In a charity, it is not just about developing projects and handling finance, but also about mobilising a team of volunteers whose enthusiasm and devotion is the driving force behind our work.
So I’ve developed my own style of volunteer management. A style that actually works by doing more than just filling rosters – it builds a community of people generally united by purpose.
Here is what I’ve learned about keeping volunteers engaged, and how I practice those lessons so that every person who volunteers with us feels respected, valued and enthused enough to keep showing up: 1. Provide benefits. 2. Address volunteers’ emotional needs, first and foremost. 3. Remember that volunteers are human beings. 4. Be flexible. 5. Be thoughtful in your communications. 6. Give regular reminders of the bigger picture. 7. Be accountable.
Recruitment with a Vision
Recruiting volunteers is never about filling a gap, it’s about bringing in people who feel called by what the charity is trying to achieve. Right from the start, we make it clear what our charity stands for, what outcomes we want to achieve, and how the volunteer will contribute to those goals. If the volunteer feels that our charity and its goals are theirs, too, they will want to be with us.
We do this by enlisting targeted recruitment campaigns that directly address potential volunteers’ aspirations to make a difference in specific ways.
For instance, if the aim is to enhance educational opportunities for underprivileged children,, we target communities and professional networks that are vested in education: teachers, student groups, and education majors.
We share real stories of the difference we are making and provide clear ways for volunteers to get involved, so that they know exactly how their efforts will be used and valued.
Tailored Roles to Maximise Impact
It’s a mistake to say that one size fits all; we are very careful to match volunteers to roles that play to their strengths, interests and personal development aspirations.
The tailoring means volunteers bring their A-game, as well as feeling good about what they are doing.
It’s all about the win-win – we need our volunteers’ energy and skills, and they need our charity to grow and develop.
Training and Development: Elevating Your Volunteer Force
We will improve our team by investing in training and developing our volunteers.
I’ve always believed that even as we taught our volunteers how to do their jobs, we must also foster an atmosphere where each volunteer could strive for personal and professional growth and development.
Ongoing Comprehensive Onboarding Process: From day one, our training journey starts with a comprehensive onboarding process. This is crucial to set expectations and ensuring that volunteers understand their role and how they contribute to the mission of our charity. During onboarding, volunteers are exposed to our charity’s culture, our key team members, and our operational processes. We have several modules delivered through interactive workshops, shadowing sessions, and digital learning modules to accommodate different learning styles and schedules.
Role-Specific Training: After onboarding, volunteers receive role-specific training designed for their specific role. For example, if they will be working in front-line services, fundraising, behind the scenes or out in the community, we want to provide them with the tools and knowledge to succeed in their role. Fundraisers may receive training in how to use our donor management software, while a volunteer working in community outreach could receive training in effective communication styles for different demographics.
Skill Development Workshops: Realising that many of our volunteers join us in order to give back as well as to learn, we periodically hold skill development workshops that cater to different interests and professional passions. Leadership development or project design might be covered, as can conflict resolution or digital literacy. The subjects might be directly applicable to working within the charity or they might be more broadly useful skills that volunteers can take with them into their day-to-day life or work.
Ongoing support and mentor ship: Training is not complete with the end of the formal session. We have this system of providing ongoing support and mentorship to enable volunteers feel comfortable to render assistance in the course of their work. We have a system of mentorship where every volunteer is attached to a senior team member in the organisation who serves as their mentor. The mentorship scheme is vital as it provides the opportunity for questions and answers and any challenges that arise.
Using Technology to Train: To complement our robust training programme, we use technology to make learning available and engaging. Having a good charity CRM system is key to delivering targeted content that our volunteers can access from anywhere. This allows volunteers to take in training materials on their own time, and engage with content when it works for them. Further, by leveraging online forums and chat groups, we can facilitate a community of learning and sharing between volunteers, where they can post questions, share ideas, and give each other feedback.
Measuring the impact of training: We use continuous assessment and feedback loops to constantly refine our training programmes. Volunteers are invited to complete surveys and feedback forms after each training that they complete, which are stored in the CRM. Volunteers can also provide feedback about whether the training was useful. This feedback is an important input in refining the training strategies to make them more useful and relevant.
The focus on training and development in charity management is a reflection that we care about our volunteers. We are willing to invest time and resources in them to help them grow, which in turn will help them have a more fulfilling experience and contribute more effectively.
This leads not only to producing a more effective and dedicated volunteer corps, but also a more vibrant community we serve, a cycle of empowerment and excellence that keeps our charity growing.
Recognition and Appreciation
Apart from just being nice, recognising and appreciating our volunteers is a key part of good volunteer management practice. Whether through the awarding of an honour, a gathering to say thank you or recognition in our newsletter, maintaining a regular schedule of recognition helps volunteers feel appreciated.
This acknowledgement is not limited to highly ritualised gestures — it’s embedded in our day-to-day interactions.
A simple ‘thank you’ can mean the world.
Feedback: A Two-Way Street
In my opinion, the most important thing is to communicate properly, and in this regard it is necessary to listen to our volunteers. We have feedbacks sessions on a regular basis, which allow us to learn more about their impressions, fears and suggestions.
It’s this two-way dialogue that means our volunteers don’t just feel heard but also play an active part in shaping the charity’s evolution, and that we can improve our management practices (before they become problems).
Fostering a Sense of Community
Creating a cohesive community out of a diverse group of volunteers is critical for sustaining long-term engagement and effectiveness.
To foster this sense of community, we organise regular meet-ups, team-building activities, and volunteer-led projects, which not only help strengthen interpersonal relationships but also reinforce a shared commitment to our cause.
Here, the role of a robust nonprofit CRM becomes invaluable. We use the best charity crm solution tailored specifically to manage volunteer data, which helps us track volunteer activities, preferences, and availability.
By doing this, we can customise how we communicate with each volunteer, thanking them for specific actions and tailoring conversations to their contributions and interests. For example, if a group of volunteers organises an event in the community, we might send them individualised thank-you notes and feature their successes in our newsletters and across social media.
The CRM allows us to send out surveys or feedback forms for volunteers to complete, and for us to collect information as to how we can improve our services – what they like, what they don’t like, what we can improve. It’s an opportunity for volunteers to share their ideas for new projects or improvements and it makes them feel like they are really part of the charity. The CRM can also link to Xero and Gift Aid.
Recruitment and community-building in a charity context demands a thoughtful approach that respects the ethos of the organisation and the volunteers’ needs.
If we articulate the charity’s vision well at the recruitment stage, and then use technology – for example, a nonprofit CRM – to create a sense of community, then we are increasing our operational capacity, but also creating a team of volunteers who are inspired, motivated and invested in the organisation’s mission.
This approach keeps our charity strong and able to do what we set out to do, one that brings together people in community and action.
