insurance company reviewed your volunteer policies, handbook and waiver to ensure that requirements are met?
Do you require security and background screening for volunteers who are supervising children, have access to VIPs, contact with personal data or work in sensitive locations?
Communications & Technology
Does your organization have updated volunteer databases and automated communications tools that allow for alternate staff to step in if your volunteer manager would become unavailable or incapacitated?
Does your registration process allow volunteers to select their own jobs and specific shift times?
Does your volunteer manager have the capability to instantly e-mail all event volunteers with routine changes or crisis messages?
Does your volunteer manager have the capability to build reports that inform decisions (e.g. specific shift or job shortages) and support logistical needs (e.g. shirt orders, food needs)?
Does your volunteer manager have the capability to electronically track attendance? Do you know who attended training? Who completed all of their volunteer shifts? Who collected a t-shirt and event ticket but did not work their shifts?
Do you electronically blacklist volunteers who are disruptive, dangerous or do not complete their commitments?
Evaluation
Do you allow for anonymous feedback with specific questions and open comments? Do you ask volunteers for recommendations to improve your operations?
Do you conduct a wrap up session with your volunteer team leaders or committee chairs within a short time following the event to evaluate what went well and what did not go well?
Do you evaluate the actual number of volunteers that are required for each job and shift? Do you challenge team leaders to look for efficiencies that make best use of volunteer time and energies? Do you have too many or too few volunteers?
Do you evaluate the most common volunteer management problem areas? Communications? Registration process? Onsite coordination? Training? Job descriptions?
Florence May is President of TRS – The Registration System. TRS provides expert consultation and technological support for volunteer managers. TRS clients include the 2011 North Texas Super Bowl LOC, Kentucky Derby Festival, Indy 500 Festival, Ottawa Bluesfest, 2010 NCAA Men’s Final Four, SeaFair,and Shambhala.
Please take a few minutes to consider the foundational elements of your volunteer program using the following informal ratings.
Check the items that are running smoothly. These should be no-to-low risk items.
? Put a question mark beside the items that need some improvement and may have moderate risk.
X Put X next to the items that need immediate attention due to cost or risk.
!! Two exclamation marks by the items that have extremely high risk.
Volunteer Training
Does your organization supply a volunteer handbook with standard operating procedures, event policies, dress code, site map and emergency protocols?
Does your volunteer training program set the stage for a positive and engaging volunteer experience?
Do your event managers, team leaders or committee chairs review job responsibilities with volunteers prior to the event?
Does your organization have a vetting process to ensure each volunteer is capable of executing their job requirements?
Prior to the event, do your volunteers receive a site walk through to become familiar with their work environment?
Do your volunteers receive a complete event overview? All activities? Sponsor awareness? Venue familiarity?
During training does your event leadership, preferably the Board President or Executive Director, communicate how important volunteers are to the success of the event?
Job Descriptions
Do you have well defined volunteer job descriptions based on actual event needs?
Do you provide job descriptions to volunteers in advance of registration?
Do your job descriptions include shift times and specific locations?
Do you specify any financial cost to the volunteer? Parking? Food?
Do you provide realistic expectations? High traffic zone? Nonstop busy? Slow periods? Solitary? Lift 15 lbs? Sitting the entire time? Exposed to sun, rain, snow? Stressful environment?
Does the job require a skill? A security or background check? A valid driver’s license? A beverage server’s certification? Computer experience?
Does the volunteer opportunity have restrictions? A minimum age? Experience? Must be selected? Approved by a team leader?
If you allow youth volunteers, do you clearly establish adult oversight requirements?
Risk Controls
Do your volunteer’s job descriptions clearly identify requirements and risk? During volunteer training do you identify facility related risks?
Do your volunteer waivers specify the volunteer’s responsibilities? Has your attorney reviewed your waiver within the past two years?
Does your event insurance provide financial protection for the event management organization if a worst case volunteer liability scenario occurs despite precautionary measures?
Do your volunteer waivers encourage volunteers to take responsibility for their actions? Does the waiver discourage volunteers from taking risks that put the volunteer, or the organization, in a dangerous or irresponsible position? Does the waiver protect the event rights owner, the event management team, sponsors and any affiliated organizations?
Is the physical signing of a waiver mandatory before volunteers work a single event activity? What is the process for physical retention of these documents? How are they accessed by management if there is an incident?
If you use an online waiver as part of your volunteer registration process, will the online waiver acceptance hold up in your state court?
If volunteers drive event or personal vehicles as part of their event duties, do you verify driver’s licenses and personal auto insurance? Does your event insurance cover volunteer drivers?
Has your insurance company reviewed your volunteer policies, handbook and waiver to ensure that requirements are met?
Do you require security and background screening for volunteers who are supervising children, have access to VIPs, contact with personal data or work in sensitive locations?
Communications & Technology
Does your organization have updated volunteer databases and automated communications tools that allow for alternate staff to step in if your volunteer manager would become unavailable or incapacitated?
Does your registration process allow volunteers to select their own jobs and specific shift times?
Does your volunteer manager have the capability to instantly e-mail all event volunteers with routine changes or crisis messages?
Does your volunteer manager have the capability to build reports that inform decisions (e.g. specific shift or job shortages) and support logistical needs (e.g. shirt orders, food needs)?
Does your volunteer manager have the capability to electronically track attendance? Do you know who attended training? Who completed all of their volunteer shifts? Who collected a t-shirt and event ticket but did not work their shifts?
Do you electronically blacklist volunteers who are disruptive, dangerous or do not complete their commitments?
Evaluation
Do you allow for anonymous feedback with specific questions and open comments? Do you ask volunteers for recommendations to improve your operations?
Do you conduct a wrap up session with your volunteer team leaders or committee chairs within a short time following the event to evaluate what went well and what did not go well?
Do you evaluate the actual number of volunteers that are required for each job and shift? Do you challenge team leaders to look for efficiencies that make best use of volunteer time and energies? Do you have too many or too few volunteers?
Do you evaluate the most common volunteer management problem areas? Communications? Registration process? Onsite coordination? Training? Job descriptions?
Florence May is President of TRS – The Registration System. TRS provides expert consultation and technological support for volunteer managers. TRS clients include the 2011 North Texas Super Bowl LOC, Kentucky Derby Festival, Indy 500 Festival, Ottawa Bluesfest, 2010 NCAA Men’s Final Four, SeaFair,and Shambhala.
Volunteer Management Best Practices PART ONE
Volunteer Management Best Practices
Assessing 5 key elements of your event volunteer program
By Florence May, President, TRS - The Registration System
I need help! Directions? Maps? Programs?
While the event staff is working hard behind the scenes, your festival guests will receive “help” from the mouths and hands of front line volunteers. Ironically, the public face of your event is the very group of people who spend the shortest amount of time each year with your operation.
How do you ensure that your volunteer program is properly positioned to support your event while simultaneously developing volunteers who can meet super human expectations?
The following article and questionnaire provides the opportunity for an internal assessment of your event volunteer management system. Event managers typically have solid measurements for success in publicity, sponsorship and ticket sales; however, assessing volunteer management programs may seem less tangible.
The success of a good volunteer program involves the same key elements of managing full time employees. We will explore the importance of training, defining job responsibilities, risk controls, scheduling, communications and evaluations… all with consideration to tremendous generational differences that add a complicated dimension to volunteer management in 2010.
1. Proper Volunteer Training
Scenario: A new event volunteer is trying to assist event participants but gives incorrect directions.
Scenario: A volunteer is unclear on his duties. He would like to check with a team leader but has not been introduced to anyone who appears to be in charge.
Scenario: A volunteer team leader is asked about the title event sponsor by a guest. The volunteer has no idea what service the title sponsor provides.
These situations are strong indications of poor preparation by the volunteer manager and supporting team leaders.
Good training sets the stage for volunteer confidence, competence and camaraderie. This training should be comparable to an employee job orientation with a lot of enthusiasm. Volunteer training is time for newcomers to be instructed on job specifics and to be introduced to their team. Team leaders and veteran volunteers have the opportunity to share their experience and welcome newcomers.
Generation X and Y volunteers (Mid 40s to teens) will seek training that gives them “event insider” status and a sense of job ownership. The more mature volunteers of the Boomer and Veteran generations will look for well organized management and clear directions.
The event staff has the opportunity to create a well orchestrated team atmosphere with a motivational training program.
2. Realistic Job Descriptions
Scenario: The majority of volunteers are only interested in attending the event concert at no cost. They work as little as possible and leave as soon as they’ve “earned” their tickets.
Scenario: A shy, reserved volunteer is assigned to work in a busy parking lot directing traffic.
Scenario: A fair skinned young volunteer is left alone at a remote entrance gate with no shade, sunscreen, break or water for four hours in the boiling sun.
The top responsibility of the volunteer manger is to get volunteers who are truly helpful and productive. Unfortunately many volunteer programs operate under the short term aim of recruiting the most volunteers possible simply to fill slots. The pursuit of sheer numbers without an emphasis on job specifics (e.g. skills, restrictions, schedules) tends to be poor use of organizational resources.
The best approach is to recruit volunteers who match your organizational needs in order to form a long mutually beneficial relationship. It is critical to clearly define and communicate job requirements (e.g. technical skills, beverage server’s license) and expectations (e.g. friendly, mobile, flexible, works well in high stress situations) if you expect to recruit the right people to advance your mission.
Some volunteers will be patient with “seat warmer” positions but younger volunteers will be more interested in jobs that make an impact and helping people directly. Younger volunteers also are most likely to expect good use of their time and talents.
Talented volunteer mangers will marry a volunteer’s skills, interests, capabilities and availability with specific event needs for the most effective utilization of organizational resources.
3. Adequate Risk Controls
Scenario: A volunteer shows up for duty with an infant and a small pet dog. The dog bites a child at the event.
Scenario: A volunteer who is wearing sandals while moving chairs for a volunteer training, stubs her toe ripping off the toenail and part of the toe bed. She requires immediate surgery.
Scenario: Pregnant volunteer is handing out brochures. She trips over a misplaced box of brochures, falls down a short flight of stairs and goes into labor.
Scenario: Festival childcare provider is discovered to be a registered pedophile. Front page news that the festival did not screen its childcare providers.
Scenario: Well meaning volunteer invites event guests who can’t find a hotel to stay at his house. Event guests steal money and small electronics.
Scenario: Volunteer gets badly injured during an event. The event organization has insurance but it does not cover volunteers only staff. Volunteer sues the title sponsor of the event.
Scenario: Volunteer driver is hit while driving an event car. The driver of the second car is uninsured and to make matters worse the volunteer’s driver license is expired.
The scenarios, described above, are all based on real events. In every instance proper preventive measures were not taken. The volunteer was not given a dress code specifying closed toe shoes. Volunteers were not screened in advance for sensitive positions. Volunteers were told to assist guests in finding accommodations. Driver licenses were not checked during training.
Risk control is like an umbrella in the rain. The umbrella prevents you from getting wet, cold and potentially sick. Proper risk control can protect your organization, sponsors and affiliates from unnecessary liability.
Job perils, site concerns and basic security precautions are important risk elements to address starting in the registration process and on the volunteer waiver. Risk concerns should be reinforced in the volunteer handbook and training.
Event managers still need to have insurance for the worst case scenario. All event volunteers are not covered by personal homeowners and motor vehicle insurance.
4. Volunteer Management Technology
Scenario: The volunteer provides contact information online but is not able to select her own jobs or shifts. She voices frustration to friends about the wasted time making multiple calls to coordinate with the volunteer manager.
Scenario: The volunteer manager spends weeks trying to manually match volunteers to jobs and shift times. Later the volunteer manager can’t get reports to sort correctly and stays up all night for a week trying to resolve the challenge.
Scenario: The volunteer manager does not require e-mail contact information for all volunteer. Gas line blows up under volunteer parking garage. She is unable to communicate timely schedule changes or emergency information with event volunteers.
Most events require X and Y generation volunteers who are relatively young, energetic, mobile and technically savvy. In our busy lives, online registration is an expectation for the X and Y generations. Online registration allows 24/7 access for the volunteer wants to manage his/her own volunteer account by registering for preferred jobs and shifts.
Online volunteer registration also answers the challenge of fewer staff and tight budgets. These registration tools decreases administrative work by 50-75% percent allowing volunteer managers to substantially increase their productivity while also substantially reducing mail and phone costs.
5. Evaluation
Scenario: High no show rate. Trouble recruiting new volunteers.
Scenario: High no return rate. Volunteers come once and don’t return the next year.
The evaluation of your volunteer program should include feedback from leaders and frontline volunteers.
Wrap up sessions should take place while the event recollections are still fresh in everyone’s minds. This objective discussion should include key staff and volunteer leaders. The volunteer operations and logistics wrap up is a review of what went right, what can be improved and recommendations.
Your front line volunteers may participate in simple onsite surveys for immediate input. Anonymous electronic surveys can provide valuable feedback from your team leaders and your front line volunteers. Electronic surveys can be automatically set up to tabulate results.
Conclusion
You have considered the fundamentals of your volunteer management program. Consider the number of s, ?s, Xs, and !!s on your checklist.
Have you defined key volunteer management policies and procedures?
Do you have opportunities to reduce and eliminate problem or potential risk areas?
Did you identify tools for achieving continuous improvement?
Are there items for corrective action?
Can you highlight areas of good practice?
Volunteers can be your greatest event assets. Prepare to get the best return on your volunteer investment!!
Assessing 5 key elements of your event volunteer program
By Florence May, President, TRS - The Registration System
I need help! Directions? Maps? Programs?
While the event staff is working hard behind the scenes, your festival guests will receive “help” from the mouths and hands of front line volunteers. Ironically, the public face of your event is the very group of people who spend the shortest amount of time each year with your operation.
How do you ensure that your volunteer program is properly positioned to support your event while simultaneously developing volunteers who can meet super human expectations?
The following article and questionnaire provides the opportunity for an internal assessment of your event volunteer management system. Event managers typically have solid measurements for success in publicity, sponsorship and ticket sales; however, assessing volunteer management programs may seem less tangible.
The success of a good volunteer program involves the same key elements of managing full time employees. We will explore the importance of training, defining job responsibilities, risk controls, scheduling, communications and evaluations… all with consideration to tremendous generational differences that add a complicated dimension to volunteer management in 2010.
1. Proper Volunteer Training
Scenario: A new event volunteer is trying to assist event participants but gives incorrect directions.
Scenario: A volunteer is unclear on his duties. He would like to check with a team leader but has not been introduced to anyone who appears to be in charge.
Scenario: A volunteer team leader is asked about the title event sponsor by a guest. The volunteer has no idea what service the title sponsor provides.
These situations are strong indications of poor preparation by the volunteer manager and supporting team leaders.
Good training sets the stage for volunteer confidence, competence and camaraderie. This training should be comparable to an employee job orientation with a lot of enthusiasm. Volunteer training is time for newcomers to be instructed on job specifics and to be introduced to their team. Team leaders and veteran volunteers have the opportunity to share their experience and welcome newcomers.
Generation X and Y volunteers (Mid 40s to teens) will seek training that gives them “event insider” status and a sense of job ownership. The more mature volunteers of the Boomer and Veteran generations will look for well organized management and clear directions.
The event staff has the opportunity to create a well orchestrated team atmosphere with a motivational training program.
2. Realistic Job Descriptions
Scenario: The majority of volunteers are only interested in attending the event concert at no cost. They work as little as possible and leave as soon as they’ve “earned” their tickets.
Scenario: A shy, reserved volunteer is assigned to work in a busy parking lot directing traffic.
Scenario: A fair skinned young volunteer is left alone at a remote entrance gate with no shade, sunscreen, break or water for four hours in the boiling sun.
The top responsibility of the volunteer manger is to get volunteers who are truly helpful and productive. Unfortunately many volunteer programs operate under the short term aim of recruiting the most volunteers possible simply to fill slots. The pursuit of sheer numbers without an emphasis on job specifics (e.g. skills, restrictions, schedules) tends to be poor use of organizational resources.
The best approach is to recruit volunteers who match your organizational needs in order to form a long mutually beneficial relationship. It is critical to clearly define and communicate job requirements (e.g. technical skills, beverage server’s license) and expectations (e.g. friendly, mobile, flexible, works well in high stress situations) if you expect to recruit the right people to advance your mission.
Some volunteers will be patient with “seat warmer” positions but younger volunteers will be more interested in jobs that make an impact and helping people directly. Younger volunteers also are most likely to expect good use of their time and talents.
Talented volunteer mangers will marry a volunteer’s skills, interests, capabilities and availability with specific event needs for the most effective utilization of organizational resources.
3. Adequate Risk Controls
Scenario: A volunteer shows up for duty with an infant and a small pet dog. The dog bites a child at the event.
Scenario: A volunteer who is wearing sandals while moving chairs for a volunteer training, stubs her toe ripping off the toenail and part of the toe bed. She requires immediate surgery.
Scenario: Pregnant volunteer is handing out brochures. She trips over a misplaced box of brochures, falls down a short flight of stairs and goes into labor.
Scenario: Festival childcare provider is discovered to be a registered pedophile. Front page news that the festival did not screen its childcare providers.
Scenario: Well meaning volunteer invites event guests who can’t find a hotel to stay at his house. Event guests steal money and small electronics.
Scenario: Volunteer gets badly injured during an event. The event organization has insurance but it does not cover volunteers only staff. Volunteer sues the title sponsor of the event.
Scenario: Volunteer driver is hit while driving an event car. The driver of the second car is uninsured and to make matters worse the volunteer’s driver license is expired.
The scenarios, described above, are all based on real events. In every instance proper preventive measures were not taken. The volunteer was not given a dress code specifying closed toe shoes. Volunteers were not screened in advance for sensitive positions. Volunteers were told to assist guests in finding accommodations. Driver licenses were not checked during training.
Risk control is like an umbrella in the rain. The umbrella prevents you from getting wet, cold and potentially sick. Proper risk control can protect your organization, sponsors and affiliates from unnecessary liability.
Job perils, site concerns and basic security precautions are important risk elements to address starting in the registration process and on the volunteer waiver. Risk concerns should be reinforced in the volunteer handbook and training.
Event managers still need to have insurance for the worst case scenario. All event volunteers are not covered by personal homeowners and motor vehicle insurance.
4. Volunteer Management Technology
Scenario: The volunteer provides contact information online but is not able to select her own jobs or shifts. She voices frustration to friends about the wasted time making multiple calls to coordinate with the volunteer manager.
Scenario: The volunteer manager spends weeks trying to manually match volunteers to jobs and shift times. Later the volunteer manager can’t get reports to sort correctly and stays up all night for a week trying to resolve the challenge.
Scenario: The volunteer manager does not require e-mail contact information for all volunteer. Gas line blows up under volunteer parking garage. She is unable to communicate timely schedule changes or emergency information with event volunteers.
Most events require X and Y generation volunteers who are relatively young, energetic, mobile and technically savvy. In our busy lives, online registration is an expectation for the X and Y generations. Online registration allows 24/7 access for the volunteer wants to manage his/her own volunteer account by registering for preferred jobs and shifts.
Online volunteer registration also answers the challenge of fewer staff and tight budgets. These registration tools decreases administrative work by 50-75% percent allowing volunteer managers to substantially increase their productivity while also substantially reducing mail and phone costs.
5. Evaluation
Scenario: High no show rate. Trouble recruiting new volunteers.
Scenario: High no return rate. Volunteers come once and don’t return the next year.
The evaluation of your volunteer program should include feedback from leaders and frontline volunteers.
Wrap up sessions should take place while the event recollections are still fresh in everyone’s minds. This objective discussion should include key staff and volunteer leaders. The volunteer operations and logistics wrap up is a review of what went right, what can be improved and recommendations.
Your front line volunteers may participate in simple onsite surveys for immediate input. Anonymous electronic surveys can provide valuable feedback from your team leaders and your front line volunteers. Electronic surveys can be automatically set up to tabulate results.
Conclusion
You have considered the fundamentals of your volunteer management program. Consider the number of s, ?s, Xs, and !!s on your checklist.
Have you defined key volunteer management policies and procedures?
Do you have opportunities to reduce and eliminate problem or potential risk areas?
Did you identify tools for achieving continuous improvement?
Are there items for corrective action?
Can you highlight areas of good practice?
Volunteers can be your greatest event assets. Prepare to get the best return on your volunteer investment!!
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