Volunteer Management
Many nonprofits rely on volunteers to implement or expand their programs. Other nonprofits feel
like they could benefit from volunteers but are not sure how to integrate volunteer positions into
their structure. In this Topic of the Month, we will discuss best practices for recruiting, screening
and training volunteers so that they will have a positive experience with your organization and
your organization will benefit from their service.
Prepare for a Volunteer
From a legal and logistical standpoint, volunteers are not staff. However, an organization should
view recruiting, screening, training and managing volunteers in much the same way that you
would an employee. This begins with having clear goals for a volunteer position.
Before you begin recruiting for volunteers, work with program staff to identify volunteer needs.
Once you have an idea of how volunteers could be used, develop a short job description that
includes the volunteer’s specific roles and responsibilities, the time commitment (one-time, ongoing, how many hours per week/month), and any specific skills that they might need.
Recruit and Screen Volunteers
Once you have a job description and a good idea of how a volunteer could help your
organization, you can begin to recruit the ideal person. Begin this process by asking your board
of directors and committees if they know of anyone who would be interested in the volunteer
position you have identified. As leaders and volunteers in the organization, they are well suited
to know others with similar skills and interests and can also explain their interest in the
organization to potential volunteers.
Corporations can be another good place to recruit volunteers, as many now encourage
employees to become actively involved with one or more nonprofit organizations. Look for
corporations that have headquarters or a strong presence in your community and contact their
human resources department to see if they will post your volunteer opportunity.
Once you have people who are interested in the volunteer position, it is important to have an
application or interview process that screens a volunteer for their suitably in much the same way
that you would interview or screen an employee. Most organizations will ask a volunteer to fill
out a standard application form that asks them to include relevant skills and an outline of why
they are interested in volunteering with the organization. If possible, it is good practice to
interview potential volunteers to make sure that their expectations of the position match your
needs.
If a volunteer will be working with vulnerable populations, including children or anyone with
mental illness, they should be interviewed by more than one person to ensure that they are an
appropriate fit for your clients. In addition, references should be contacted for any volunteer who
wants to serve a vulnerable population.
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While the application and screening process should not be onerous, a good process
underscores the importance of the volunteer’s position within the organization and can help
eliminate any individuals who might not be committed to being a longer-term volunteer.
A few legal reminders:
• A volunteer is not an employee. Because of this, a volunteer cannot replace any current
position that is held by a volunteer. Make sure that your volunteer job description is not the
same as the job description for any of your paid employees.
• While not always required by law, it is very good practice to do background checks on any
volunteer who will be working with children or youth. Under the Volunteers for Children Act
(VCA), organizations can access submit background check requests through their state’s
criminal history repository once they are determined to be a “qualified entity” eligible for
access. The contact for the criminal history repository can typically be found on a state’s
Department of Justice website.
• While not legally required, it is good practice for an organization to have policies about how
volunteers are recruited and screened so that all applicants and volunteers are treated in the
same way.
Training Volunteers
Once you have identified a potential volunteer candidate, you should provide them with a letter
that outlines the scope of the volunteer service and your expectations for them. Some
organizations request that volunteers counter-sign the letter to indicate their acceptance of the
responsibilities.
Because volunteers can be the lifeblood of your organization, it is important to treat them with
respect and to ensure that they fully understand your organization’s history, culture and values.
We recommend starting a volunteer experience by having an introductory session that outlines
your organization’s mission and programs, and why their role as a volunteer is important. This
can be created on a PowerPoint or similar presentation that includes photos of key staff, clients
and programming sites. Standard organizational policies, such as no tolerance for violence or
sexual harassment, should also be reviewed. This type of organizational introduction can also
demonstrate that the organization expects a high level of commitment and proficiency from
volunteers.
The organization should also consider creating a volunteer handbook. This should include:
• Mission and history of the organization.
• Organizational chart and list of board committees.
• Description of main programs.
• Operational policies, including access to the building, identification cards, and
emergency evacuation procedures.
• Expectations for conduct and behavior.
• Prohibited conduct, such as violence and harassment.
• Policy on reimbursement of expenses, if applicable (many organizations will reimburse
mileage at the standard IRS rate and/or funds spent on program-related materials if
purchases are approved in advance by program staff).
After the volunteer completes an orientation, they can be introduced to the program staff person
who can provide any additional training that they may need. It is important for program staff to
realize that it may take an investment of time and training before a volunteer can perform at the
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level that is expected.
Supervising Volunteers
Because organizations are grateful that people are giving their time, they can be hesitant to
supervise, discipline or fire volunteers. It is important to remember that while volunteers are
valuable assets to an organization, they are still individuals who may need guidance on how to
be effective in their role.
The program manager should meet with the volunteer on a weekly basis to briefly check in to
make sure that they know what they are supposed to do and to answer any questions they may
have. On a monthly basis, the program manager should have a sit-down conversation with the
volunteer to ensure that the organization’s expectations are in alignment with the volunteers
performance and contributions thus far. If a volunteer is not completing his or her role as
envisioned, provide guidance on how they can perform better.
Although not an ideal scenario, it is important to remember that volunteers can be fired. In the
event of misconduct or negligence, they must be fired. Regular check-ins with volunteers can
help the program staff become aware of any issues with volunteers that need to be addressed
before they become significant obstacles.
On the flip side, it is important to ask volunteers about their experience with the organization. At
least once a year, volunteers should be encouraged to fill out an evaluation that asks for their
feedback on how expectations were communicated to them, how they were treated and if they
feel valued for the contribution. By doing an evaluation like this, you will be able to identify and
coach staff who may not fully understand how to communicate effectively with volunteers as
well as identify those who are able to appropriately incorporate volunteers into their program.
Retaining Volunteers
An individual has many choices about what to do with his or her free time. If they are choosing
to invest in you organization, they should feel that their role is valued. Since volunteers are not
compensated in the same way as employees, take time to thank them for their work on a
regular basis, and consider providing a gift or hosting a volunteer appreciation event annually.
Articles for Further Reading
1. A basic overview of working with volunteers:
http://www.minnesotanonprofits.org/nonprofit-resources/management-hr/volunteermanagement/volunteer-management-basics
2. Information about background checks and screening for volunteers:
https://www.privacyrights.org/fs/fs16d-VolunteerScreening.htm
3. Association for Volunteer Administrators (AVA) – Many states or regions have an AVA
that provides helpful tips as well as events and conferences that cover key issues in
volunteer management. http://www.nyava.org/
Kimberly Reeve is a Managing Director, Michelle Fitzgerald is a former Senior Associate in
the New York office. Rachelle Bottenbley is an Associate in the Amsterdam office.
For more information, please visit Cathedral Consulting Group LLC online at
www.cathedralconsulting.com or contact us at info@cathedralconsulting.com.
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