Recruiting and Retaining the Best Volunteers
ASPEN chapters quickly learn that without an active and engaged membership, it is hard to realize the chapter’s mission, gain credibility in the community, or grow. In other words, recruiting members is only the beginning; you must then work to get even a handful of those individuals to roll up their sleeves and get involved in specific chapter activities. And without volunteers to take on the tasks involved with getting events, campaigns, and other types of activities off the ground, the chapter will find it hard to thrive.
You don’t have to look far to find chapters that have developed effective strategies for getting members and others to spring into action. Just ask the Ohio Chapter, OSPEN, which organizes a chapter member social hour every year at CNW to reconnect and network. Also, many chapters have spring or fall conferences, and some use ASPEN webinars as an easy opportunity to bring people together for a short education program and time to network.
Another organization’s chapter created an entire campaign around “picking your seat on the bus.” The message focused on the value of being involved and that there were all kinds of opportunities – so pick the opportunity (seat) that felt right. They used fun graphics of a bus and handed out flyers.
In all of these examples, the chapter was able to inspire its members, making it easier to engage members in the chapter’s work. Here are more resources to help you get members involved.
What Drives Members to Volunteer?
Research about association volunteering was conducted by the ASAE Foundation for Advancing Association and Nonprofit Leadership. In theDecision To Volunteer, good insight and data are offered on what drives and stops members from volunteering.
Why Members Begin Volunteering?
Top reasons:
- Meaningful opportunity– a chance to make a difference for others.
- Right skills– volunteers want to be successful and if they believe they can “do” the job, they are more willing to say yes.
- Accessible location– volunteers are often constrained by time and less likely to say yes if getting to the task adds time or frustration.
- No loss of income (doesn’t cost me!)– yes, volunteers weigh the cost of helping not just in time but in add-on costs like parking, transportation, child care, and so forth.
- Short-term assignment– volunteers are usually busy people and so prefer a time-constrained job.
What Stops Members?
Top reasons members don’t volunteer:
- Never asked to volunteer! This was the #1 reason cited; most do not consider blanket requests for volunteers as being asked.
- Lack of information about volunteer opportunities in general.
- Lack of information about virtual (not on-site) volunteering & about short-term assignments.
- Lack of follow through– this covers both the response to an interest and the response to giving members what they need to clearly understand the volunteer role.
- Inadequate expense reimbursement.
- Work not meaningful.
How to Build Your Volunteer Pool
Step 1: Engage Members in Your Chapter.
Begin by asking members why they are involved in the community and what they want to get out of being a member. Ask what type of skill sets the member would like to develop and what types of activities they would enjoy being involved with. With this information, figure out the best way to get the member to feel connected to your chapter.
Step 2: Create a Volunteer Map.
In order to recruit volunteers, you need to know what roles and tasks you need handled. Begin by identifying the roles and then spell out what you need specifically for each. Include the task or project goal, the schedule for completion with the deadline, an estimate of the amount of time the volunteer will need to give, and a quick look at the skills or experience needed. If you have resources for the position (budget, tools, mentor), note that too.
Here are some examples:
- Education Chair– Working with the Education Committee, design and implement the educational programming schedule for one year. The goal is one activity (virtual or face-to-face) per quarter. The job will be evaluated based on meeting attendance and financial goals as well drawing satisfactory attendee evaluations. Time commitment averages 2–4 hours per month. Attendance at the kick-off team orientation (generally a half-day meeting) and participation in quarterly board calls is required. You will have access to past programming activities records.
- Event Greeter– Welcome attendees to the event. You need only an interest in welcoming people and a pleasant disposition. Time commitment is approximately 1.5 hours (based on arriving 30 minutes before the start of the event and continuing through the initial start of the program.) Also required is a 30-minute orientation before the first event at which you are a greeter. You will receive an FAQ sheet on the event and typical questions in advance, and have access to experienced volunteers at the event.
- Newsletter writer– Write or curate short articles to help share information, educate, or enlighten members. This person would need to have strong writing skills and appropriate expertise in the chosen subject. The time commitment would be a couple of hours per submission (based on the individual’s speed of writing). The deadline would be the first day of the month. You could have access to a past writer who can provide ideas and feedback
Be sure to build microvolunteering options into your volunteer program. Microvolunteering is a term used in nonprofits to refer to volunteering that is done either online via an Internet-connected device, such as a smartphone, or offline in small increments of time. According to the ASAE Foundation study noted above, lack of short-term and virtual opportunities were two of the most- cited reasons for not volunteering. Interestingly, while members are less willing to take on a year-long commitment, they are still signing up for short-term small jobs. Plus, these smaller opportunities pave the way for taking on greater responsibilities.
Step 3: Promote Volunteering.
It is amazing how many members don’t know the role of volunteers or the importance of volunteers to ASPEN, much less which volunteering opportunities exist. Make a goal for your chapter to get the word out to all members that volunteering is fun, fulfilling, and very much an important component of meeting ASPEN’s mission.
Here are a couple of ways to spread the word:
- Profile volunteers in your newsletter or on your website. Make a habit of highlighting a volunteer each week or month. Be thoughtful in whom you profile; to get new volunteers, profile your newer volunteers and volunteers currently serving in microvolunteering or simple projects.
- Set up a discussion or section in a newsletter to highlight volunteering in your group. In this area, post the traditional tasks and positions you have in your group. Throughout the year, post updates on available positions, highlight when jobs or projects are completed, thank volunteers, and ask for ideas and feedback.
- At every meeting (virtual or face-to-face), take time to publicly thank volunteers and to share any volunteer openings. Take care, though, to make sure this does not sound like a desperate plea, but an upbeat announcement. Think of it as if you were announcing a really well-paying job.
Step 4: Recognize, Reward, and Listen to Volunteers.
Volunteers continue to serve and bring in new volunteers when they feel satisfied, connected, and valued. There are three surefire ways to meet your volunteer’s needs.
- Institute a regular pattern of recognition. Never wait to tell a volunteer they are appreciated or to notice the work they’ve done. Read more on recognition.
- Reward appropriately. This is the trickiest thing for many volunteer-run groups who too often reward volunteers who didn’t get the job done. The message is loud and clear to the other volunteers: success doesn’t matter. Read more on rewards.
- Listen to volunteers. Give them your time, your ear, and your consideration. Consider a simple survey to volunteers at the end of a term or project. Take the time to ask volunteers personally how the job is going.
Rewards & Recognition
Recognize effort and reward outcomes and success.
That advice will guide you in developing a Rewards & Recognition (R&R) program that will benefit your chapter. We need effective R&R programs to help retain volunteers, recruit new volunteers, motivate volunteers to perform effectively,
and support organizational goals. Providing appropriate R&R assures volunteers feel satisfied, connected, and valued.
Recognition – Recognition should begin as soon as volunteers sign up and continue throughout. It should be genuine, immediate, relevant, authentic, and sincere. Strive for a balance of informal and formal recognition. Formal recognition encompasses awards, certificates, dinners, and gifts. Informal can, in some cases, be more effective because it’s spontaneous and personal. Examples include a personal note or email, a shout-out on Twitter or Facebook, or an unexpected Starbucks gift card.
Rewards – Rewards should occur at specific points in time, such as the conclusion of an activity or the accomplishment of a goal. They are best if they reflect the effort and time contributed by providing a token or gift of value to the member. Rewards may include discounts to events, reward credits that are redeemable for registrations or purchases, decal clothing or accessories (a shirt with the chapter name), or creative gifts.
Looking for more ideas on rewards and recognition? Visit Energize.com, a site for volunteer leaders and managers.
Fast Facts to Know
Nearly 60% of all association volunteers are ad-hoc volunteers.Ad-hoc volunteers are volunteers who hold short-term, episodic, or occasional roles. This includes event greeters, event photographers, contributors to your newsletter or blog, speaker contacts, workshop facilitators, social media voices (e.g., the person who handles your Twitter or Facebook), discussion starters, document reviewers, and single day of service projects.
The “Direct Ask” has the power. It is the number one way volunteers reported getting recruited, and the lack of a direct ask was noted as one of the top reasons for not volunteering.
Meetings and conferences are the best places to recruit volunteers. Volunteers cited this almost as often as the direct ask.
Members see professional benefits in volunteering. In the ASAE survey, two-thirds said they look for opportunities to connect volunteering to their professional work!
Volunteer Responsibilities & Job Descriptions
PRESIDENT
Primary Role: Oversees the planning and administration of all chapter activities.
Key Responsibilities
- Coordinates development/update of the chapter’s strategic plan
- Oversees execution of chapter functions and programs dictated by chapter’s strategic plan, including:
- Assures adherence to association operational policies and procedures and compliance with ethical standards
- In consultation with fellow officers and chapter administrator:
- Executes contracts and other instruments on behalf of the chapter as authorized by the Board of Directors
- As necessary and appropriate, serves as the chapter’s official representative and spokesperson to the local media, the public, and institutions
- Serves as primary liaison to the national association
Elected By: Board of Directors
Length of Term: One year
Qualifications:
- Membership in the chapter and national association is generally effective practice
- Demonstrated leadership in a volunteer environment
- A commitment to the chapter and its values, and an understanding of the chapter’s objectives, organization, and services
- Knowledge of and influence in the chapter’s industry/profession
- Ability to understand and communicate ideas
VICE-PRESIDENT (PRESIDENT-ELECT)
Primary Role: Assists president in the planning and administration of all chapter activities and assumes presidency in the president’s absence.
Key Responsibilities:
- Works closely with president in development/update of the chapter’s strategic plan
- Chairs membership and at least one other key program committee
- In the president’s absence,
Elected By: Board of Directors
Length of Term: One year
Qualifications:
- Membership in the chapter and national association is generally effective practice
- Demonstrated leadership in a volunteer environment
- A commitment to the chapter and its values, and an understanding of the chapter’s objectives, organization, and services
- Knowledge of and influence in the chapter’s industry/profession
- Ability to understand and communicate ideas
PAST PRESIDENT
Primary Role: Chairs Nominations and Elections Task Force
Key Responsibilities:
- In close coordination with secretary and chapter administrator, conduct nominations and elections of directors as specified in the chapter bylaws
- Conduct nominations and elections of officers as specified in the chapter bylaws
- Provide counsel to president as requested
Term of Office: One Year
Qualifications:
- Membership in the chapter and national association is generally effective practice
- Past president of chapter
- A commitment to the chapter and its values, and an understanding of the chapter’s objectives, organization, and services
SECRETARY
Primary Role: Oversees nominations and elections of directors and recording of chapter meeting minutes.
Key Responsibilities:
- In close coordination with past president and chapter administrator, conduct nominations and elections of directors as specified in the chapter by-laws
- In close coordination with chapter administrator, record minutes of board of directors and executive committee meetings
- Assure that by-laws, articles of incorporation and other corporate documents are properly filed and kept up-to-date
Elected By: Board of Directors
Length of Term: One year
Qualifications:
- Membership in the chapter and national association is generally effective practice
- A commitment to the chapter and its values, and an understanding of the chapter’s objectives, organization, and services
- Ability to understand and communicate ideas
TREASURER
Primary Role: Oversees accounting and reporting of all financial transactions conducted by the chapter.
Key Responsibilities:
- Oversees preparation of the budget
- Serves as chair of the finance committee
- Ensures that accurate books and records on financial condition are maintained
- Ensures that assets are protected and invested according to chapter policy
- Ensures that the chapter complies with corporate and statutory reporting requirements
- Ensures that comprehensive financial reports to the board are prepared and presented in a timely and accurate manner
- As specified by chapter operating procedures reviews and approves all invoices prior to payment
Elected By: Board of Directors
Length of Term: One year
Qualifications:
- Membership in the chapter and national association is generally effective practice
- A commitment to the chapter and its values and an understanding of the chapter’s objectives, organization, and services
- A strong command of accounting procedures and financial reporting
- Ability to understand and communicate ideas
BOARD MEMBER
Primary Role: Actively serves on the board of directors and at least one committee
Key Responsibilities:
- Prepares for, attends, and contributes to discussion at all board of directors meetings
- Actively participates on at least one committee
- Promotes the association to peers and others as appropriate
Elected By: General Membership
Term: Two Years; can serve no more than two consecutive terms
Qualifications:
- Membership in the chapter and national association
- A commitment to the chapter and its values and an understanding of the chapter’s objectives, organization, and services
- Ability to understand and communicate ideas
COMMITTEE, TASK FORCE, PROJECT TEAMS
Each chapter should decide on an annual basis what working groups are needed to assure that the chapter meets members’ needs and serves the mission. Generally, these will include groups with responsibilities in the following areas. With the exception of the Finance and Nominations & Elections, these work groups should include board members. Rather, there should be a board liaison or connection between the group and the board. This assures greater overall involvement of members and avoids burning out board members.
Finance – responsible for creating the annual budget, monitoring, and recommending action
- Treasurer
- President
- Vice President
- Past President
Nominations & Elections – responsible for identifying future leaders, preparing the annual election slate, and overseeing the election
- Past President
- Other members as named
Membership – responsible for member retention, acquisition, engagement, and satisfaction
Programming – responsible for identifying, planning, and implementing chapter programming
Communications – responsible for communications ranging from informational to marketing and often encompassing print, email, and Web