managing volunteers a step by step guide volunteer centre Ionad d Obair Dheonach Corcaigh

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1 managing volunteers a step by step guide volunteer centre Ionad d Obair Dheonach Corcaigh C O R K

2 volunteer centre Ionad d Obair Dheonach Corcaigh C O R K No. 70 Shandon Street, Cork The process of developing this toolkit started in March 2008 with research entitled Improving Local and Community Development Structures and Programmes. The research examined the current situation in relation to community participation and representation in Cork City. Practical steps to strengthen community participation in Cork City were identified and actions undertaken to ensure that the most marginalised people in the city are represented effectively in community participation structures. This is a step by step guide to supporting and guiding volunteers in your organisation. The aim of the toolkit is to assist groups to recruit, retain and support volunteers, ensuring that they are equipped and motivated to undertake tasks, included in relevant activities and have opportunities to share their skills and gain new experiences. Thank you to the Making it Work in Cork working group that had responsibility for preparing this document. one voice One Voice Communications

3 1 Contents Table of Contents Introduction Recruitment Induction Maintenance Development Rewards Appendix of Forms Cork Volunteer Centre has no responsibility for the actions of any organisation advertising a volunteer role, particularly in regards to their volunteer selection and management practices. All roles are advertised in good faith and it is up to each potential volunteer to ensure as much as possible that the organisation they intend to volunteer with can meet their needs. Likewise Cork Volunteer Centre has no responsibility in relation to the suitability of any potential volunteer for a volunteer role and no responsibility for the actions of any volunteer while volunteering with an organisation.

4 2 Cork Volunteer Centre Ionaid d Oibrí Deonacha Corcaigh Recruiting, placing and supporting volunteers. Introduction to Cork Volunteer Centre We aim to provide a free, high quality volunteer placement service in a friendly and professional manner where volunteering is the focus of our work. Our primary function is to match individuals and groups interested in volunteering with appropriate volunteering opportunities. We also offer professional support, advice and training to organisations according to their volunteering needs so that they can achieve best practice principles in volunteer management. For further information please visit: Our Step by Step Guide Recruitment Induction

5 A step by step guide to managing volunteers 3 Introduction This is a step by step guide to supporting and guiding volunteers in your organisation. Its aim is to assist groups to recruit, retain and support volunteers, ensuring that they are equipped and motivated to undertake tasks, included in relevant activities and have opportunities to share their skills and gain new experiences. Whether you involve 1 or 100 volunteers, your organisation needs to ensure it manages volunteers effectively. Non-profit organisations should find useful tools and tips in this document to help manage volunteers, ensuring that organisations and its volunteers benefit from each other. At Cork Volunteer Centre, you can: Talk to someone about the who, what, where, when and why of volunteering. Find out about volunteering opportunities without having to make a commitment. Get information on hundreds of different volunteering opportunities. Get ongoing support and advice. Maintenance Development Rewards Achievement

6 4 Cork Volunteer Centre Ionaid d Oibrí Deonacha Corcaigh Finding the right volunteer for you can be achieved by following this simple procedure. Recruitment of Volunteers as part of your Organisation Volunteers that have contact with vulnerable people such as children, older people or people with disabilities may have to be garda vetted by the organisation. We highly recommend that organisations check volunteers references before offering an opportunity to them. Register Register your organisation and volunteering opportunities with Cork Volunteer Centre (see form A). Include the volunteering task/ opportunity. The Volunteer Centre will give your contact details to the volunteers registered with us. Volunteers will then contact you. Interview Interviewing potential candidates is an essential part of your volunteer recruitment process. Vetting When working with vulnerable clients, vetting is a requirement in some organisations (see form B). Steps to Recruiting Volunteers for your Organisation Register Interview Vetting

7 We can help to source volunteers to suit you 5 Recruitment Skills Identify the skill set of the volunteer and how this can be applied effectively for the mutual benefit of your service and the volunteer. Role Description A written role description should detail the tasks expected of the volunteer throughout their involvement while outlining the aims and objectives to be achieved (see form C). Suitability A suitable candidate will easily fit in with your organisation s goals and ethos. Welcome The volunteer should be welcomed into your organisation. Ensure that they are introduced to staff members. This will help them to feel like part of the team. Skills Role Description Suitability Welcome

8 6 Cork Volunteer Centre Ionaid d Oibrí Deonacha Corcaigh Induction to the organisation is an important first step to making a volunteer feel welcome in a new environment. Give Volunteers the right Start Ensure that your volunteer has a welcoming, informative and rewarding first day at your organisation. Volunteer Agreement A volunteer agreement establishes guidelines and role expectations for both parties. Go over this role and its position in the overall structure. Outline the importance of confidentiality within the service (see form D). Develop a volunteer policy for your organisation. A written policy sets out a clear structure for best practice when managing volunteers (see form E). Please note that at Cork Volunteer Centre, while we are delighted to offer support and advice to organisations in developing volunteer policies, we do not provide specific volunteer policies to any individual organisation. Induction Give a tour of the workplace and the facilities available. Show the volunteer their designated place of work. Give a brief history of your organisation and its mission plus an overview of the services you provide. Steps to Introducing Volunteers as part of your team Agreement Induction

9 Registered organisations can post their vacancies to our online database 7 Induction Training Share your experience and show the volunteer how to make the most of their placement by discussing the specifics of the task at hand. Ensure that the volunteer is fully acquainted with any equipment that may be used in the course of the placement. Consultation Keeping the lines of communication open is important. Regular meeting with the volunteer can prove mutually beneficial in encouraging feedback and suggestions and evaluating progress. Planning It s better to be well-organised before working together with volunteers. An effective Volunteer Programme should include important details such as scheduling, workspace and standard practice. This helps the whole process to run more smoothly and productively. Support You can offer support in many ways. Financial: It is generally expected that volunteers be reimbursed for receipted out-of-pocket expenses incurred directly as a result of volunteering activity. The remuneration of items such as travel expenses to and from the placement, is entirely at the discretion of the organisation. Motivational: Create a volunteer experience that allows the individual to engage their motivation and skills in a productive and rewarding way. Developmental: Listen to the volunteer s needs and discuss ways in which to improve the placement and help to make the placement as successful as possible. Emotional: Be available and allow volunteers to voice any areas of concern. Training Consultation Planning Support

10 8 Cork Volunteer Centre Ionaid d Oibrí Deonacha Corcaigh A positive and enthusiastic climate encourages people to continue to volunteer. Give your Volunteers a great Experience Supporting your volunteers is key to progress. Inclusion Create a friendly atmosphere ensuring that the volunteer is included in relevant activities or social events. Teamwork Volunteering within a group can enhance self-esteem. A sense of belonging within a working group can produce healthier, happier volunteers. Both staff and volunteers should see themselves as equal partners within a team. Co-operation Common goals and values can enhance co-operation between staff and volunteers. This helps to create an attachment to the project, staff and clients. Maintenance Clearly outline expected responsibilities, provide interesting and relevant tasks and effective supervision. Steps to Maintaining your volunteers Inclusion

11 We can offer support and advice to help you 9 Maintenance The creation of a great workplace, one which encourages positive social relationships and builds on the personal motivations of the volunteers, provides a worthwhile and rewarding placement which is beneficial to all involved. The top ten reasons why volunteers leave unexpectedly: The experience was not what they had expected. Employees treated them as an inconvenience. Isolation from other volunteers. No consistency in the tasks. Not knowing how to say that they wanted to leave. A lack of input in decision making. The atmosphere was impersonal, tense or cold. The physical environment did not support their efforts. No one smiled at them. They were under-utilised. Teamwork Co-operation Maintenance

12 10 Cork Volunteer Centre Ionaid d Oibrí Deonacha Corcaigh Make You can help volunteers to feel a sense of value by showing them your commitment. Volunteers feel valued by You Never assume that volunteers know they are appreciated. Recognition of their contributions should be part of the operations of the organisation. Contribution Volunteers join an organisation because they want to help, so it is essential that you do everything you can to facilitate this. Volunteers should have their efforts acknowledged. Value Volunteers will strive to spend their time in settings where they are valued. This may be found in the social aspect of the placement, the work objectives of the role or the fact that they are contributing to the community. Programmes that enable volunteers to do good volunteering, in a good setting, with good people are uniquely positioned to provide this sense of value and accomplishment. Steps to Developing your volunteers Contribution Value

13 We offer training on volunteer involvement 11 Development Acknowledgement The most effective volunteer recognition occurs in the day-to-day interchange between the volunteer and the organisation through the staff expressing sincere appreciation and thanks for the volunteering tasks being undertaken by the volunteer. Volunteers give up their personal time to participate in activities, so it is important to thank them for their contribution. Progress Do not assume that a volunteer who is with the project long-term always wants to do the same role. Volunteers have combinations of needs, which may change over time. Evaluate their needs regularly to help them feel a sense of progress (see form F). Gaining New Skills Provide opportunities for volunteers to gain new skills, by offering new tasks, providing training or allowing them to shadow staff. Acknowledgement Sense of Progress Gaining New Skills

14 12 Cork Volunteer Centre Ionaid d Oibrí Deonacha Corcaigh Hugely rewarding experiences can be achieved by everyone. Being a Volunteer can be very Rewarding You can assist volunteers in re-affirming their commitment by pro-actively helping them to meet their motivational objectives. Many rewards are offered to volunteers and often include the following: Experience Working on a voluntary basis can provide individuals with experience that can be useful on entering the workplace or education. Social Networking Volunteering is an effective way of increasing your social network. Friendship One of the known benefits of volunteering is the opportunity to form friendships and meet people within the community. Rewards Giving and receiving can be hugely rewarding on a personal level. Achievement When an effective volunteer programme is put in place in an organisation, the end result for all concerned is achievement. Steps to Achievement Experience Social Networking

15 Last year, we had over 600 volunteers register with us 13 Rewards Important things to remember: Volunteers are not free. They need you to invest in them. They cannot substitute paid employees. You can acknowledge their efforts with a thank you. Develop ways to allow your volunteers to have more fun. When in doubt, ask them what they would like to achieve. Make them feel involved by asking for their opinion. Don t forget to smile. This is the easiest way to make someone feel at ease. Friendship Rewards Achievement

16 14 Cork Volunteer Centre Ionaid d Oibrí Deonacha Corcaigh You can photocopy the following sample forms to use, or you can look at them for inspiration when creating your own* Appendix of forms Form A: Volunteer Registration Form Form B: Garda Vetting Agreement with Volunteer Centre Form C: Volunteer Role Description Form D: Volunteer Agreement Form E: Volunteer Policy Agreement Form F: Volunteer Supervision * Please note that the forms are sample forms only. You have full permission to photocopy and use these for your own organisation, or to use parts of the information given. It must be noted that they may not be suited to every organisation and should be read carefully before use.

17 Volunteer Registration Form Name: Address: Tel No. What areas of work would you like to volunteer in? Do you have any skills/qualities which may be useful in volunteering? Why do you want to volunteer with us? How long do you intend to volunteer for? How frequently are you available to volunteer? Once a week Once a month A specific project Do you have any specific support needs which we should take into account? Yes No If yes, please give details: How did you hear about our organisation? Signed: Date:

18 Garda Vetting Agreement between Volunteer Centre and Organisation Statement of Policy: The Volunteer Centre, as part of its service to support and promote volunteering, will act as an authorised signatory for garda vetting within Cork city and county for organisations that do not have access to an authorised signatory within their organisation. Volunteer Centre and Organisational Agreement: The Volunteer centre will provide a service for voluntary organisations to acquire Garda Vetting. This service will only be provided to voluntary organisations and is not available to individuals to acquire garda vetting. There must be one named person (designated vetting officer) within the voluntary organisation to whom the VOLUNTEER CENTRE can pass on relevant material on potential volunteers should the need arise. This person must be available to meet with potential volunteers along with the VOLUNTEER CENTRE should any issues arise with the volunteers vetting form. It is the responsibility of the local organisation to furnish their volunteers with Garda vetting forms (available from the volunteer centre) and to ensure that these forms are returned to the VOLUNTEER CENTRE. Vetting forms will NEVER be returned directly to the volunteer centre by the volunteer but will be gathered by the named person. Whereas the VOLUNTEER CENTRE will hold on file the volunteers vetting details in a confidential manner, it will always remain the responsibility of the local organisation to decide whether a volunteer is suitable to volunteer with their organisation. The volunteer centre will reserve the right to discontinue this service for any organisation which the VOLUNTEER CENTRE deems not to have abided by agreed good practice procedures.

19 Volunteer Role Description Name of non-profit organisation: Volunteering Role: Volunteering Tasks involved: Skills required: Length of time required: Hours per week/ month: Location for volunteering: Any other details: Signed: Date:

20 Volunteer agreement This agreement is intended to indicate the seriousness with which we treat our volunteers. We want to assure you of our appreciation of your services and to indicate our commitment to doing the very best we can to make your volunteer experience here a productive and rewarding one: The Organisation: We agree to accept the volunteering services of: beginning on and we commit to the following: To provide adequate information, training and assistance for the volunteer to be able to meet the requirements and responsibilities of their placement To provide supervisory support to the volunteer To respect the skills, dignity and individual needs of the volunteer To be receptive to any comment from the volunteer regarding ways in which we might better accomplish our respective tasks together. To value and recognise the volunteer as a significant resource in achieving the goals of the organisation The Volunteer: I agree to serve as a volunteer and commit to the following: To fulfil my role as outlined in the attached description To perform my volunteering role to the best of my ability To follow the organisation s procedures, standards and policies, including record-keeping requirements, and health and safety, equal opportunities and confidentiality in relation to staff, volunteers and users To meet time and duty commitments, except in exceptional circumstances, or to provide adequate notice so that alternative arrangements can be made Not to act in a way that will conflict with the aims and objectives of our organisation or in a way that may undermine the work of our organisation Signed: (On behalf of organisation) Signed: (Volunteer) Date: This agreement is binding in honour only, and is not intended to be legally binding contract between us. Neither of us intends any employment relationship to be created either now or at any time in the future. This agreement may be cancelled at any time at the discretion of either of the parties.

21 Volunteer Policy agreement The primary aim of the following organisation is: This organisation recognises that in order to achieve this aim we need to involve volunteers in our work. We regard volunteers as a valuable resource and encourage them to get involved at all levels of the organisation and within all appropriate activities. We aim to support and supervise our volunteers to the best of our abilities, and to act quickly and fairly if difficulties arise. It is essential that we present a model of good practice in volunteer management. Procedural Guidelines 1. General principles 1.1 Purpose of document The purpose of this internal document is to provide guidance on all aspects of volunteering at: It does not constitute a binding contract. It supplements other policies and procedures, as well as our definition of volunteering, our mission statement and our value base. These procedures apply to all volunteers who undertake tasks on behalf and at the direction of 1.2 Responsibility The Volunteer Co-Ordinator is responsible for ensuring that the policy and the procedures in this document are implemented efficiently and effectively. All other staff and volunteers (including voluntary management committee members) are expected to facilitate this process. 1.3 Eligibility will consider involving anyone as a volunteer. Individuals must, however, be able to demonstrate a commitment to the aims of the organisation and may only be placed if their needs as volunteers match the needs of the organisation. No person who has a conflict of interest with any aspect of the organisation will be accepted as a volunteer. 1.4 Working conditions Volunteers are treated as full members of the organisation s team. They are treated equally and fairly and are included in the organisation s functions and decision-making processes wherever practical. Volunteers are provided with appropriate work sites and have access to the space, equipment and facilities necessary to volunteer effectively and comfortably. 1.

22 1.5 Volunteering times Volunteering times are negotiated between the Voluntary Co-Ordinator and the volunteer and are as flexible as the tasks allow. Voluntary time commitment is never expected to match that of full-time paid staff, but unscheduled absences can create organisational problems. When expecting to be absent, volunteers should inform their supervisor as soon as possible, so that alternative arrangements can be made. 1.6 Appropriate behaviour Volunteers are expected to work within the policies and procedures of and adhere to its ethos. As representatives of the organisation, they are responsible for presenting a positive image of the organisation to the outside world. 1.7 Representation of our organisation Volunteers must seek prior approval from the organisation s Volunteer Co-Ordinator before undertaking anything that might affect the organisation. This includes, but is not limited to, statements to the press, joint initiatives with other bodies, and agreements involving contractual or financial obligations. 1.8 Confidentiality The organisation respects the volunteer s right to privacy and confidentiality. In turn, volunteers are responsible for maintaining the confidentiality of all privileged information to which they are exposed while volunteering with the organisation. 1.9 Records A system of records is maintained on all volunteers, including dates and times of service, tasks performed, evaluation of volunteering work, etc. Volunteer records are considered confidential Service at the discretion of the organisation Any voluntary service is at the discretion of the organisation. The organisation may at any time decide to terminate a volunteer s relationship with the organisation with a valid reason. Likewise a volunteer may at any time decide to terminate their relationship with the organisation. It is good practice for a volunteer to give a reason for leaving. Notice of such decisions should be communicated at the earliest opportunity, preferably in writing. 2.

23 2. Recruitment 2.1 Role descriptions and person specifications Like paid staff, volunteers require a clear and accurate description of the tasks and responsibilities they are expected to undertake. Prior to any volunteer assignment or recruitment effort, a role description must be developed for each voluntary opportunity. This must include a title of the volunteering role, starting and finishing dates, hours and place of work, name of supervisor and tasks to be undertaken. If appropriate, a brief person specification may also be drawn up. The role description may be amended in joint agreement with the volunteer and the Volunteer Co-Ordinator. A copy of the final version will be given to the volunteer before commencing voluntary work, as it will be used in supervision and evaluation sessions. Role descriptions must define a time limit (no longer than one year) for voluntary involvement, after which time they are reviewed, and updated if appropriate. 2.2 Applications Volunteers are recruited on a pro-active basis by the organisation using publicity avenues that are suitable for the roles that need to be filled. Potential volunteers may also apply speculatively. Volunteers are recruited in accordance with the organisation s equal opportunities policy. All volunteers are required to complete an application form. 2.3 Interviews If necessary, applications are short listed and suitable candidates are invited to attend an informal chat with the Volunteer Co-Ordinator, to ascertain their interest in and suitability for the role. Written records of all interviews are kept. All unsuccessful candidates are thanked for applying and encouraged to reapply for other volunteering opportunities, either current or in the future. 2.4 Checks for suitability References are always taken up. Other checks may also be completed (for example, ascertaining professional qualifications). Volunteers are always warned in advance of the intention to make these checks. If they refuse permission and cannot provide an acceptable reason, they will not be placed. 2.5 Appointment Formal appointments are made only after the role description has been agreed and all necessary checks have proved acceptable. No placements are made unless the requirements of the volunteer and the volunteer s supervisor can be met. We suggest that volunteers disclose to their volunteer manager any chronic illness such as epilepsy, asthma, bipolar, cardiac problems, bleeding disorders, food allergies, insect allergies and/or medical allergies in order to receive appropriate support from the manager. 3.

24 3. Training Volunteers are invited to participate in the in-house training provided by the organisation. The Volunteer Co-ordinator should ensure that this training will be supportive to the volunteer in undertaking tasks within the organisation. 3.1 Induction All volunteers will receive induction when they begin voluntary work with the organisation. This consists of a general introduction to the organisation, as well as a specific orientation on the purposes and requirements of their volunteering role. 3.2 On-the-job training Volunteers receive initial and ongoing on-the-job training to provide them with the information and skills necessary to perform their tasks well. The training should be appropriate for the demands of the position and the capabilities of the volunteer. 4. Supervision 4.1 Lines of communication Lines of communication should operate in both directions and should exist formally and informally. Volunteers should have access to all appropriate information, materials and meetings relevant to their assignments. Volunteers should be consulted on all decisions that would substantially affect their volunteering conditions. 4.2 Supervisors Each volunteer should have a clearly identified supervisor who is responsible for the day-to-day management of that volunteer. 4.3 Supervision sessions Volunteers receive regular appraisals of their work, based on their role descriptions. Evaluation sessions may take place every two months between the volunteer and his or her supervisor. These review the performance of the volunteer, suggest any changes in work style, seek suggestions from the volunteer on means of enhancing the volunteer s relationship with the organisation, convey appreciation to the volunteer and ascertain the continued interest of the volunteer in serving in his or her role. These sessions also serve as an opportunity to plan future tasks. 4.4 Corrective action If appropriate, corrective action may be taken following changes in the volunteer work style. Examples include the organisation providing training for an identified need, the reassignment of a volunteer, or the dismissal of a volunteer. 4.

25 4.5 Dismissal Volunteers who do not adhere to the organisation s rules or who fail to perform their volunteer assignments satisfactorily may be subject to dismissal. No volunteer s involvement will be terminated in writing until the volunteer has had an opportunity to discuss the reasons for possible dismissal with their supervisor. Grounds for dismissal include, but are not limited to, the following: gross misconduct, being under the influence of drugs (including alcohol), theft, misuse of equipment and materials, abuse of clients and co-workers, breaches of confidentiality, failure to abide by the organisation s policies and procedures and failure to complete duties to a satisfactory standard. 4.6 Concerns and grievances If volunteers are not satisfied that issues relating to their volunteering are being handled appropriately, they are entitled to have their concerns reviewed by the management committee. The management committee will discuss the issue as soon as practical after receiving a written complaint, and take appropriate action. The chair of the management committee makes the ultimate decision. 4.7 Exit interviews Where possible, an informal exit interview is held with any volunteer who is leaving the organisation, either because they have reached the end of their project, or are leaving for some other reason. The session should ascertain why the volunteer is leaving, how they found the volunteering experience and what suggestions they offer to improve the way the organisation operates. The offer of a personal reference for future employment etc. is made to each volunteer. 5. Support and recognition 5.1 Support The organisation endeavours to provide the support necessary to encourage and empower volunteers to make a meaningful contribution and gain significant benefits from their voluntary work. Support forms part of the regular supervision sessions and gives volunteers a safe setting in which to express themselves, let off steam and discuss how they feel about volunteering. The organisation s Volunteer Co-Ordinator will always try to be available to volunteers who require support in other areas that are affecting their performance. 5.2 Recognition Volunteers provide a unique service to the organisation, the benefits of which are difficult to quantify. It is essential that their efforts are recognised and rewarded. 5.

26 5.3 Expenses It is entirely the decision of the organisation to offer to reimburse any receipted out-of-pocket expenses. The organisation must consider that they are setting a precedent by offering expenses to a volunteer. Organisation s budgets must be considered and most volunteers are giving their time free of charge. If the volunteer is representing the organisation at an event, expenses should be considered for this task. 5.4 Insurance Insurance is provided by the organisation to cover all volunteers working on behalf and at the direction of the organisation. 6. Monitoring and evaluation 6.1 Volunteer involvement The organisation monitors and evaluates volunteer involvement in the organisation on a regular basis and seeks to make ongoing improvements. 6.2 Feedback Constructive feedback on this document is always welcome. It should be given to the organisations Volunteer Co-Ordinator who will ensure that it is considered fully. Signed: (On behalf of organisation) Signed: (Volunteer) Date: 6.

27 Volunteer supervision Volunteer member: Date of meeting: Major tasks achieved since last meeting (from approved volunteer task description, workplan): Outstanding tasks (any overdue tasks due for completion from approved task description, workplan): Upcoming major tasks until next meeting (any overdue tasks due for completion from approved task description, workplan) Meetings attended: Training needs and support needs: Organisation team environment: Other issues raised and follow up required: Signed: Date:

28 This booklet has been supported and funded by Cork City Council.