Recruiting, Nurturing &

Retaining VolunteersDon C. Bramlett, PE, SMIEEE

IEEE Region 4 Director 2009-2010

Southeastern Michigan Section

DTE Energy – Project Engineer

Who is Volunteering

• 49% of American adults volunteered 1995• Over 50% of American between 25 and 54

years old• 45% of all American men and 52% of all

American women• Increases with education attained, over 70%

of college graduates volunteered an average of 4.8 hours a week

• Increases with household income, 69% with income over $100,000

Type of Organizations

• People are most likely to volunteer for charitable and community service projects; many people want to “make a difference” or help to solve a problem

• Many trade and professional organizations, like IEEE, are finding it difficult to compete for their members’ volunteer time; numbers diminishing

Reference Resource

“Volunteers: How to Get Them, How to Keep Them”

By Helen Little

Panacea Press, Inc.

Naperville, IL 1999

Needs of a Volunteer• A specific manageable task with a

beginning and an end

• A task that matches the interests and reasons for volunteering

• A good reason for doing the task

• Written instructions

• A reasonable deadline for doing the task

Needs of a Volunteer• Freedom to complete the task when and

where it is most convenient for the volunteer

• Everything necessary to complete the task without interruption

• Adequate training

• A safe, comfortable and friendly working environment

Needs of a Volunteer• Follow-up to see that the task is

completed

• An opportunity to provide feedback when the task is finished

• Appreciation, recognition and rewards that match the reasons for volunteering

• Value added to encourage employer support of volunteer efforts

A specific manageable task with a beginning and an end

• Position/Job/Task Specification:

Specific Roles - Written Job Descriptions, Instructions and/or Work Directions– Skills – Knowledge – Experience– Responsibilities - Duties– Time Commitment - Schedule

• Making the Appeal– Ask for help personally– Personal contacts, Meeting attendees, etc

A task that matches interests and reasons for volunteering

• Volunteer motivations– Affiliation – Power - Recognition– Professional Growth - Networking

• Determine volunteer interest– Polls – Surveys– Interview volunteers

A good reason for doing the task

• Work or task should be important to the functioning of the organization

• Volunteer must feel he/she is making a meaningful contribution

• TEAM – Together Each Achieves More

• Will lead to a greater level of commitment to the task

Written Instructions

• Job Description

• Work Directions

• Detailed Instructions

• Letters of appreciation and thanks

A reasonable deadline for doing the task

• Establish a schedule, interim milestones and deadline for completion of a task

• Mentor and follow-up with the volunteer on progress to completion of a task

Freedom to complete the task when and where it is most convenient for the

volunteer

• Avoid inefficient, time-consuming and wasteful face-to-face meetings

• Make use of conference calls and communication technologies

• Provide the volunteer flexibility

• Monitor progress of the volunteer

Needs everything necessary to complete the task without interruption

• Plan the work and work the plan

• The 5Ps – Proper Planning Prevents Poor Performance

• Provide the needed materials and info early in the process

• Increase the probability of success

• Mentoring and support needed

Adequate Training

• Match training to the experience, needs and duties of the volunteer

• Offer alternatives for training

• Mentor and monitor volunteers

• Annual Section & Chapter training

A safe, comfortable and friendly working environment

• Meeting locations need to be well identified, safe, secure and convenient

• Volunteers need to feel welcome and be treated as valuable members of the team

• Mentor and monitor volunteers• Provide for special needs• Volunteers will have a more positive image of

the organization

Follow-up to see that the task is completed

• Volunteers are colleagues & partners, not subordinates or employees

• Give opportunity to perform

• Monitor and provide feedback

• Be a coach and cheerleader

• Mentor and counsel, as needed

• Fire a volunteer, if necessary

Opportunity to provide feedback when the task is completed

• Solicit feedback from volunteers

• Volunteers value the opportunity

• After Action Review (AAR) process

• Lessons learned opportunity

• Learn about problems encountered

• Prevent potential problems in the future and loss of volunteers

Appreciation, recognition and rewards that match the reasons for

volunteering

• One of the easiest and least expensive needs of a volunteer

• Thank each volunteer personally

• Publicly recognize volunteers, as appropriate, in a timely manner

• Provide a position with more authority and responsibility

Value added to encourage employer support of volunteer efforts

• Professional Development of Employee:

Leadership, Project Management,

Oral Presentation, Communication,

Team Building, & Management Skills

• Technical Development of Employee in training and educational forums

• Exposure to state-of-the-art technology• Potential Impact on Industry Standards

Long Term Benefits

• Meeting volunteer needs creates a win–win situation

• Volunteers benefit when you understand and meet their needs

• The organization benefits too• A more successful organization • More long-term productive volunteers &

more active members