QualificationsClearly list education, experience, knowledge, skills,and age requirements. Also note if the opportunity isaccessible to people with disabilities. If a backgroundcheck is required, it should be indicated here.Time commitmentNote the length of the assignment, hours per week,and/or other special requirements.Training/support providedDefine nature and length of all general and positionspecifictraining required for the assignment. Also listresources and other support available to the volunteer.BenefitsDescribe benefits available to volunteer, such a lunch,T-shirt, development opportunities.Volunteer supervisor and contact informationList the staff person or volunteer leader who will beworking most directly with the volunteer and his/hercontact information.Recruitment StrategiesYou have determined your volunteer needs and created atask list and/or position descriptions for the assignments.The next step is to create a recruitment strategy to determinewhom you will ask to volunteer and how you willask them.First, examine the volunteer positions to be filled. Askyourself these questions:• Who will be qualified for and interested in thisposition?• Who will be able to meet the time commitments?• Where will you find these people?• What motivates them to serve?• What is the best way to approach them?Now that you have decided on who, you need to startthinking about how to target them.Remember that different messages will appeal to differentaudiences, so you will want to use a variety of recruitmentmethods. You can use targeted recruitment that isfocused and addressed to a specific audience where peoplewill have the skills, interests, and availability neededto fill your positions. Broad-based recruitment can be effectivefor positions requiring minimal training or forwhen you need a lot of people for a short-term event.Here are just a few ways of recruiting volunteers:• The personal ask is always the most compelling!• Post your volunteer opportunity on the Web, usingyour program’s Web site or another site such as volunteermatch.com.• Strategically post flyers or brochures in the community.• Partner with volunteers from a school, corporation,community center, faith-based group, or other non-profit.• Utilize local media (e.g., newspapers and radio) tospread the word about your volunteer opportunities.• Network with community groups and leaders.• Use on-line forums and/or blogs to spread the word.No matter the volunteer opportunity, you should havesome idea of where to look for volunteers in your community.Consider a wide range of individuals and groupsthat are potential volunteers for your program or project,as well as locations to post flyers and brochures:• Faith-based groups and/or houses of worship• Military bases or retired military groups• Unions and trade workers associations• Sororities and fraternities• Teacher’s associations• Retired firefighter, police, and executive associations• Moms’ groups• Realtors (welcome wagon packages)• Independent living homes• Disability services groups• Scouts, 4-H, Boys & Girls Clubs, or other youth organizations• Other national service programs• Grocery store billboards• Bingo halls• Doctors’ offices• Public transit stations• Shopping malls• Corporate buildings• Job counseling offices• Schools• Salons• Restaurants• NewslettersDon’t forget to get permission to display information inspecific locations. You may want to ask the owners/managersto attend an orientation so they can better informinterested volunteers who pick up a flyer.Here are some other tips to build volunteer initiatives:• Make sure all staff know about the opportunitiesavailable for volunteering with your program and whereto refer interested volunteers.• Integrate volunteer management skills into stafftraining.• Visit off-site volunteer projects so that the volunteersassociate your program with the project.48
• Use surveys to find out the interests of volunteers.• Use colorful descriptions for volunteer positions thatare clear and straightforward.• Try not use the word “volunteer” on marketingpieces. You run the risk of attracting only those who alreadyvolunteer or other volunteer managers.Remember that anyone can be a volunteer. People vary byage, race, ethnicity, religion, sexual orientation, ability,and income. Not all volunteers are the same and not alltypes of volunteering will appeal to all groups, so have diversevolunteering opportunities available and target recruitmentin ways that will appeal to different groups.Your recruitment strategy is the key to engaging the rightnumber of people with the right skills, interest, and availabilityfor the job. Make sure to plan for a wide variety ofvolunteers at your project. If you have too few participants,the project will likely go unfinished. If you have toomany, some volunteers will have little to do and mightfeel that their time was ill spent.The above information is a compilation of materials fromMake A Difference, a member organization of Hands OnNetwork; Volunteer Management by Steve McCurley andRick Lynch (1997); http://www.serviceleader.org; andhttp://www.independentsector.org.CHAPTER 3: VOLUNTEER RETENTION{ Chapter 2 is not included in this excerpt }OverviewThe best way to increase your volunteer base is to retaincurrent volunteers. Retention is simply a matter of makingvolunteers feel good about themselves and their service.It includes motivating volunteers before the project,engaging them during the project, and leading them to reflecton the project. This chapter will provide you withtips for retaining volunteers for your program and projects.Goals• Motivate volunteers before the project• Engage volunteers during the project• Reflect after the projectBefore the Project: MotivationFrom the very beginning of volunteers’ involvement inyour service activities, you should maintain good communicationwith them. Motivate them to stay interested andinvolved in your project with a few simple steps:• Be prompt in your response to phone calls/e-mails.Return volunteer calls or e-mails within 24 hours.• Be thorough in your explanation of the volunteer duties.Volunteers will be more likely to sign up if they knowexactly what they will be doing, and they will know whatto expect at the project.• Use this opportunity to teach potential volunteersabout the issue area, the community service organizationthey will be serving, and the potential impact of the project.• Use their names often; this helps develop a personalconnection.• Keep the commitments you make. People will notsupport you if you don’t provide information requested,address issues they bring up, and/or miss scheduled appointments.Continue to be in contact with your team. Keeping volunteersmotivated and excited about your project is the bestguarantee for success! The more contact you provide, themore engaged your volunteers will be, and the more motivatedthey will be when they arrive. Also, respond to people’sinquiries in a timely and thorough manner.Make sure to confirm project details with them. Contactvolunteers with a phone call or e-mail that:• Introduces you (or another staff person, partner, orvolunteer) as the project leader• Thanks them for volunteering• Provides the date and time of the project, service siteaddress, directions, and parking information• Describes what will occur at the project• Lets volunteers know what to wear or not wear to theproject• Encourages volunteers to bring supplies they mayhave• Tells volunteers whom to contact if they have achange in plansBy communicating all details and project background tovolunteers and staying in touch with them frequently,they will begin to create an attachment to the affiliate andthe project even before they arrive. Thus they are morelikely to show up on the day of the project and want tostay involved with your program for future volunteer opportunities.During the Project: EngagementVolunteer management incorporates elements of projectand volunteer management. Having a well-planned andwell-run project will make the volunteer experience moreenjoyable and meaningful, thus they will be more likely toengage in future service. On the day of the project, designatean area for volunteers to “check in.” This will allowyou to better manage volunteers that attend the project49
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14.4 Basic Air Force DoctrineAF Doc
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earthquake-stricken Haiti. The worl
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15CHAPTER 15ORGANIZATIONAL CULTURE
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Review. This action strives to unco
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CONCLUDING THOUGHTSIn an ever-chang
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16CHAPTER 16STRATEGIC COMMUNICATION
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hidden areas can act as cultural ho
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interests and, at worst, as a gun s
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Photo courtesy of the familyThe LEA
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THE CADET OATHI pledge that I will