B229 Volunteer Management
VM01
6th
Presentation
1
Learning Outcomes
1)
2)
3)
4)
Identify the motivation for volunteering
Identify the sectors for volunteering
Identify the types of volunteers
Explain the role of a Volunteer Manager/
Volunteer Coordinator
5) Explain the challenges of volunteer
management
2
Problem Analysis
Joy wants to do something
meaningful with her friends.
She wants to do something
for kids.
What motivates people
to volunteer?
What are the
sectors for
volunteering?
Gary wants to volunteer
his professional skills. He
wants to speak to
someone who can answer
his queries.
Who do we talk to in
the volunteer host
organisation we wish
to volunteer in?
Happy wonders if
volunteering will require a
lot of time. She wants to
volunteer in something that
is different from her job.
How much time must a
volunteer commit?
What activities
do I volunteer in?
3
What is Volunteering?
Based on definitions developed by Ivan Scheier
(1980):
Widely accepted definition of volunteering:
1. The activity is relatively unforced;
2. The activity is intended to help;
3. The activity is done without primary or immediate
thought of financial gain;
4. The activity is work, not play.
May be formal through organisations (e.g., volunteer
with a charity/volunteer through one’s workplace) or
informal, without going through any organization (e.g.,
self-initiated – cook and dispatch food to homeless).
4
What is Volunteering?
Volunteers
Give:
5
Motivations to Volunteering
for Individual Volunteer
•
•
•
•
•
•
•
Help others
Widen social / career network
Feel needed
Share a skill
Get to know a community
Do something different from my job
Be challenged
The list goes on….
6
Motivations to Volunteering
for Corporate Volunteer
•
•
•
•
Fulfil corporate social responsibility
Seen as a responsible employer
Good branding
Attract talent as surveys showed that there is an
increasing trend of job seekers wanting to join a
company that is socially responsible
• Foster cooperation and team work among employees
The list goes on….
As a Volunteer Manager, it is important to identify correctly the
volunteer’s motivation in volunteering with your organisation.
This has an impact on volunteer job matching and retention.
7
Volunteering Landscape in Singapore
Individual Giving Survey 2014:
the average volunteer hours in
Singapore grew:
Year 2008
78 hours per volunteer
News clip
Year 2014
to 93 hours per volunteer
to 66 million volunteer hours
45 million volunteer hours
Key findings:
• Most volunteering remained occasional
• Most volunteered through formal means
Source: National Volunteer & Philanthropy Centre, Individual Giving Survey 2014. Retrieved on 3 March 2017 from National Volunteer &
Philanthropy Centre’s website: http://knowledge.nvpc.org.sg/individual-giving-survey-2014-2/
8
Volunteering Landscape in Singapore
Individual Giving Survey 2014:
Corporate Volunteer – Employee Volunteering Programme
Key findings:
Source: National Volunteer & Philanthropy Centre, Individual Giving Survey 2014 Supplement: Employee Volunteerism (2015). Retrieved on
3 March 2017 from National Volunteer & Philanthropy Centre’s website: http://knowledge.nvpc.org.sg/individual-giving-survey-2014-2/
9
10
Demand & Supply of Volunteers
Users of
Volunteers:
Volunteer Host
Organisations
(VHO)
Eg.:
• Charities
• Social
enterprises
• Non-profit
organisations
Suppliers of
Volunteers:
• Individuals
(Youth,
retirees,
housewives,
professionals,
expats)
• Schools
• Community
• Corporate
employees
11
Demand:
Volunteer Host Organisations
• Charities rely on volunteers to support various programmes
as they have limited budget to hire more staff
• See volunteers as additional or ‘free’ resources
• Require volunteers of different skills for different jobs. Eg.,
Admin volunteers, general helper, Committee Members,
Board Members, etc
12
Supply:
Students/
Youth Volunteers
The Digital Generation
Went through CIP/VIA in schools
Key
Characteristics
•
•
•
•
Motivators
• Desire exposure
• Motivated by peers, role models, work in teams
• Desire to be accepted and make friends
Challenges
faced
•
•
•
•
IT Savvy
Social media fans – FB, Instagram, Snap Chat, Whats App, Twitter
Multi-tasking
Stage of exploration
Difficulty in committing to long-term volunteering
Need guidance
Desire for flexibility in time, volunteer role
Uncertain about suitability of skills to the assigned volunteer
role
Adapted from source: The Science & Art of Volunteer Work Design. Retrieved on 3 March 2017 from VC Connect website: http://move.org.sg/web/?attachment_id=1694
13
Supply:
Seniors/Retirees
Seniors/Retired professionals
Full of work and life experiences
Key
Characteristics
• Strong commitment towards family
• Known hard work
Motivators
•
•
•
•
•
Challenges
faced
• Balance between volunteering and family time
• Maintain good health
Desire close-knit relationships with staff and beneficiaries
Desire to share skills and experiences
Want to leave behind a legacy
Want to feel a sense of belonging to the community
Want to feel a sense of usefulness
14
Adapted from source: The Science & Art of Volunteer Work Design. Retrieved on 3 March 2017 from VC Connect website: http://move.org.sg/web/?attachment_id=1694
Supply:
Working professionals
Working Professionals
Possess specialist skills
Key
Characteristics
• Want projects that are of value to themselves, Volunteer Host
Organisations and the society
• Cause-driven and conscious of the values and impact created
Motivators
• Want to make a difference
• Make friends and connections
Challenges
faced
• Balance between volunteering, work and family time
• Life stages affect time for volunteering
• Unable to commit long-term volunteering
15
Adapted from source: The Science & Art of Volunteer Work Design. Retrieved on 3 March 2017 from VC Connect website: http://move.org.sg/web/?attachment_id=1694
Supply:
Companies/
Corporate
Diverse industries and sectors
Company to do good
Key
Characteristics
• Want projects that align to business
• May contribute employees’ time and skills, products, funds
Motivators
• Promote culture of giving
• Develop bonding among staff across business units
• Brand as a responsible corporate citizen
Challenges
faced
• Balance between resources for volunteering and business
• Secure employees’ participation
• Support from management to grant time-off and funding for
employees to volunteer during office hours
Adapted from source: The Science & Art of Volunteer Work Design. Retrieved on 3 March 2017 from VC Connect website: http://move.org.sg/web/?attachment_id=1694
16
Benefits
17
Benefits of having volunteers:
For Volunteer Host Organisations
Source: Volunteer Management Toolkit. Retrieved on 3 Mar 2017 from National Volunteer & Philanthropy website:
http://knowledge.nvpc.org.sg/volunteer-management/volunteer-management-elements/
18
Benefits of Volunteering
For Individual Volunteer
Connects you to others
• Widen social network-make new
friends/contacts
• Increases social and relationship skills
• Strengthen family bonding when the
whole family volunteers together
Good for your mind and body
• Increases self-confidence
• Combats depression
• Helps you stay physically healthy
Brings fun and fulfillment to your life
• Volunteer in areas that you are
interested in
• Pick up new hobby/skills
Advance your career
• Widen career network – eg. Meet
supervisor from the department that
you are keen to join
• Enhance teamwork in a corporate
environment
• Acquire valuable job skills –
leadership skills, communications
skills, organising skills
19
Benefits of Volunteering
For Corporates with Employee Volunteering Programme
Communicate
values to staff
Groom
future
leaders
Benefits
Build
teams
for
Corporates
Help
recruit
and retain
talent
Improve
public
image
20
How to decide where to volunteer?
21
Volunteers: Factors to consider in
selecting volunteering activities
Volunteer’s
motivation
Available
time
Type of
volunteering
Prefer cause
or sector
Direct or
indirect
volunteering
22
Volunteers: Factors to consider in
selecting volunteering activities
• Direct-interact with
beneficiaries. Eg
befriending elderly,
mentor youth,
counsel prisoners
• Indirect- no direct
interactions with
beneficiaries. Eg.
Provide IT support
& maintenance,
help out at
walkathons, create
awareness against
animal abuse
Sectors
Direct
Vs
Indirect
•
•
•
•
Animals
• Family
Children
• Mental Health
Community • People with
Elderly
special needs
• Youth
•
•
•
Types of
volunteers
•
•
•
Episodic/Ad-hoc – Flag Day
Long term – Above 1 year
Short term – 2 weeks, 3
months
Group - Family, school,
corporate, group of friends,
religious group like churches
and Tzu Chi Foundation
Vacation – volunteer while
holidaying overseas
Specialist – Medical doctors,
23
eye surgeons
Volunteers: Factors to consider in
selecting volunteering activities
Individual Volunteer
• Travel time-proximity to home
• Day – weekend, weekday, night
• Frequency – once a week,
fortnight, monthly
• Commitment – one-off, 2 years
• Religion consideration
• Job role-use of expertise vs
learning new skills
Corporate Volunteer
• Does it align with corporate
mission and values?
• Does the local office
volunteering programme align
with the corporate global
employee programme?
• Is there management support?
• Is there a budget allocated for
volunteering activities?
• Is volunteer leave given to
encourage staff to volunteer?
• What sector and volunteering
activities do staff prefer?
• How much time is required?
24
Sustainable Volunteering Programme
Client/
Bizlink wants to set up
a retail shop to sell
cards & gifts made by
its beneficiaries at the
sheltered workshop.
Bizlink does not have
retail expertise.
Beneficiaries
(Eg. People with
special needs)
Organisation
(eg. Bizlink, a
voluntary
welfare
organisation)
Bizlink’s beneficiaries
hope to earn some
income from the sale
of the cards & gifts
they made.
Volunteer
(Eg. Ivy runs 2
gift shops.)
Ivy wishes to
volunteer her
retail
management
skills.
There must be a match/fit between the needs of
the organisation/beneficiaries and volunteer.
Diagram adapted from ‘Volunteer Management, Third Edition, Mobilizing All The Resources Of The Community’ by
Steve McCurley and Rick Lynch.
25
Who manages volunteers?
26
Volunteer Manager/Coordinator
• A volunteer host organisation such as a Voluntary Welfare
Organisation (VWO) may run many programmes and require
different types of volunteers to help achieve its social and
community needs
• A designated Volunteer Manager/Coordinator (VM/VC) to
manage volunteers is one of the key success factors to the
organisations’ volunteering programme.
• A VM can be either a salaried staff or a volunteer, working
part or full time, depending on the needs and nature of the
organisation.
• A VM uses a volunteer management process to help him
manage the volunteering programme in a systematic manner.
27
Volunteer Manager/Coordinator’s Role
within the Organisation’s Structure
VM
Volunteer
• Part or Full time
Salaried staff
• 1 or ½ headcount
Corporate
Voluntary Welfare
Organisation
• VM for the
organisation
• Supported by staff incharge of the
respective programmes
• Eg. Day Care Centre
Supervisor helps to
oversee and manage
day care volunteers
• VM is a designated
role within the
department
• VM is not a designated role.
VM’s portfolio is subsumed
within an existing role
• Eg. Corporate
Citizenship
• Corporate Social
Responsibility
• Community Affairs
• Community Relations
• Employee Volunteer
Committee
• Eg. Corporate
Communications Manager
• Public Relations Manager
• Marketing Communications
Manager
• Staff Recreation Club
28
Role of a VM/VC
Manages the Volunteer Management Process
Needs Assessment &
Programme Planning
Job development and
design
To look at
each step in
detail in the
subsequent
lessons
Staff involvement
Recruitment
Interviewing and matching
Orientation and training
Supervision and
Motivation
Management
Support
Recognition
Evaluation
Community
Involvement
29
Importance of Volunteer Management
• Effectively integrate volunteers into the
volunteer host organisation to achieve the
organisation’s mission and goals.
• Effectively attract and retain committed
volunteers
30
Importance of Volunteer Management
Source: Volunteer Management Toolkit. Retrieved on 3 Mar 2017 from National Volunteer & Philanthropy website:
31
Challenges in Volunteer Management
32
Challenges in Volunteer Management
Issue
Challenges Posed
Possible Solutions
• Recruitment
• Recruiting volunteers is an
• Be clear on when does your
on-going and time-consuming
organisation require
process. Volunteers come
volunteers.
and go. Some lose interest in • Explore recruiting via social
volunteering while others
media channels
may resign due to changes in • Have a volunteer retention
their personal or work
strategy in place
circumstances.
• No time to train
• Generally, a volunteer host
organisation may either have
half or a full head count VM
to manage all its volunteer
programmes. The volunteer
manager may have little time
or budget to train new
volunteer.
• Explore e-learning training
• Appoint senior volunteer as
mentor to train and guide
new volunteers
33
Challenges in Volunteer Management
Issue
Challenges Posed
Possible Solutions
• Keeping volunteers
interested
• People volunteer for a variety
of reasons. Some enjoy the
social aspect of volunteer
work, while others may want
to volunteer their expertise.
Keeping volunteers
interested is a common
challenge faced by volunteer
manager.
• Identify the volunteers’
motivation and match
them to volunteer job that
aligns to their motivation
• Have a volunteer retention
strategy in place
• Support from staff
and management
• Staff may see volunteers as
competitors for their jobs
and may not be supportive of
having volunteers.
• Management may not be
supportive and provide time
and fund for employees
volunteering
• Get buy-in before setting
up a volunteer programme
• Provide clear job
descriptions for volunteers
and staff.
• Clarity in roles and
expectation between staff
and volunteers
• Train staff in good
volunteer management
34
Challenges in Volunteer Management
Issue
Challenges Posed
Possible Solutions
• Trend shifts from
long-term to shortterm volunteering
• Generally, a charity requires
long term volunteers
• Mismatch of needs between
organisation, beneficiaries
and volunteers
• Downsizing of the job
scope to make the job
more manageable
• Mindset shift - be more
creative in volunteer role
design, retention strategies
and recruitment techniques
• Many competing
causes
• Volunteer host organization
competes for volunteers as
there are various causes for
volunteers to choose from.
• Volunteer retention
strategy is important to
retain volunteers.
• Develop volunteer career
path to groom volunteers
for a bigger role.
35
36
Application to Problem
Who
Motivation
Types of volunteer
Joy
Help others-love kids
Long term, short term, Children/
group (with friends or Youth
religious groups)
Direct. Eg
mentoring, tuition
Happy Do
something
different
from her job
Episodic, group
(friends, family,
corporate employee
volunteering)
Various
Indirect. Eg. Flag
day, ushers at
events
Gary
Episodic, long term,
short term, group
(with his legal firm or
rally fellow lawyers
and form a group)
Various
Direct. Provide legal
advice to either
voluntary welfare
organisations or
individual
beneficiaries
Apply his
professional
skills
Sectors
Direct or indirect
37
Application to Problem
To ensure a successful volunteering experience for the volunteers,
the volunteer manager plays a key role.
He/She can answer Joy, Happy and Gary’s queries on volunteering,
and share more about the needs of the organisation and its
beneficiaries, the volunteering activities and their requirements.
For a successful volunteering programme, there must be a match of
needs between the needs of the organisation, its beneficiaries and
the volunteers.
38
Conclusion
Volunteers are valuable assets to support an organisation in
achieving its social and community needs.
A designated Volunteer Manager/Coordinator is key in
managing the volunteers through the volunteer management
process.
A successful volunteer management programme will help the
organisation to recruit and retain the right types of
volunteers and together, work towards achieving its
organisational goals.
39
Concept Map
Trends and volunteer landscape
Motivations for
volunteering
Volunteer
Management Process
Demand and Supply Factors to consider
in selecting the
Of volunteers
volunteering
activities
Benefits of
volunteering
•Volunteer Host Organisations
•Individual volunteer
•Corporate volunteer
Types of
volunteers
Sectors
Direct vs
Indirect
Individual vs
corporate
volunteers
Challenges in volunteer
management
40
References
Text Book:
McCurley. S., & Lynch. R. (2011). Volunteer Management: Mobilizing all the resources in the community, (4th Edition). (Chapter 1).
Place of publication: Interpub Group.
Online Articles:
1) Ellis, S J, (n.d.) Why Volunteer? Retrieved on 3 March 2017 from Energize website: https://www.energizeinc.com/art/whyvolunteer
2)
Volunteering And Its Surprising Benefits. Retrieved on 3 March 2017 from Helpguide.org website:
http://www.helpguide.org/articles/work-career/volunteering-and-its-surprising-benefits.htm
3)
Volunteer Management Checklist and Manual 2 – Introduction. Retrieved on 3 March 2017 from National Volunteer and
Philanthropy Centre website: http://knowledge.nvpc.org.sg/volunteer-management-checklist-and-manual/
4)
Challenges In Volunteer Management by Jill Leviticus, Demand Media. Retrieved on 3 March 2017 from Chron website:
http://smallbusiness.chron.com/challenges-volunteer-management-75527.html
5)
Lien, L (18 August 2014), Matching The Supply and Demand of Volunteers. Retrieved on 3 March 2017 from National
Volunteer and Philanthropy Centre website: http://knowledge.nvpc.org.sg/matching-the-supply-and-demand-ofvolunteers2/
6)
The Science & Art of Volunteer Work Design. Retrieved on 3 March 2017 from VC Connect website:
http://move.org.sg/web/?attachment_id=1694
7)
Individual Giving Survey 2014. Retrieved on 3 March 2017 from National Volunteer and Philanthropy Centre website:
http://knowledge.nvpc.org.sg/nvpc-research/research-and-publications/
Videos:
1) Be Someone’s Hero. Volunteer. (Extended Version!) By National Volunteer & Philanthropy Centre. Retrieved on 3 March 2017
from Youtube website https://www.youtube.com/watch?v=jugo7L32hlI
2)
Benefits of Volunteering by Kati Falbo. Retrieved on 3 March 2017 from Youtube website
https://www.youtube.com/watch?v=DuD8Rd61q18
41
6th Presentation
VM02 – Bank in Your Help
6P
B229 Volunteer Management
1
2
Learning Outcomes
• Relate organisational goals to volunteer
programme conceptualisation
• Create projects and activities which meet
volunteer programme objectives
• Identify staff who will be involved in the
volunteer programmes
• Distinguish staff and volunteer manager’s
role in the execution of projects and activities
3
Problem Analysis
Government of Canada collaborates with Furniture Bank on the
Housing First Programme
Housing First is the cornerstone of the Government of Canada’s renewed
Homelessness Partnering Strategy (HPS). It aims to stabilize the lives of
homeless individuals
Conceptualise Housing First, a volunteer-driven programme
Distinguish the roles of staff and volunteers in Housing First
4
Assess organisation’s volunteer needs
• Before you embark on setting up a volunteer
programme, it is important to determine if your
organisation needs volunteers.
• This can be done through an in-house volunteerneeds survey questionnaire and follow-up interviews
to establish where and how to involve volunteers in
your organisation.
• Involve key stakeholders in the assessment. These
include management (for approval, provide
resources) and staff (the volunteer user)
5
Source: Volunteer
Management Checklist and
Manual 3 – Chapter 1:
Concept Stage. Retrieved on
7 March 2017 from National
Volunteer and Philanthropy
Centre website:
http://knowledge.nvpc.org.sg/v
olunteer-managementchecklist-and-manual/
6
Possible volunteer role assignments
Role
Descriptions
Examples
Service based
Volunteers are directly involved in
the services provided by the
organisation. These are clientfacing.
Befrienders, tutoring, music
therapists.
Event based
Volunteers conduct events on a
specific date.
Public awareness campaign/
talks/survey, fundraising,
2D1N camps.
Project based
Volunteers with specialised skills or
commit for a specific time period.
Web designer to design a new
campaign website,
videographer to create a new
volunteer video, conduct client
satisfactory survey between
July to October.
Organisation
based
Board or committee levels where
volunteers are involved in charting
the direction of the organisation and
responsible for its performance.
Board of Council, Public
Relations Committee, Medical
Council, Investment
Committee
General
Volunteers with general skills or are Admin support, data entry,
Adapted
from Source: Volunteer
Management
7 Mar 2016 from National
Volunteer &reception
Philanthropy website:
support
required
onToolkit.
an Retrieved
ad-hoconbasis
manage
http://knowledge.nvpc.org.sg/volunteer-management/volunteer-management-elements/
7
Considerations in
volunteer programme creation
Source: Volunteer Management Checklist and Manual 3 – Chapter 1: Concept Stage. Retrieved on 7 March 2017 from National Volunteer and
Philanthropy Centre website: http://knowledge.nvpc.org.sg/volunteer-management-checklist-and-manual/
8
Volunteer Programme
Conceptualisation Steps
1.Recognise
organisation’s
needs
2.Identify social
issues
4.Plan &
execute
volunteer
programme
3.Set goals &
objectives
for volunteer
programme
9
Step 1:
Recognise Organisation’s Needs
• Corporate: recognises what social responsibility the
organisation has or plan to be involved in
• Charity: identifies which areas of work require
volunteers.
• Eg., KIVA recognises its social responsibility to help
to alleviate poverty.
Source: Kiva Zip Introduction (Sep 2014). Retrieved on 7 Mar 2017 from YouTube websit
https://www.youtube.com/watch?v=Rx6cKAW9vx8 and https://www.youtube.com/watch?v=H8BO_uVklBA
10
Step 2:
Identify Underlying Issue
• What are the underlying issues
faced by the society? Eg.,
Unemployment? Education?
Poverty? Digital Divide?
• Prioritize the issues and select
relevant issues that the
organisational goal can address .
• Eg., KIVA identifies that poverty is
the underlying issue faced by
many third world countries that it
can address.
11
Step 3:
Set Volunteer Programme Goal & Objective
• The volunteer programme goal must
support the organisation’s goal to ensure
alignment.
Organisational Goal
Programme Goal
Kiva’s organisation’s goal is to alleviate
poverty.
Kiva Fellow Programme/Lending Team
allows volunteers to put their skills to
work in support of global microfinance.
They connect Kiva’s staff and the lender
community to the borrowers.
Source: Kiva Fellow (n.d). Retrieved on 7 Mar 2017 from YouTube website
https://vimeo.com/74223087
12
What are Goals and Objectives?
• Goals: An observable and measurable end
result having one or more objectives to be
achieved within a more or less fixed timeframe.
• Objectives: A specific result that a person or
system aims to achieve within a time frame and
with available resources.
 In general, objectives are more specific and easier to
measure than goals. Objectives are basic tools that
underlie all planning and strategic activities. They
serve as the basis for creating policy and evaluating
performance.
13
Goals and Objectives Need to be SMART
• Goals/Objectives must be SMART:
S - Specific
M - Measureable
A - Achievable
R – Realistic
T – Timely
• Example of bad goal:
– Obtain 100% loan amount to support all borrowers.
• Example of a SMART goal:
– Obtain an increase of $100,000 loan amount to
support at least 70% of the borrowers on a yearly
basis over 5 years.
14
Step 4:
Plan & Create Volunteer Programme
• The organisation then creates a project or activity to
support the programme which ultimately supports the
organisational goal.
• KIVA launched a Kiva U project in 2013. Kiva Fellows will
conduct workshops at various universities for the
undergraduates to increase the awareness of KIVA
programmes and recruit new Kiva fellows.
Source: Welcome Video Kiva Fellow Class26 (Jan 2015).
Retrieved on 7 Mar 2017 from YouTube website
https://www.youtube.com/watch?v=6f0pTZ10Pdc
Source: Kiva U: Celebrating a year of impact (Sep 2014). Retrieved on 7 Mar 2017
from YouTube website https://www.youtube.com/watch?v=WN7INGX5F4Y
15
Roles and Involvement
Staff
• Volunteer user,
E.g. Day Care
Centre
Supervisor
needs to
explain to VM
what she
needs
volunteer for,
time,
frequency, and
what types of
volunteers they
need
Volunteer
Manager (VM)
• Draft Job
Description
based on what
staff wants the
volunteer to do
• Recruit
volunteers
• Select & Match
volunteers
• Train
volunteers
• Retain
volunteers
• Conflict
Management
Volunteer
• Carry out the
activities and
tasks set by
the Volunteer
Manager
• Provide
feedback to
Volunteer
Manager on
the programme
16
Roles of Volunteer Manager
Roles of a volunteer manager can be
broadly classified as below:
Planning and
organising
• Plan
recruitment
• Coordinate with
staff that needs
volunteers
Staffing
Leading
Supervising
• Plan volunteer
numbers
• Train new
volunteers on
specific tasks
• Define
volunteer tasks
for projects
under their care
• Provide
facilities
support such as
name badge,
computers, etc.
• Mentor
volunteers
• Train
volunteers in
tasks
• Counsel
volunteers
working on their
projects when
required
• Allocate tasks
to volunteers
during project
executive
• Evaluate
volunteer
performance on
projects
17
Facilities Support
• Once the volunteer programme is created, the organisation
also needs to assess what are the facilities support needed
to support the volunteers in their work.
• Volunteer Manager needs to look into areas such as:
 Access card into the organisation
 Working desk and computer
 Storage space for volunteers’ personal belonging
 Volunteer T-shirt
 Volunteer name badge
 Parking lots
 Insurance
…..and the list goes on
18
Strategies for Good
Volunteer - Staff Relations
Include a statement about
volunteers in the job description
for staff (Eg. responsibility for
supervising volunteers, or staff
need to interact positively with
them.)
Be a role model. Explore how
volunteers can help staff directly
and volunteer manager to set an
example of good staff-volunteer
team.
Strategies for
good volunteerstaff relations
Provide job descriptions for
volunteers. Staff working directly
with volunteers need to be
involved in preparing these
descriptions. This provides clarity
in staff and volunteers’ roles.
Train staff in good volunteer
management skills.
19
APPLICATION
TO PROBLEM
STATEMENT
20
Assess Organisation’s Volunteer Needs
• Before embarking on the volunteer programme, Furniture
Home needs to assess where are the areas that require
volunteers for the Housing First Programme
• This can be done through either survey or face-to-face
discussion with key stakeholders, including government
officers, staff and management of Furniture Home, the
homeless to understand what other areas of needs they
have
• With this information, staff at Furniture Home can decide
what are the areas of work that must be done by staff and
those that can be driven and managed by volunteers
21
Considerations in Bank In Your Help
(BIYH) Programme
Questions
Remarks
1. Are the assignments shortterm or ongoing?
Ongoing and the homeless residents can
volunteer themselves in the self-help group
after they have settled down as well.
2. Are the assignments urgent
and/or critical?
Not critical. It is suitable for volunteers to take
up the role.
3. What is the budget for each
assignment?
Low budget is required (i.e. transportation cost
for moving the furniture, materials cost for
getting paints and brush, light refreshment cost
for volunteers and the homeless residents).
4. Are the assignments limited in
scope?
Yes, the scope of the project can be broken
down into the following tasks:
- Help them paint the house.
- Transport the furniture.
- Bring them around the neighbourhood to
show them the nearest amenities.
22
Step 1:
Recognise Organisation’s Needs
Government of
Canada’s responsibility
is to stabilise the lives
of the homelessness.
Housing First programme’s goal is to reduce the number of Homeless
residents in Canada by providing them with a basic and permanent
place. This achieves both the government’s need to stabilise the lives of
the homelessness and Furniture Bank’s need to provide them with a
‘HOME’ through the donations of furniture.
Furniture Bank’s programme’s goal is to provide the
Homeless residents with furniture to build a “HOME”
rather than a place to stay only.
23
Step 2:
Identify Underlying Issue
• The Housing First programme identified that the homeless
residents constitute a high number of people with serious
mental illnesses (and often addictions). These people
represent a subset of the homeless population who tend to
stay homeless for long periods of time and who are
considered “difficult to house.”
• Residents who are homeless tend to cyclically use
emergency health services, hospitals, and the justice
system, resulting in substantial costs.
• Furniture Bank hopes to address the social circumstances
by providing a home (with furniture) for the beneficiaries from
Housing First programme.
24
Step 3:
Set Volunteer Programme Goals & Objectives
Organisation Goal
Housing First Programme Goal
Furniture Bank’s goal is to build a
“HOME” rather than a place to stay
only.
To allow the community to help
integrate the homeless into the
neighbourhood through donating
their unwanted furniture and helping
them to refurbish their houses to
make it into a “HOME”.
Obtain an increase of 15% of
furniture collected to help at
least 70% of the homeless
residents to build a “HOME” on
a yearly basis over 5 years.
25
Step 4:
Plan & Create Volunteer Programme
• Housing First can introduce ‘Bank in Your Help’ programme
where volunteers are assigned to visit the new homeless
residents after they have been allocated a house.
• These volunteers from the neighbourhood can form a selfhelp group to help the homeless residents build a home with
the furniture from Furniture Bank or the community
(probably some furniture from the neighbourhood self-help
group).
• Volunteers will continue to visit these new homeless
residents regularly to see that they settled in well, assess
other needs they have and connect them with the right
government agencies for help. E.g. find jobs, therapy to
counter their addictions.
26
Roles and Involvement
Staff
Volunteer Manager
Suggest and work with Coordinate with staff and
Volunteer Manager on the volunteers on how to integrate
volunteer
programme the homeless resident to the
design.
neighbourhood.
Work with Volunteer
Manager to define the
roles and job description
for the volunteers. These
include timing for
volunteering, frequency,
numbers, etc.
Volunteers
Carry out the tasks
allocated by the
volunteer manager.
Recruit and train volunteers.
Provide feedback to
These include planning the
volunteer manager (if
number of volunteers required, any).
training the volunteers on how
to approach the homeless
residents, allocating tasks
such as arranging for
transportation of furniture,
befriending, painting the
house, etc.
Provide facilities support such
as volunteer name badge,
access to homeless
information, etc.
27
Conclusion
• Organisation needs to assess if
there is a need for volunteers
• Volunteer Programme Goal must
align with the Organisation’s Goal.
• Goals/objectives have to be
SMART.
• Staff, Volunteer Managers and
volunteers play a part to achieve
the volunteer programme goal.
28
Concept map
Assess if the
organisation
needs volunteers
Recognise
organisation Needs
Are the
assignments shortterm or ongoing?
Identify Underlying
Issue
Plan a Volunteers
Programme
Set Volunteer
Programme Goals
and Objectives
Considerations in
Project Creation
Plan & Create
Volunteer Projects
and Activities
Facilities Support
Are the
assignments
urgent and/or
critical
What is the budget
for each
assignment?
Staff, Volunteer
Manager &
Volunteers Roles
Are the
assignments
limited in scope?
29
Resources
Text
• McCurley S, Lynch R. (2011), Volunteer Management: Mobilizing all the Resources in the
Community , 3rd Edition, Interpub Group (Chapter 2 & 3).
Online
• Volunteer Management Checklist and Manual 2 – Introduction. Retrieved on 7 Mar 2017
from National Volunteer and Philanthropy Centre website:
http://knowledge.nvpc.org.sg/volunteer-management-checklist-and-manual/
•
Volunteer Management Checklist and Manual 3 – Chapter 1: Concept Stage. Retrieved on 7
Mar 2017 from National Volunteer and Philanthropy Centre website:
http://knowledge.nvpc.org.sg/volunteer-management-checklist-and-manual/
•
Volunteer Management Toolkit. Retrieved on 7 Mar 2017 from National Volunteer &
Philanthropy website: http://knowledge.nvpc.org.sg/volunteer-management/volunteermanagement-elements/
•
Managing Staff and Volunteers (n.d). Retrieved on 7 Mar 2017 from DIY Committee Guide
website, http://www.diycommitteeguide.org/code/principle/managing-staff-and-volunteers.
•
Leviticus. Jill (n.d.) Challenges In Volunteer Management. Retrieved on 7 Mar 2017 from
Chron website: http://smallbusiness.chron.com/challenges-volunteer-management75527.html
30
2
LEARNING OUTCOMES
• Explain the importance of manpower planning in a
volunteer programme
• Analyse requirements for each volunteer position
• Relate position requirements to the objectives of the
programmes
• Calculate the optimal number of volunteers required
• Discuss staff’s expectation in creating volunteers’
positions
3
PROBLEM ANALYSIS
4
MANPOWER PLANNING
In any business entity, be it profit or non-profit, human resource
management is an important function. Manpower planning means
deciding on the number and type of human resources required for
each job, department and the organization as a whole, in order to carry
out organizational activities efficiently.
It helps to:
• recruit the manpower required
• assess the surplus or shortage of manpower and take measures
accordingly
• maintain optimum level and structure of human resources
5
MANPOWER PLANNING
• Proper business planning will allow an organization to develop
strategies and plan its manpower resources well to achieve its
organizational goals.
• Similarly, for a volunteer host organization, inclusion of volunteers
during manpower planning allows it to balance the staffing needs of
the organization, and achieve its organizational goals.
For e.g. HCA Hospice Care nursing team is flooded with patient cases
to follow up. Nurses have limited time to attend to patients’ other social
needs. HCA Hospice Care can consider setting up a volunteer
befriender programme and assign volunteer to befriend patient. This
way, it can ease the nursing staff workload and yet, able to meet
patient’s needs efficiency.
6
JOB DESIGN FOR
VOLUNTEERS ROLE
There is a direct relationship between job design and rate of
volunteerism.
The volunteering landscape is changing with time. Volunteers have
lesser time to volunteer, may prefer specific causes to support, and are
unable to commit to long term volunteer assignment. (Recall VM01)
The volunteer host organization needs to keep this in mind when
designing a volunteer role, in order to recruit and retain the right
volunteers. Without which, the volunteer programme is not sustainable.
7
JOB DESIGN FOR
VOLUNTEERS ROLE
Volunteers must know what is expected of them, just as any paid
employee does, and a job description facilitates this.
The volunteer host organization must understand what are the factors that
volunteer considers when selecting volunteering activities (Recap VM01)
Volunteers should be given volunteer assignment that match their
motivation, skills, experiences, etc. (Recap VM01) Eg., volunteers prefer
direct volunteering on a weekend and you assigned the volunteers to
direct volunteering on a weekday. This is a mismatch.
A good job design and match will ensure job satisfaction. According to
Herzberg’s motivation theory, ‘a satisfied worker is a motivated worker’
where the motivation factors include the work itself, responsibility,
recognition and advancement. This applies to volunteer too.
8
CREATING VOLUNTEER POSITIONS
The designing of volunteer positions can either be done by a Volunteer
Manager alone or together with staff who request for volunteers for their
department. The staff may have specific requirements in terms of the job
design and volunteers’ capabilities.
For volunteers to have meaningful
Design Volunteer Positions that: volunteering
experiences,
the
volunteer
positions
must
be
interesting,
rewarding,
utilize
Are Interesting
volunteers’ skills and meet their
interests.
Are Rewarding
Utilize Skills
Explore Interests
The volunteering assignments must
meet the needs of both the
volunteer host organization and the
volunteer who spends his/her time
working without financial incentives.
9
CREATING VOLUNTEER POSITIONS
The Process
Step 1
Step 2
Step 3
10
CREATING VOLUNTEER POSITIONS
STEP 1 – GAIN STAFF INVOLVEMENT
• Find out what staff perceives are its volunteers needs
• The Volunteer Manager should take staff through a process
answer key questions such as:
to
1. What are the parts of your job that you really enjoy?
2. What are the parts of your job that you dislike?
3. Is there any specific project that you have always been
interested in doing, if time permits?
By obtaining staff perceptions and expectations, the Volunteer Manager
is able to help staff identify the various possibilities of how volunteers
may add value to the organization.
STEP 1
11
PRINCIPLES OF
DESIGNING VOLUNTEER POSITION
If a job role is boring or unrewarding, a paid staff would still accomplish it as he
is compensated for doing it. However, if the volunteer position does not provide
any personal satisfaction, the volunteer will quit.
The Volunteer Manager must design volunteer positions that can attract and
retain volunteers.
4 Principles of Designing Volunteer Positions
Ownership
Allow volunteer
to take charge
and has a sense
of ownership to
the role
Authority to Think
Empower the
volunteer to think on
how he could
achieve the volunteer
programme objective
Responsibility
for Results
Hold volunteers
responsible for
achieving results
Keeping Score
Monitor the
volunteer’s
progress and
measure results
12
CREATING VOLUNTEER POSITIONS
STEP 2 - UNDERSTANDING NEEDS
At this stage, both staff and Volunteer Manager will work closely to craft out an
area of work that could be completed by volunteers.
They will identify what are the requirements for the volunteer position and the
optimal number of volunteers needed to achieve the volunteer programme
goals and objectives.
They should keep in mind:
• current trends regarding volunteering – e.g., there are more episodic
volunteers
• range of skills volunteers can bring to the organization, offering positions
in both skilled and non-skill categories.
The requirements for the volunteer position will form the basis to prepare the
volunteer position description in Step 3.
STEP 2
13
OPTIMAL SUPPLY OF VOLUNTEERS
How does the staff and Volunteer Manager determine the number of volunteers
needed for each volunteer programme?
Step
Description
1
Determine the task(s) / project(s) to be assigned to the volunteer and
the time frame needed to complete it. E.g., 3 months
2
Assess the resources within the organization i.e. office space, desks,
telephones, computers, staff supervisors, volunteer mentor, etc.
3
Estimate the work a single volunteer can do within a certain period
,
(E.g.,
4 hours)
4
Estimate the total number of days / hours needed to complete the
assigned task(s) / project(s)
5
Based on the estimated figures, recruit and schedule the volunteers
Note: Volunteers are not paid. Hence, commitment levels may fluctuate. There may be
some days where volunteers may not show up for work. Thus, for planning purpose,
always recruit twice as many volunteers as you need to perform a given task.
14
AN EXAMPLE
Volunteers to pack goodie bags
Step
Description
Application
1
Determine the task(s) / project(s) to Volunteers to complete packing 1,000
be assigned to the volunteer and the goodie bags in 5 days
time frame needed to complete it.
2
Assess the resources within the 1 meeting room to pack and store goodie
organization i.e. office space, desks, bags
telephones,
computers,
staff
supervisors, volunteer mentor, etc.
3
Estimate
, the work a single volunteer 1 volunteer can commit 3 hours to packing
can do within a certain period
a day
4
Estimate the total number of days / Need to pack 1,000 goodie bags in 5 days,
hours needed to complete the which means 200 goodie bags a day.
assigned task(s) / project(s)
Assume each bag takes 5min to pack, each
volunteer will pack (3hrs/5min) 36 bags.
5
Based on the estimated figures, Need (200/36) 5.5volunteers a day.
recruit and schedule the volunteers
Round up to recruit 8 to 10 volunteers to
cater for volunteers who may drop
out/absent or have different speed of
packing.
15
AN EXAMPLE
Volunteers for data entry
Step
Description
Application
1
Determine the task(s) / project(s) to be Complete data entry of 1,000 records in
assigned to the volunteer and the time the shortest possible time
frame needed to complete it.
2
Assess the resources within the 1 laptop available for data keying
organization i.e. office space, desks,
telephones,
computers,
staff
supervisors, volunteer mentor, etc.
3
Estimate the work a single volunteer 1 volunteer can commit 3 hours a day for
can do, within a certain period
data entry
4
Estimate the total number of days / Since there is only 1 laptop, only 1
hours needed to complete the assigned volunteer can enter data per slot of 3hrs
task(s) / project(s)
per day.
Assuming it takes 10min to complete 1
record, 1 volunteer will enter 18 records
(3hrs/10min) per slot per day.
5
Based on the estimated figures, recruit To complete 1,000 records, the Volunteer
and schedule the volunteers
Manager needs (1,000/18) 55.5 days
OR(1,000/36) 27.7 days by having 2
slots of 3hrs data entry per day.
16
CREATING VOLUNTEER POSITIONS
STEP 3 – PROPER DOCUMENTATION
Volunteer Position Description
Once the volunteer position has been created, proper documents should be
prepared. This is akin to a paid staff’s job description. The objectives of having
a volunteer position description include:
1) Lays out the parameters of the work to be done
2)
Outlines the expectations of the programme
3)
Outlines the expectations of the supervisor/staff who will be working closely
with the volunteer
4)
Shows that the volunteer host organisation is structured and professional
The Volunteer Manager needs to identify if the volunteer position requires a
volunteer position description. If the volunteer’s responsibility is simple and
straight forward, a volunteer position description may not be necessary.
E.g., Volunteer to stand at water point to give out water
STEP 3
17
VOLUNTEER POSITION DESCRIPTION
Essential components of a volunteer position description include:
1. Organization/Programme
2. Job title
3. Purpose of the assignment
4. Expectations and responsibilities of the volunteer
5. Time requirements / Commitment
6. Skills or qualifications (if any are required or desired)
7. Orientation and training
8. Benefits
9. Supervision
10. Job location
11. Contact
18
VOLUNTEER POSITION DESCRIPTION
Essential Components
Explanation
Organization/Programme
•
State the organization or programme that
volunteers will be working with
Job Title
•
•
Gives dignity to the job; and
A sense of belonging to the organization
Purpose of assignment
•
Provides a general statement of what the
job is; and
Explains how it relates to the overall
goals of the organization
•
Expectations and responsibilities
•
Outlines the list of
requirements specifically
Time requirements / Commitment
•
Indicates hours required per week or
month
Indicates length of commitment expected
(a start and end date if applicable)
•
Skills or qualifications
duties
and
• Outlines necessary or required skills
• E.g., Do volunteers need to have
computer or technical skills?
19
VOLUNTEER POSITION DESCRIPTION
Essential Components
Explanation
Orientation and training
• Indicates the orientation that the
volunteer will receive (if any)
• E.g., Does this job require training? What
is it, when will it happen, and is it
provided free of charge to the volunteer?
Benefits
• It highlights why the volunteer should be
interested in the job
• E.g., What benefits will they receive? Will
volunteers
have
personal
growth
opportunities?
Supervision
•
Indicates the volunteer’s supervisor and
how he/she can be contacted
Job Location
• It informs the volunteer where the job will
take place and if he/she can work from
home
Contact
• State the contact person that the
volunteer can speak to if he/she has
questions and to sign-up as a volunteer
20
VOLUNTEER POSITION DESCRIPTION
Source: Doing Good Well, Volunteer Management System, A Guide for Non-Profit Organisations,
Chapter 2 from National Volunteer & Philanthropy
21
APPLICATION
Help Bruce evaluate the areas of work that can be managed by volunteers.
Step 1 – Gain staff involvement
You can bring Bruce through a process to answer key questions such as
1. What are the parts of the volunteer programme he enjoy doing?
2. What are the parts of the volunteer programme he dislike?
3. Is there any specific project that he has always been interested in doing, if
time permits?
• Find out how Bruce perceives where the volunteer needs are.
The volunteer programme may have a few areas of work. Eg., publicising the
volunteer programme to recruit volunteers, recruiting, matching and training
selected volunteers, maintaining a volunteer record and attendance, pairing of
volunteers, remind volunteers to turn up, and coordinating with IA Centre. This
way, Bruce can focus on key areas of the volunteer programme and has some
time to look into other areas of work that he has been wanting to start.
• Job design
Bruce needs to use the 4 principles of designing volunteer positions to craft the
volunteer mentor role.
22
APPLICATION
Step 2 – Understanding needs
• Based on the areas of work identified for the volunteer programme, Bruce
can get volunteers to:
 publicise the volunteer programme
 maintain a volunteer record including taking attendance
 remind volunteers to turn up for their assigned volunteering time
 update Bruce if there are any difficulties or feedback for the programme
• Bruce could focus on:
 recruiting, matching and training the selected volunteers
 pairing of volunteers assuming that each trainee will have 2 volunteer
mentors, so as to ensure that at each training session, there is at least 1
volunteer mentor with the trainee
 Coordinating with IA Centre on the training sessions and schedule
Step 3 – Proper Documentation
Bruce could proceed to prepare the volunteer position description for the
volunteer mentor role.
23
APPLICATION
Volunteer Programme Name: UpSkill Programme
Manpower planning - Bruce can use the 5 steps to estimate the optimal
number of volunteer mentors needed.
Step
Description
Application
1
Determine the task(s) / project(s) to Mentor
trainee
(people
with
be assigned to the volunteer and disabilities) in using Microsoft Office
the time frame needed to complete for 3 months.
it.
2
Assess the resources within the
organization i.e. office space,
desks, telephones, computers, staff
supervisors, volunteer mentor, etc.
3
Estimate the work a single Each volunteer will guide the
volunteer can do within a certain trainee through what they have
period
learnt in class and do more practice
sessions to help them gain
familiarity and confidence in using
Microsoft Office.
Mentoring sessions will be held at
SPD IA Centre, once a week, 2hrs
session, from 2pm to 4pm. Each
mentee will have a designated
laptop to work on.
24
APPLICATION
Step
Description
Application
4
Estimate the total number of days Each volunteer to commit 2hrs a
/ hours needed to complete the week for a period of 3 months.
assigned task(s) / project(s)
5
Based on the estimated figures, SPD has identified 20 trainees for
recruit
and
schedule
the this programme. Each will be
volunteers
assigned a mentor. Thus, 20 to 25
volunteers should be recruited for
this programme, with buffer of five
volunteers as back up in case some
are unable to turn up for the session
or drop out during the programme
period.
OR, each mentee could have 2
mentors, to allow for instances
where 1 of the mentors cannot
make it or travel for work. This
ensures that at each session, the
mentee will have 1 mentor.
25
APPLICATION
Sample job description for volunteer mentor
Essential Components
Application
Organization/Programme
SPD, UpSkill Programme at Infocomm
Accessibility Centre
Volunteer Job title
Big Brother/Big Sister
Purpose of the assignment
To mentor trainees in using Microsoft Office and
assist them to prepare for Microsoft Office
Certification
Expectations and
responsibilities of the
volunteer
Revise lesson and guide trainees through
practice questions to help them gain familiarity
and confidence in using Microsoft Office
Time requirements /
Commitment
2hrs session on every Saturday for 3 months.
2pm to 4pm, from 3 Jun to 26 Aug 2017
Skills or qualifications (if any
are required or desired)
Passion to work with people with disabilities,
patience, good knowledge of Microsoft Office
26
APPLICATION
Essential Components
Application
Orientation and training
Compulsory to attend 1 orientation
programme and 1 skills training session on
volunteering with people with disabilities.
Date to be advised
Benefits
Acquire mentoring skills and use your 3
days of volunteer leave for this programme
Supervision
Ms Sakura Ang, Programme Executive,
SPD/ Bruce Tan, Community Engagement
Manager, Microsoft
Job location
Infocomm Accessibility Centre at SPD
2 Peng Nguan Street, Singapore 168955
For further questions and enquiry, email to bruce@microsoft.com,
or sign up via Microsoft Volunteer Portal
27
EXTENDED LEARNING
Over the years, we see an increasing trend of more companies
stepping forward to organize various employee volunteering
programmes for their staff as part of their corporate social
responsibility.
The volunteering programmes can either be a social programme to
meet the needs of the beneficiaries (e.g., celebrate birthdays for
residents living in a elderly nursing home) or to use the company’s
business assets and staff professional skills to help improve the
Volunteer Host Organization’s operation. (e.g., Microsoft donates
Microsoft Office to registered charity for use).
The next section provides you with examples of companies with
employee volunteering programmes and the resources that companies
can tap on to help them craft their employee volunteering programmes.
28
EXAMPLES OF COMPANIES WITH
EMPLOYEE VOLUNTEERING PROGRAMME
Industry
Companies
Examples
Technology
IBM
• Promote
STEM
(Science,
Technology,
Engineering & Maths) Programme among
students
Hospitability
Marina Bay
Sands
• Quarterly
volunteering
organisations
with
different
Sands for Singapore: 2016 Q4
Volunteerism (22 Dec 2016)
Retrieved on 21 Mar 2017 from
YouTube website
https://www.youtube.com/watch
?v=JCdMpYkDqkw
Hilton Hotel
• Volunteer at Willing Hearts
Volunteering at Willing Hearts
(25 Mar 2015). Retrieved on 21
Mar 2017 from YouTube
website:
https://www.youtube.com/watch
?v=vhYVjZ-us70
29
EXAMPLES OF COMPANIES WITH
EMPLOYEE VOLUNTEERING PROGRAMME
Industry
Companies
Examples
Financial &
Insurance
OCBC Bank
• OCBC Cycle
• Conduct computer workshops, reading
programmes for Singapore Children’s Society
Media
SPH
• Distributed festive bags to seniors at the
AWWA Senior Community Home
• The gift of life - SPH Red Apple Day, its
annual blood donation drive organised with
the Singapore Red Cross Society. Donors
included SPH staff, and members of the
public.
30
RESOURCES FOR COMPANIES
• National Council of Social Service (NCSS)
https://www.ncss.gov.sg/GatewayPages/Corporate-partners
NCSS is an umbrella body for some 450 member Voluntary
Welfare Organizations in Singapore. It mission is to provide
leadership and direction in social services, enhance capabilities of
social service organizations, and provide strategic partnership for
social services.
NCSS facilitates donation and volunteerism between individuals
and companies with social service organizations.
31
RESOURCES FOR COMPANIES
• National Volunteer and Philanthropy Centre (NVPC)
https://www.giving.sg/volunteer
One of its role is to build a culture of giving amongst
corporations and public sector organizations.
Increasingly, people want to work for business that are
socially responsible and buy from companies that put
goodness first. NVPC confers the Champion of Good
status to companies that meet the criteria. Companies can
put the Champion of Good logo in all its branding
materials, and be recognised as a leader for corporate
giving in Singapore.
NVPC also organises the annual President’s Volunteerism
& Philanthropy Awards to honour companies, individuals
and community groups who have set benchmarks of
excellence in encouraging the spirit of giving in Singapore.
32
RESOURCES FOR COMPANIES
NVPC manages giving.sg, an online portal
to help companies source for volunteering
opportunities
https://www.giving.sg/volunteer
Charities woo partners via speed dating
(2 Mar 2017) Retrieved on 10 Mar 2017
from The Straits Times website:
http://www.straitstimes.com/singapore/c
harities-woo-partners-via-speed-dating
33
RESOURCES FOR COMPANIES
• Global Compact Network Singapore (GCNS)
http://csrsingapore.org/c/
GCNS advances the United Nations Global Compact initiatives and its 10
principles at the country level. They help companies understand what
responsible business means within different national, cultural and
language contexts and facilitate capacity building, outreach, learning,
thought leadership and partnership.
Their organise regular workshops, training, conferences, and facilitate
matching between companies and charity.
Photo images: GCNS website
34
RESOURCES FOR COMPANIES
• CSR Asia
http://www.csr-asia.com/
CSR Asia, an ELEVATE company, is a mission-driven business creating
value for clients and partners in Asia by supporting responsible, inclusive
and sustainable business.
Its services include sustainability strategy and reporting, and development
and community investment. Committed to creating positive change, CSR
Asia provides access to a knowledge bank of accessible reports and
articles as well as events, forums and training.
Photo images: CSR Asia website
35
RESOURCES FOR COMPANIES
• Government support
250% Tax Deduction Under the Business and IPC Partnership Scheme (30
Jun 2016) Retrieved on 10 Mar 2017 from Inland Revenue Authority of
Singapore’s website:
https://www.iras.gov.sg/irashome/News-and-Events/Newsroom/MediaReleases-and-Speeches/Media-Releases/2016/250--Tax-Deduction-Underthe-Business-and-IPC-Partnership-Scheme/
From 1 July 2016 to 31 December 2018, businesses will enjoy a total of 250%
tax deduction on wages and related expenses when they send their
employees to volunteer and provide services, including secondments, to
Institutions of a Public Character (IPCs) under the Business and IPC
Partnership Scheme, subject to receiving IPCs agreements.
These services include:
 Professional services in various areas such as legal, human resources and
accounting, or
 General voluntary services for IPCs
36
CONCLUSION
• To ensure that a volunteer’s work is meaningful, the Volunteer Manager
has to ensure that the volunteer position created meets the needs of the
volunteer host organization, the volunteers and the beneficiaries
• The volunteer position description will identify the tasks volunteers can do
for the volunteer host organization, let the volunteers know what is
expected of them in terms of their performance, and will solidify their
commitment
• For the volunteer, the job description will clarify the volunteer assignment
and provide clear requirements, reporting structure and guidelines that will
protect him/her.
• Such clear frameworks will ensure that volunteers will be able to
contribute effectively, while ensuring that both staff of the volunteer host
organizations and volunteers are clear of each other roles. This will help
to reduce potential conflict.
37
CONCEPT DIAGRAM
Consult staff and understand where are the areas that need volunteers
Design volunteer positions that are:
• interesting
• rewarding
• utilize skills
• meet their interests
Create the volunteer positions
using the 4 principles of:
• ownership,
• authority to think,
• responsibility for results
keeping score
• Identify the specific needs and
requirements of the volunteer
position
• Calculate the estimated
number of required volunteers
Prepare a well
documented description
of the job position that
include essential
elements such as job title,
supervisor, purpose,
training, expectations,
commitment, skills and
benefits
38
REFERENCES
Textbook
McCurley S, Lynch R. (2011), Volunteer Management: Mobilizing all the Resources in the
Community , 3rd Edition, Interpub Group (Chapter 4)
Websites
Job design theory and application to the voluntary sector (2001), (pages 5-6, 9-16) Retrieved
from Volunteer Canada website on 13 Mar 2017: http://volunteer.ca/content/matter-design-jobdesign-theory-and-application-voluntary-sector
Why Volunteer Job Description Are So Important (30 Oct 2016.). Retrieved on 13 Mar 2017
from the balance website:
https://www.thebalance.com/how-to-write-job-description-volunteers-will-love-2502599
Volunteer Management Checklist and Manual 4 – Planning (Pages 1-5). Retrieved on 13 Mar
2017 from National Volunteer and Philanthropy Centre website:
http://knowledge.nvpc.org.sg/volunteer-management-checklist-and-manual/
Communities – Retrived on 14 Mar 2017 from OCBC Group website:
https://www.ocbc.com/group/who-we-are/sustainability-communities.html
Corporate Social Responsibility – Retrieved on 14 Mar 2017 from SPH website:
http://sph.com.sg/corporate-social-responsibility/
39
VM04 - 6TH PRESENTATION
BRING US THE PEOPLE
B229 Volunteer Management
1
2
Learning Outcomes
• Describe a volunteer recruitment campaign
• Identify the marketing and communications
channels for volunteer recruitment
• Design a marketing and communications
campaign to recruit volunteers
3
Problem Analysis
Volunteer
recruitment budget
required to execute
campaign
Starting up 2
volunteer
programmes
How to
recruit
these
volunteers?
How to design a
volunteer
recruitment
campaign to
recruit volunteers
for the 2
programmes
Marketing and
communication
requirements
Different
requirements for the
2 programmes
4
Planning a volunteer recruitment campaign
When planning a volunteer recruitment campaign, consider
the following 5 steps:
Steps
Considerations
Step 1
• Your target recruitment audience determines
Determine who
the recruitment campaign, marketing message
you want to recruit
and channels that you use
Step 2
Determine Budget
• The budget limits the marketing channels of
the recruitment campaign (to be further
explored in VM13)
Step 3
Determine your
marketing
channels
• Marketing channels can include traditional
media such as press, print (e.g., newspapers,
magazines), broadcast (e.g., radio, tv) or new
media (e.g., Facebook, YouTube, website, etc)
• Put together a team to source for partners
5
Planning a volunteer recruitment campaign
Steps
Considerations
Step 4
Determine your
marketing message
• A personal, direct “ask” should always be at the heart
of any successful media led recruitment campaign
• Your story or campaign message needs to be tailor
made for the group of people you want to volunteer.
• You can either hire agency to copy write and design
marketing collaterals or do it in-house
• Alternatively, get volunteers who are skilled to design
for your organisation
• The message needs to be consistent across different
channels
Step 5
Determine Response
Mechanism
• Response mechanism should be accessible and
immediate for maximum impact.
• Delay in gathering response may lead to non-action
• The mechanism can be in the form of an application
form (hard copy or online) or a one-day open house
for interested participants
6
Step 1 – Determine who do you want to recruit
The recruitment process might also be pictured as a “filter.”
It is the procedure of identifying and separating from the
entire universe of potential volunteers, those persons who
best might fit the needs of the organization and its work,
and those who do not.
Five different types of volunteer recruitment campaigns:
1. Warm body recruitment
2. Targeted recruitment
3. Concentric circles recruitment
4. Ambient recruitment
5. Brokered recruitment
7
Types of Volunteer Recruitment Campaigns
Types of
recruitment
campaign
Suitable for
Methods
Warm body
recruitment
• Recruiting for
position with no
special skills
• Reaching to as
wide an
audience as
possible
• Distribution of organization
brochures or posters
• Use of public service
announcements on television or
radio, or newspaper
• Contacting community groups
such as a neighbourhood
association or the Scouts
• Use of an agency website to
publicize volunteer opportunities
• Broadcast e-mails or cell phone
messages
8
Types of Volunteer Recruitment Campaigns
Examples for Warm body recruitment
Example: Resident Committee put up a recruitment flyer at HDB
block’s notice board & banners at common areas
9
Types of Volunteer Recruitment Campaigns
Examples of Warm Body recruitment
Example: Singapore Association for the Deaf recruits
volunteers via its website
Example: Cycling Singapore
recruitment email
10
Types of Volunteer Recruitment Campaigns
Type of
recruitment
campaign
Suitable for
Methods
Targeted
recruitment
Determine the • Look for common factors between
kind of person
current volunteers by examining their
for the position
motivations and backgrounds
and track them • Common factors will enable you to
down
identify populations who like the
position
• You can then locate others from that
population group.
11
Types of Volunteer Recruitment Campaigns
Example of Targeted recruitment
Example: Giving
out flyers in target
areas to recruit
young men from
BME (black and
minority ethnic)
communities
Example: Reach out to
animal lovers to find a
foster home for the dogs
12
Types of Volunteer Recruitment Campaigns
Type of
recruitment
campaign
Suitable for
Methods
Concentric
circles
recruitment
Concentric circles
recruitment is the
lazy way to always
have a flow of
replacement
volunteers applying to
work at your
organization.
First attempt to locate a volunteer for the
position by starting with the population groups
who are already connected to you and then
work outward.
Ask the incumbent in the position to recruit a
friend of theirs to replace them. You might
look among former clients or your current
volunteers for a replacement.
Example of Concentric Circles recruitment
Example: Beautiful People gets its current
volunteers to bring their friends, colleagues,
family members to volunteer. This flyer is sent
via Beautiful People’s What’s App chat group
and Facebook.
13
Types of Volunteer Recruitment Campaigns
Type of
recruitment
campaign
Suitable for
Methods
Ambient
Recruitment
An ambient recruitment
campaign is designed
for a “closed system,” a
group or people who
have a high existing
sense of selfidentification and
connectedness, such as
school, corporation,
neighbourhood
An ambient recruitment campaign seeks to create
a “culture of involvement in volunteering” among
the members of this community, getting them to
believe volunteering is the “thing to do.”
3 steps in creating an ambient recruitment
campaign:
1. Develop a philosophy of involvement
2. Provide early indoctrination
3. Continually support involvement
Example: members of the Boys' Brigade and 20
senior volunteers from the People's Association
Family Life Section joined hands to deliver food
hampers to some 50 beneficiaries in Queenstown.
14
Types of Volunteer Recruitment Campaigns
Example of Ambient recruitment
Example: Microsoft Singapore Employee
Volunteering – shopping trip with
beneficiaries from the Society for the
Physically Disabled..
Source: Photo retrieved from Society for the
Physically Disabled’s website
Example: Tzu Chi
Foundation’s volunteers
providing emergency
medical help in Nepal
following the earthquake
Source: Photo retrieved from
Tzu Chi Foundation’s website
15
Types of Volunteer Recruitment Campaigns
Type of
recruitment
campaign
Suitable for
Methods
Brokered
recruitment
Connecting with
Your local Volunteer Centre, which acts as a
other groups whose
matching agent for those seeking volunteer
purpose is to
opportunities.
provide volunteers
for community efforts
Example: National Volunteer and
Philanthropy Centre (NVPC), a local
volunteer centre, using newspaper
publicity to appeal for volunteers
16
Types of Volunteer Recruitment Campaigns
Example of Brokered recruitment
Example: Jobstreet.com, a job portal advertises volunteers recruitment ad for
non-profit organisations
17
Step 2 – Determine your budget
• The cost of recruitment is dependent on the method used for
recruitment. Ideally the cost should be as low as possible.
Even if financial resources are not involved, consider the cost
of utilising staff time to engage in recruitment.
• E.g., Cost of marketing channel:
Cost of placing an ad in a magazine
Cost of design, printing and mailing of recruitment flyers
• E.g., Cost of response mechanism:
Online application form is minimum cost
Printing of hardcopy application form
18
Budget – An Example
Steps
Considerations
Examples: Beautiful People
recruiting female volunteer
mentors
Determine
recruitment
campaign
•
Determine which of the 5
types of recruitment
campaigns to use
•
Concentric circles – women who
are keen to mentor women
Determine
marketing channel
•
Low cost options such as
social media, free press
coverage, website
Expensive media such as
roadshow, advertisements
•
Email existing female volunteers
to bring their female friends,
colleagues, family members
Post on Facebook
•
•
Sponsorships from content
owners such as magazines /
newspapers / search engines
who believe in your cause
Work with other associations
•
•
•
Manpower cost
Cost of developing content
Cost of putting up content
Minimum cost
• no manpower cost as it is all
volunteer driven
• engage volunteer designer to
develop content
• content is hosted on partner’s site
•
Work with partners
Calculate costs
•
•
•
Partner Singapore Council of
Women’s Organisation,
Post on Jobstreet.com
19
Step 3 – Determine your marketing channels
• Decide on the appropriate marketing channels to use for your
volunteer recruitment campaign
• Channels can range from traditional media including press,
print (e.g., newspaper, magazines), broadcast (e.g., radio, tv)
to new media (e.g., Facebook, YouTube, online games, blog,
website, etc)
• Determine the marketing channels that work within your
campaign budget determined in Step 2
• Alternatively, you may also decide on the appropriate
marketing channels and work out your budget
20
Step 4 - Determine your marketing message
After you’ve decided who it is you want to recruit, you need to begin to
work out HOW you’re going to inspire your potential volunteers to signup. That means deciding what your volunteering message is, what
your media campaign is going to look like and what kind of “ask” is going
to appeal to your target audience.
Making it personal
• A personal, direct “ask” should always be at the heart of any successful
media led recruitment campaign
• Your story or campaign message needs to be tailor made for the group
of people you want to volunteer.
21
Marketing Message 1
The direct ask for help
Campaign Ingredients
• A time specific volunteer opportunity (i.e. “this Saturday”) must be provided
• Must establish the benefit the volunteer’s work will bring to local area/
particular group of people
• Keep the tone and copy simple
• Based around facts and figures highlighting the urgent need for volunteers
• Often includes eye catching and emotive stories, photos and case studies
Benefits
Downside
• Simple and quick to put together
• Can be easy to get a short story/
charity mention/your campaign into
the local press
• Fast and brings in committed
volunteers
• Increases awareness of problems and
work that your charity does.
• Stresses the important role volunteers
play in your charity
• Usually only works on a local level
• Only works for short term or one-off
volunteer opportunities
• You need to be ready to deal with new
volunteer enquiries quickly
• It can’t be used too often. The urgency
of a “call for help” loses its power if
used all the time.
• There must be a real need for
volunteers. Be careful of “crying wolf”.
22
Marketing Message 1
The direct ask for help
23
Marketing Message 2
You can do it
Campaign Ingredients
• Explains that volunteering is for everyone
• Establishes a real need for volunteers and explains exactly what volunteers do
• Stresses the importance of the work volunteers do
• Shows how volunteers are combating a particular problem
• Often includes photos and case studies of volunteers
Benefits
Downside
• Brings in committed volunteers who are
more willing to go through training and
become long term supporters of the
charity’s work.
• Boosts people’s confidence about getting
involved.
• Makes volunteers feel valued and
important.
• Helps people realise the value of their life
experience and shows them how they
could use their skills in their community.
• For this kind of message to be effective it
often depends on a fairly high level of
public awareness in the charity/ the issue
already.
• It can be off-putting to some volunteers
as the campaign is often asking for a high
level of commitment.
24
Marketing Message 2
You can do it
Video Source: YMCA-Central Singapore CDC SpringClean
Programme recruitment video. Retrieved on 11 Mar 2016 from
YouTbe’s website: https://www.youtube.com/watch?v=jZOYaCFYAGc
25
Marketing Message 3
Volunteering is good for you
Campaign ingredients:
• Stresses the benefit of volunteering to the volunteer
• Doesn’t focus on “needy” charity or beneficiaries
• Lists health, wellbeing and career advantages of volunteering
• Often based around a piece of behaviour, lifestyle, opinion research
• Is used most often in campaigns aimed at younger people
Benefits
• Volunteering is presented as part of
everyone’s personal skills and career
development.
• This often appeals to stressed, busy
people
• It creates a positive image of
volunteering as a way to achieve
happiness and wellbeing.
• It’s an inclusive message which can
help to encourage new volunteers
Downside
• It often doesn’t describe what
volunteers actually do and what’s
involved
• The “ask” can be too general and
vague to appeal to any particular
audience
• It’s not a “personal ask” so can be
easily dismissed by potential recruits
• Telling people volunteering is good for
them, doesn’t necessarily make
people believe it’s good for them!
26
Marketing Message 3
Volunteering is good for you
27
Step 5 – Determine response mechanism
Depending on the
recruitment and
marketing channels
used to recruit
volunteers, you need to
determine the
appropriate response
mechanism.
This could be a
Volunteer Application
Form, which can be
either an online or hard
copy form.
Example: National Parks Board online application form found on its website.
28
Consideration when designing a volunteer application form
• The amount and type of information you seek from potential volunteers, and
extent of screening, depends on the type of volunteer work you require these
volunteers to do.
• Examples:
 Recruit mentors for prisoners – the volunteer application form may have a
question to ask volunteer to declare if he has committed any criminal
offence
 Recruit tutors – the volunteer application form may have a question to ask
volunteer about his education qualification and strength or preference in
subjects which he wishes to tutor
 Recruit event helpers for walk-a-jog event – the volunteer application
form may have a question to ask volunteers about their experiences in event
management
29
APPLICATION TO
PROBLEM STATEMENT
30
Recruitment campaign (Long-term Programme - Befrienders)
Steps
Application - Long-term Programme
Step 1
Determine who you
want to recruit
•
•
People age 25- 60
Comfortable to discuss and deal with death issues
Determine the type of volunteer recruitment to use:
• Concentric circles recruitment-get current volunteers to introduce
their friends, recruit ex-patients’ family members/caregivers
• Brokered recruitment-Partner Resident Committee to recruit
residents living near the patients/Hospitals
• Ambient recruitment- religious group like Tzu Chi Foundation
Step 2
Determine budget
•
•
Concentric recruitment – little: use existing corporate brochures
Brokered/Ambient recruitment – little: leverage on partner’s existing
media such as newsletter, website
Step 3
Determine your
marketing channels
•
•
•
HCA’s website/Facebook
Articles in resident’s committees/constituency’s newsletter
Organise recruitment talk at HCA’s and partner’s premise & get
existing volunteers to share their experiences
Step 4
Determine your
marketing message
•
Use “You can do it” message – highlight impact on patents’ and their
families-provide important emotional support, empathy
Step 5
Determine Response
Mechanism
•
Easy online sign-up/hard copy form
31
Recruitment campaign (Short-term Programme – Event helper)
Steps
Application - Short-term Programme
Step 1
Determine who you
want to recruit
•
•
Young people between 20 to 35
Short-term / ad-hoc volunteers
Determine the type of volunteer recruitment to use:
• Warm body recruitment – no special skills needed
Step 2
Determine budget
•
To minimise budget, depend on word of mouth and cheap
channels such as social media / organisation’s website
Step 3
Determine your
marketing channels
•
•
•
•
•
HCA’s website & Facebook
Recruitment video on Youtube
Corporate supporter, schools in the neighbourhood
Email blast to donors, contacts, ad-hoc volunteers
Banner outside its premise
Step 4
Determine your
marketing message
•
Use direct ask for help – state date and time volunteers are
needed
Step 5
Determine Response
Mechanism
•
Easy online sign-up
32
Conclusion
Work out your recruitment strategies and tactics to attract right-fit
volunteers. If you employ the right recruitment strategy, you may
not have to do too many volunteer recruitment drives in the
future.
Make sure you know what you need volunteers for and cater
your recruitment based on the kind of volunteers you need.
Recruit them by making your programme sound exciting and fun
and allow them to grow by offering skill-building opportunities.
Show volunteers the possible impact that they are creating and
how they are making a difference.
33
Concept map
Step 1
Determine target
recruitment audience
Step 2
Determine Budget
5 Steps
to plan a volunteer
recruitment campaign
Step 3
Determine marketing
channels
Step 4
Determine marketing
message
Five different
recruitment types:
1. Warm body recruitment
2. Targeted recruitment
3. Concentric circles
recruitment
4. Ambient recruitment
5. Brokered recruitment
Calculate budget for
recruitment and marketing
channels
Calculate budget for
response mechanism
Step 5
Determine response
mechanism
34
Resources
Text
• McCurley S, Lynch R. (2011), Volunteer Management: Mobilizing all the Resources in the
Community , 3rd Edition, Interpub Group (Chapter 5)
Websites
• The beginner’s guide to creating a volunteer recruitment campaign (2013). Retrieved on 22
Mar 2017 from http://www.volunteergenie.org.uk/the-beginners-guide-to-creating-avolunteer-recruitment-campaign/
• Volunteer Management Toolkit (Chapter 3). Retrieved on 22 Mar 2017 from National
Volunteer & Philanthropy website: http://knowledge.nvpc.org.sg/volunteermanagement/volunteer-management-elements/
• Volunteer Management Checklist and Manual 4. Retrieved on 22 Mar 2017 from National
Volunteer and Philanthropy Centre website: http://knowledge.nvpc.org.sg/volunteermanagement-checklist-and-manual/
• How to recruit and keep volunteers (2011) by Do SomethingU.org. Retrieved on 22 Mar
2017 from YouTube’s website: https://www.youtube.com/watch?v=naXpI6H6p0A
35
VM05 Inside Out
B229 Volunteer Management
6th Presentation
1
2
Learning Outcomes
• Describe the volunteer selection process
• Evaluate the different types of interviews
and their effectiveness
• Explain the different types of selection
tools
• Assess the suitability of candidates via the
interview process
• Match volunteers to volunteer positions
created
3
Problem Analysis
Joy is keen to
join ‘Inside Out
Café’ as a
volunteer
Invited to
discuss the
opportunity
with the
volunteer
programme
manager
How to ensure
that Joy is
suited to
volunteer?
How does the
selection
process work?
What
selection
tools to
use?
4
The Selection Process
Selecting volunteers who have the requisite skills and
abilities is often challenging, frustrating, and perceived as
a time-consuming process. However, volunteer managers
should recognize that the selection process is critical. Why?
Volunteers are the backbone of nonprofit organizations
and they play an important role to ensure that the
organization achieves its desired outcomes.
MATCH
Right
Volunteer
For e.g.
Individuals who are afraid of dogs would not
be the best candidates to volunteer at SPCA
Right
Volunteer
Position
5
The Selection Process
Apply / Show
interest to be a
volunteer with an
organization
(Selection Tool –
Step 1,
Application Form)
Invited to attend
an interview to
learn more about
the applicant
(Selection Tool –
Step 2, Interview)
If the volunteer
programme manager
sees a Match between
potential volunteer’s
interests and suitable
position within the
organization
Undergo Screening i.e.
Background/
Reference checks
(Selection ToolStep 3, Reference Checks)
Receive necessary
training to prepare for
the volunteer position
Become an
official volunteer
with the
organization
When all
background checks
are cleared
6
The Benefits
With a holistic selection process in place, the organization
is able to find the right roles for its volunteers.
o People’s skills and experience are better matched to the
needs and opportunities of the organization
o Quality and safety of volunteer programs are improved
o Risks and liability for people and the organization are
reduced
o Lays out the responsibilities of both the organizations and
its volunteers
o Fulfils the organization’s moral, legal and ethical
responsibilities to the people it outreaches to
7
Selection Tools
Step 2:
Interviews
Step 1:
Application
Forms
Tools
Step 3:
Reference
Checks
8
Selection Tools: Step 1, Application Form
Application forms are an easy form of initial screening
when recruiting new volunteers.
The volunteer manager can learn about the background
of the potential volunteer and also find out exactly what
he/she is looking for in a volunteer position.
In an application form, some common questions can
include:
o
o
o
o
o
o
Education background
Employment history
Previous experience as a volunteer
What do you hope to gain from being a volunteer?
How many hours could you commit each week?
Any days/time slots that you prefer to volunteer?
9
Selection Tools: Step 2, Interview
Purpose of Interviewing Volunteer:
o learn more about the potential
volunteer,
o his or her interests,
o abilities,
o experiences,
o what he or she is looking for in
a volunteer capacity
It helps to prevent future
problems by ensuring that
there is a clear understanding
of the job requirements in the
volunteer position, and to
inform the volunteer about
policies, procedures, and
other organizational
information.
o suitability for volunteering
positions
10
An interview provides an opportunity to match a role with a
prospective volunteer's needs or tailor a role to a potential
volunteer's background, skills, interests or availability.
The interview questions can either be:
 Behavioural Description (What did you do?) OR
 Hypothetical Situations (What would you do?)
Interviewing a volunteer is based on a 3-step approach:
Step 1:
Pre
Interview
Step 2:
At the
Interview
Step 3:
Post
Interview
11
3 Steps Interview Process
Step1: Pre-Interview
As a volunteer programme manager, plan your interview
process before setting up interviews with prospective
volunteers.
Things to Determine
Explanation
Length of the interview
This will help you stick to your planned
interview structure
Interview venue
A friendly and welcoming place that is
quiet can avoid potential interruptions
Questions to be
amount
of
information to offer
asked and It will allow one to strike a balance
background between informing potential volunteers
about the organization and learning
more about their needs, expectations
and background
Allocation of volunteers to roles The process can be explained during
within the volunteer projects
the interview
12
Step 2: At the Interview
Ensure that the interview is a welcoming and
friendly experience for both parties
o Start the interview with a brief background of the role, your
programme and organization as this is a useful way to break the ice
if people are nervous
o Stick to the allocated structure and length of the interview
o Use open-ended questions to avoid a simple 'yes' and 'no' answer
o Give volunteers plenty of time to talk
At the end of the interview, get the volunteer’s permission to conduct
reference checks.
Ask the prospective volunteer if they are interested in taking on a role
in your organization. There's no use wasting time with screening or
checks if they are no longer interested in the role.
13
Step 3: Post Interview
Follow up activities after the interview are just as
important as the interview itself.
You would have found
out enough about them
to gauge how they
would fit into a the role
Reasons:
No fit with volunteer position
Lack of required skill (s)
Didn’t pass background check
Run
reference
checks
Reject the applicant
OR
suggest other volunteering positions
within the organization or
volunteering opportunities with other
organizations that may suit their
needs.
14
5 Interview Types
Structured
Unstructured
Telephone
Interview Types
Group
Role Play
15
Interview Types
Structured
When to conduct:
o The position requires more commitment
o The work involved entails more responsibility
o Position is highly sensitive
Advantages
Disadvantages
Ease to compare results since the same Time consuming
set of questions are used
Quick to conduct since the same set of New questions cannot be added
questions are used
during the interview
Interviewer can help the participant to Risk to give advice during the
understand the question
interview
16
Interview Types
Unstructured
When to conduct:
o To find out more about volunteer’s skills and
interest
o The work does not involve much responsibility
Advantages
Disadvantages
The informal atmosphere can
encourage the volunteer to be open
and honest
Time consuming
The interviewer can adjust questions
and change the pace and/or
direction in the midst of the interview
Hard to compare results
More valid information on volunteer’s
values and opinions can be obtained
17
Interview Types
Telephone
When to conduct:
o When unable to conduct a faceto-face interview
o To narrow the volunteer applicant
pool
Advantages
Disadvantages
Cost and time effective
Less personalized
Able to determine the
interviewee’s verbal
communication skills and
telephone techniques
Unable to observe body
language
Comfortable setting
Unable to get elaborated
answers
18
Interview Types
Role-Play*
When to conduct:
o To test the quick thinking of the volunteer
applicant
o To understand how the volunteer applicant
will deal with potential issues
Advantages
Disadvantages
Interviewer can learn more about the Can be stressful for the volunteer
volunteer
Can determine if the volunteer can
handle complex issues
Able to learn about the volunteer’s
true level of comfort and ability
19
Interview Types
Group
When to conduct:
o When the volunteer applicant
has to work with a group of staff
Advantages
Disadvantages
Time efficient as the organization Volunteer may feel intimidated and
does not have to conduct multiple, interrogated
separate interviews
Volunteer may not share too much
information
due
to
being
uncomfortable
Can be confusing since different
panelists may have different goals
for the interview.
20
20
Which Interview Type?
The decision of which type of interview should be used
should be weighed against:
o Resources available, e.g., time urgency, budget
constraints or manpower available to conduct the
interviews
o Type of volunteer position being considered
There is no perfect interview method
o Every interview type has its advantages and
disadvantages
o Choose the one that best meets the situation and
criteria
21
Selection Tools: Step 3, Reference Checks
Ultimate goal: To verify, identity and weed out potential
problems, especially problems that could arise from an
undisclosed criminal history.
Background checks should be conducted for particular
volunteer positions:
o working with children
o working with homebound seniors
o working with adults with special needs
Example:
If you are the child of an elderly parent, you would want to be
assured that your loved one is not a target for abuse.
ALWAYS notify and obtain the permission of the individual,
when conducting a background check.
22
Reliability & Validity of Selection Tools
Reliability: How best can you compare results?
Example of Reliability
o During an interview you ask the same question to
different volunteers so that you can compare their
answers
Validity: How accurate is the tool?
Example of Validity
o If you devised a test to measure people's self-esteem,
does it really measure self-esteem, or something similar
such as extraversion?
Use a combination to get the best outcome:
Structured Interview + Role Play = More Valid
23
Rejecting a Potential Volunteer
Sometimes, the organization might decide that the
potential volunteer is not suitable for the role they have
applied for. Let the volunteer know and tell them how
and why this was decided. Best to do this face to face if
possible, enabling them to ask questions. Honesty is the
best policy! Offer alternative options i.e. refer them to
other more suitable organizations
Reasons for rejection:
o No suitable position for the volunteer within the organization
o Volunteer may have expectations that cannot be met by the
organization
o Volunteer and organization may have different philosophies
o Volunteer may object to training schedules, reference checks etc
24
Answering the Unasked
Potential volunteers may have burning questions that they
may wish to ask but may be afraid to do so.
Hence, to avoid this situation, one should Anticipate the
questions and provide the answers.
What are these unasked questions:
o What do I really have to do?
o How much time does it really demand?
o Will it put pressure on my day job and/or family?
o Are there any benefits for me?
The earlier these questions are answered, the more likely
the potential volunteer will become involved and
committed.
25
The Intake & Matching
• Volunteers have a desire to begin their volunteering
journey as soon as they stumble upon a volunteering
opportunity.
• The long and thorough administrative intake process
may tend to frustrate volunteers and this will
discourage the volunteer, leading to disengagement.
Solution:
Volunteers to be kept well informed of what is
happening and the organization should develop ways
to involve and engage the volunteer even during this
period.
26
Application
Joy shows
interest to be a
volunteer with
‘Inside Out Café’
Anger prepares to
send Joy for the
necessary training to
deal with potential
youth-at-risk issues
Anger invites her
for a discussion
to see if her
interests and
abilities make her
a suitable
volunteer to deal
with kids from
disadvantaged
families
Anger officially
introduces Joy
as an ‘Inside Out
Café’ volunteer
Let’s assume that
Anger finds a Match
between Joy’s
interests the volunteer
position
He informs Joy that he
needs to conduct
background checks as
part of the CC’s risk
management process
Meanwhile, he invites
Joy to observe how
the sessions at
‘Inside Out Café’ are
run
When all background
checks are cleared
27
Application
By inviting Joy to the CC to discuss the volunteering opportunity, Anger
can learn the following:
Understanding Joy
Inference
Rationale
Learn more about Joy
A student at Republic High
School
To assess her capabilities
(both academically and nonacademically) at the school
level
Her interests
Keen interest in working with
children
Her interests are aligned to
that of the programme
Her abilities
Gets along well with kids
Able to teach and mentor
Her abilities match that of a
good
‘Inside
Out
Café’
volunteer
Experience
1st time volunteering
Has prior experience as a tutor
Her tutoring skills can be
applied in this context
Why she is keen to be a
volunteer
She wishes to help
underprivileged kids and make a
difference to the community
Personal goals aligned to that
of the organization
Is she suitable
Yes
Based on her abilities and her
28
interests
Application
Anger invites Joy to discuss her volunteering opportunities.
Type of Discussion
Outcome
Unstructured interview
Ensure that the session is comfortable and so that he can
obtain valid information on Joy’s values and opinions
Structured interview
The usage of standardized question can enable Anger to
make a fair comparison against other potential candidates
Role Play
Can determine Joy can handle complex youth related issued
Examples of questions Anger may have asked
Behavioral Questions
1. Describe a memorable experience and explain why it was memorable
2. Describe a situation in school that you wished you could have handled
better
Hypothetical Questions
1. If a child has disciplinary problems during the tuition programme, how
would you deal with the situation?
He would also inform Joy that certain background checks must be conducted.
29
Conclusion
o Selecting the right volunteer with a good fit with the volunteer
position and the organization is important and they achieve this
outcome with a robust volunteer selection process in place
o The purpose of volunteer interviews is to learn more about the
potential volunteer, his/her interests, abilities, experiences, and
what he/she is looking for in a volunteer capacity
o There are different types of interviews and each one has its
advantages and disadvantages and the method(s) adopted
should best meet the volunteer position
30
Apply / Show
interest to be a
volunteer with an
organization
(Selection Tool –
Step 1,
Application Form
Concept Diagram
Receive necessary
training to prepare for
the volunteer position
Invited to attend an
interview to learn more
about the applicant.
Types of Interviews:
 Structured
 Unstructured
 Telephone
 Group
 Role Play
(Selection Tool –
Step 2, Interview
Become an
official volunteer
with the
organization
If the volunteer manager
sees a Match between
potential volunteer’s interests
and suitable position within
the organization
Undergo Screening i.e.
Background/
Reference checks
(Selection Tool –
Step 3,
Reference Checks
Meanwhile, the
potential volunteer
can be involved as an
‘observer’ to ensure
When all that the volunteer is
background actively engaged
checks are
cleared
31
References
Reference Textbook

McCurley S, Lynch R. (2011), Volunteer Management: Mobilizing all the Resources in
the Community , 3rd Edition, Interpub Group (Chapter 6)
Websites
•
Volunteer Management Toolkit (Chapter 3, Page 49 to 57). Retrieved on 27 Mar
2017 from National Volunteer & Philanthropy website:
http://knowledge.nvpc.org.sg/volunteer-management/volunteer-managementelements/
•
Methods of screening potential volunteers (2001). Retrieved on 27 Mar 2017 from
Charity Village website:
https://charityvillage.com/Content.aspx?topic=methods_of_screening_potential_v
olunteers
•
Importance of Background Checks, Retrieved on 27 Mar 2017 from Privacyrights
website: https://www.privacyrights.org/volunteer-background-checks-withoutgiving-up-privacy
32
B229 Volunteer Management
6P
VM06 Strive The Best!
1
Diagram
2
Learning Outcomes
• Discuss the relationship between training of
volunteers and organisational needs
• Describe how to plan an effective training
programme
• Distinguish the appropriate training materials
for each volunteer position
• Identify suitable training methods for new
volunteers
• Evaluate the effectiveness of a training
programme
• Describe the volunteer career path
• Describe the process of talent identification
and management
3
4
Question 1
Instructions:
Refer to your worksheet
and attempt Question 1 in your teams
Training for Volunteers &
Organisational Needs
• Training is a process of providing volunteers with
the ability to perform specific types of work.
• An effective training programme teaches skills and
behaviours that will help the organisation achieve
its objectives and goals.
• A comprehensive Orientation programme and an
investment in continuous training for your
volunteers will help them quickly adapt to your
organisation’s working environment, perform their
tasks at a higher level and also reinforce their
commitment towards the organisation.
5
Training for volunteers
• An organisation's planned efforts to improve current
or future volunteer performance by increasing a
volunteer’s ability to perform through learning, usually by
changing the volunteer’s attitude or increasing his or her
skills and knowledge.
Focus
Use of work
experiences
Goal
Participation
Training
Development
Current
Future
Low
High
Preparation for
current job
Preparation for changes
Required
Voluntary
6
Training and development of volunteers
Training
Competent Training
for job function
e.g. Basic
Counselling Skills for
Volunteer Mentor
Leadership
Enhancement
e.g. Leadership
training for
Chairperson
Basic Training on the
organisation
e.g. Introduction to Red
Cross history, what the
organisation do and
organisation structure
Performance of Volunteer
7
Stage 1- Orientation for volunteers
• It is a process of preparing new volunteers
with the basic information needed to do
their jobs such as information about
company policies. This is to provide a clear
relationship between the volunteers and
the organisation.
• Sometimes, orientation is also referred to
as ‘induction’
• Orientation/Induction Programmes may
range from short, informal introductions to
lengthy formal courses.
8
Importance of Orientation
• Set clear job and organisational
expectations
• Improve volunteer job performance
• Reduce volunteer’s anxiety
• Reduce grievances
• Reduce volunteer turnover
• Reduce instances of corrective
discipline
9
Orientation Kit
Information
Prompters
Organisation’s essentials
•
•
•
•
•
Volunteer Management
initiatives
• Volunteer management vision and values
statements
• Benefits of being a volunteer in your organisation
• Recognition programme
• Administrative provision details –use of forms,
obtaining office supplies, use of telephone and
equipment, etc
Volunteer Specific
•
•
•
•
•
•
Corporate vision, mission and goals
History and achievements
Organisation’s structure
Physical environment and facilities
Safety, emergency and risk management
procedures
Job description
Performance expectations
Lines of reporting and support structure
Terms of appointment
Code of conduct and behaviors
Training plan
10
Sample:
Outline of Orientation Programme
Time
Activity
0900
Registration of participants
0930
Welcome Speech by President/Chairman of Organisation
0940
Ice breaker or Get-to-know you games
1000
Corporate Video
1020
Tea Break
1045
Briefing on the volunteer project : objectives, training schedules,
list of benefiting organisations, assigned mentors, contact staff,
etc
1130
Question & Answers session
1200
End of Orientation
11
Stage 2 - Job Function Training
for volunteers
Training in Job Functions
A description of the functions of the volunteer:
• This is what you should do and accomplish in your job
• This is what you should not do
• This is what you should do if you encounter the following situation
E.g. A volunteer who is recruited to drive the elderly to medical appointment might
be trained and instructed as follows:
• DO: be on time or notify the programme coordinator at least 3 hours in
advance if you are going to be late, help patients in and out of the car, use the
recommended method of assisting patients from a wheelchair into the vehicle;
follow the correct steps in folding and storing a wheelchair
• DON’T: assist clients with in-home chores; offer to take clients to other
appointments; take clients shopping; offer medical advice
• IF: there is medical problem, immediately head to the nearest emergency
room; if the client asks for your opinion of his/her doctor, tell the client you
aren’t qualified to make such a judgement
12
13
Question 2
Instructions:
Refer to your worksheet
and attempt Question 2 in your teams
Training Methods & Techniques
Training
Methods
Training Technique
When to use
Classroom
Instruction
Lecture
Suitable for providing information
such as rules, policies, how to
perform a task, or facilitate
discussion
Demonstration/
Practice
Role-playing
Case studies
Audio-visual
Training
 Power-point,
Suitable for visual illustration,
presentation software demonstration and capture
Videos or video-clips
audience’s attention. A good
 Other audio-visual
supplement to classroom
aids
instruction
Simulation



Equipment
simulators
Business games
Virtual Reality
Suitable to train volunteers to
achieve a set outcomes or results
in a simulated real-life situation
Training Methods & Techniques
Training
Methods
Training Technique
When to use
ComputerBased
Instruction
 e-learning
Suitable for self-directed
learning and to meet the busy
schedule of volunteers
On-the-Job
Training
 Mentoring
Suitable for a role that requires
 Coaching & Counseling a lot of guidance or require to
show the step-by-step process
to complete the task
(online or
offline application)
 Video conferencing
 Webinar (web-based
seminar)
 Electronic Performance
Support System (EPSS)
16
Question 3
Instructions:
Refer to your worksheet
and attempt Question 3 in your teams
Evaluation of Training
Level
Criteria
Focus
Evaluation Tools and methods
1
Reaction
Trainee’s feelings and thoughts –
to what degree participants react
favorably to the learning event
Verbal reaction, feedback forms or
questionnaires
2
Learning
Acquisition of knowledge, skills
and attitudes – to what degree
the participants acquire the
intended knowledge, skills and
attitudes based on their
participation in the learning event
Assessment or tests before and after
the training, interviews or observation
can also be used
3
Behavior
Improvement of behavior on the
job – to what degree participants
apply what they learned during
training when they are back on
the job
Observation and interview over time
are required to assess change
4
Results
Effects on the business or
environment – to what degree
targeted outcome occur as a
result of the learning event and
subsequent reinforcement
Measures are typically in place via
management systems and reporting
Source : Kirkpatrick’s four levels of training evaluation
17
Benefits of Volunteer Training
For Volunteer Host
Organisation
For Volunteer
Improves the utilization of
Increases the value of
resources in the organisation volunteers to the
organisation
Reduces the need for close Improves volunteers’
supervision
efficiency and effectiveness
Improves organisational
Contributes to greater
performance
volunteer engagement
Improves organisation’s
Facilitates greater mobility
branding/image
within and outside the
organisation
18
Stage 3 – Development of volunteers
Development implies learning that is not necessarily
related to the volunteer’s current job. It prepares volunteers
for other positions in the organisation and increases their
ability to move into jobs that may not yet exist.
In contrast, training traditionally focuses on helping
volunteers improve performance of their current jobs.
Focus
Use of work
experiences
Goal
Participation
Training
Development
Current
Future
Low
High
Preparation for
current job
Preparation for changes
Required
Voluntary
19
Volunteer Career Development Process
Criteria for Success
Data
Gathering
Focus on
competencies
needed for
career
success
Include a
variety of
measures
Feedback
Maintain
confidentiality
Focus on
specific success
factors, strengths
and
improvement
areas.
Goal Setting
Action
Planning &
Follow-up
Involve
Management
and coaches/
mentors
Involve
management and
coaches/mentors
Specify
competencies
and knowledge
to be developed
Measure success
and adjust plans
as needed
Specify
developmental
methods
Verify that pace
of development
is realistic
Adapted from Noe, RA., et al. (2011), Steps in the Career Management Process, Fundamentals of Human Resource Management,
Global Edition, McGraw-Hill Irwin (Chapter 9)
20
Volunteer Career Development Process
Data Gathering:
Self-assessment
Feedback
• The use of information by
volunteers to determine
their career interests,
values, aptitudes,
behavioral tendencies, and
development needs.
• Personality Tests
• Strong-Campbell Interest
Inventory
• Self-Directed Search
• Information Volunteer
Manager gives
volunteers about their
skills and knowledge and
where these assets fit
into the organisation’s
plans.
21
Volunteer Career Development Process
Goal Setting
• Based on the information
from the self-assessment
and reality check, the
volunteer sets short- and
long-term career
objectives.
– Desired positions
– Level of skill to apply
– Work setting
– Skill acquisition
Action:
Planning and Follow-Up
• Volunteers prepare an action
plan for how they will
achieve their short- and longterm career goals.
• Any one or a combination of
development methods may
be used.
• Approach used depends on
the particular development
need and career objectives
22
Who is responsible for the Volunteer
Career Development Process
Volunteer Manager
Volunteers
Organisation
*Timely Performance
Feedback
*Incorporate
development plan in
performance appraisal
*Support career
development
*Mentoring role
*Personal Responsibility
*Develop skills &
interests
*Set own career goals
*Development
opportunities
*Follow through
*Clearly communicate
expectations
*Commit resources &
budget
*Provide T&D and
self-assessment
opportunities
*Provide career info
(e.g. Job posting
system, ePortal)
*Career Options
23
24
Question 4
Instructions:
Refer to your worksheet
and attempt Question 4 in your teams
Succession Planning
High Potential Volunteers
High potentials consistently and significantly outperform their
peer groups in a variety of settings and circumstances.
While achieving these superior levels of performance, they
exhibit behaviours that reflect their companies’ culture and
values in an exemplary manner.
Moreover, they show a strong capacity to grow and succeed
throughout their careers within an organisation - more quickly
and effectively than their peer groups do. Hence, succession
planning tends to focus on high potential volunteers.
25
Volunteer Career Path
An Example
Volunteer Group
Leader
Programme
Team Leader
Board
Member
Facebook
Administrator
Flyers
Distributor
26
Talent Management
Talent Management (TM) is a
process of attracting, retaining,
developing and assessing
volunteers
– Such activities are often
integrated into a talent
management information
system
– The aim of TM is to optimize the
use of human capital to attain
organisational goals
Importance of talent management
practices:
Succession
Organisational Goals
Business
Strategies
retaining
attracting
developing
assessing
•The key enabler of any organisation is talent
•The quality of your people is your last true competitive differentiator
•Talent drives performance
27
Performance - Potential Matrix
Low --- Performance --- High
• Formalise assessment of potential in addition to job
performance in appraisals (for programmes)
• Conduct potential / career assessment interviews to
identify the talents
High Performers
Job Rotation,
instead of promotions
Mismatches
Job posting
Manage out
Low ------------
High Flyers
Advancement
Job Redesign
Other Programmes
Low Performers
Training
Potential ------------------ High
Adapted from: Alan Chapman (2013). People Performance Potential Model, retrieved on 29 Mar 2017 from
Businessballs website: http://www.businessballs.com/peopleperformancepotentialmodel.pdf
28
29
Question 5
Instructions:
Refer to your worksheet
and attempt Question 5 in your teams
Conclusion
• Recruiting/acquiring volunteers does not guarantee they will
perform effectively. Efforts must be expended to ensure
volunteers know what to do, and how to do, through
Orientation and Training & Development.
• Training effectiveness can be optimised by adopting
appropriate training methods, including mentoring and elearning.
• It is important to identify and prepare senior volunteers with
high potential and good performance for other positions in
the organisation where they can contribute significantly.
30
Concept Diagram
Managing
Implement
• Identify
organisation
and training
needs
Identify &
Plan
• Formulate
appropriate
training materials
• Select suitable
training methods
• Evaluate
the success
of the
training
program
• Volunteer
Career
Development
• Talent
Management
Evaluate
31
Resources
Recommended Textbooks
• McCurley, S., Lynch, R (2011). Volunteer Management: Mobilizing all the
resources of the Community, 3rd edition, Interpub Group (Chapter 7)
• Noe, RA., et al. (2011), Steps in the Career Management Process,
Fundamentals of Human Resource Management, Global Edition,
McGraw-Hill Irwin (Chapter 9)
• Noe, R.A., et al. (2011), Training Employees, Fundamentals of Human
Resource Management, Global Edition,McGraw-Hill Irwin (Chapter 8)
Websites
• Kirkpatrick’s 4-level training evaluation model, retrieved 29 Mar 2017
from Mindtools website:
http://www.mindtools.com/pages/article/kirkpatrick.htm
• Alan Chapman (2013). People Performance Potential Model, retrieved
on 29 Mar 2017 from Businessballs website:
http://www.businessballs.com/peopleperformancepotentialmodel.pdf
32
B229 VOLUNTEER MANAGEMENT
6th Presentation
VM07 Keeping them
2
3
Learning Outcomes
1. Identify ways to retain volunteers
2. Identify platforms to appreciate volunteers
3. Discuss
ways to
volunteers on track
keep
highly
motivated
4
Recap: Motivation to Volunteer [VM01]
Possible motivations of volunteers
can be:
1. Help others
2. Widen social / career network
3. Feel needed
4. Share a skill
5. Get to know a community
6. Do something different from my
job
7. Be challenged
The list goes on….
5
Maslow’s 5 Basic Types of Needs
Fulfilled?
SelfActualisation
Esteem
Love/
Belonging
Desire to be true to own nature and realise personal
potential - need for personal growth, self-fulfilment in
areas of passion and individuality.
Wanting self-esteem or respect of others - need for
achievement, mastery, independence, recognition,
importance, prestige, dignity, dominance and etc.
Wanting to be free from loneliness or rejection desire for companionship, acceptance or being part of
a group, love, social interaction and etc.
Safety
Wanting to be free from (or avoidance from) physical
or emotional harm - free from fear, anxiety or chaos;
need for stability, law and order, protection and etc.
Physiological
Refers to needs vital for survival such as need for
food, water, warmth, shelter, sleep, procreation,
excretion and maintenance of other bodily functions.
Source: McShane, S. L. & Von Glinow, M. A. (2009). Organisational behaviour: [essentials]. Pages 93-94
6
Lowest to Highest
Maslow’s 5 Basic Types of Needs
SelfActualisation
• People can have many needs
but their lowest unsatisfied level
will be the strongest arousal.
Esteem
• When lower level is satisfied, the
next higher level becomes main
motivator.
Love/
Belonging
Safety
Physiological
• If a level is not satisfied, people
will get frustrated and this level
will remain the main motivator
until it is satisfied.
• For Self-actualisation Needs, the
more you satisfy, the stronger it
becomes.
Source: McShane, S. L. & Von Glinow, M. A. (2009). organisational behaviour: [essentials]. Pages 93-94
7
Lowest to Highest
Maslow’s 5 Basic Types of Needs
SelfActualisation
• People can have many needs
but their lowest unsatisfied level
will be the strongest arousal.
Esteem
• When lower level is satisfied, the
next higher level becomes main
motivator.
Love/
Belonging
Safety
Physiological
• If a level is not satisfied, people
will get frustrated and this level
will remain the main motivator
until it is satisfied.
• For Self-actualisation Needs, the
more you satisfy, the stronger it
becomes.
McShane, S. L. & Von Glinow, M. A. (2009). organisational behavior: [essentials]. Pages 93-94
8
Question 1
Instructions:
Refer to your worksheet
and attempt Question 1 in your teams
9
McClelland's Learned Needs Theory
(nAch):
Need For
Achievement
People with a strong need for
achievement love challenging goals. They
excel if there is a clear standard for
performance. They generally strive to succeed.
Need for
Affiliation
(nAff): People with a strong need for affiliation
desire to build and maintain friendly & close
interpersonal relationships. As such, they
generally conform to others’ wishes and try to
avoid any conflict or confrontation.
Need for Power
(nPow): People with a strong need for power
want power for personal gains or interests
(Personal Power) or want power to help others
(Social Power).
Source: McShane, S. L. & Von Glinow, M. A. (2009). organisational behavior: [essentials]. Pages 94-95
10
McClelland's Learned Needs Theory
Dominant
Motivator
Characteristics of This Volunteer
Achievement
• Has a strong need to set and accomplish challenging goals.
• Takes calculated risks to accomplish their goals.
• Likes to receive regular feedback on their progress and
achievements.
• Often likes to work alone.
Affiliation
• Wants to belong to the group.
• Wants to be liked, and will often go along with whatever the
rest of the group wants to do.
• Favours collaboration over competition.
• Doesn't like high risk or uncertainty.
Power
•
•
•
•
Wants to control and influence others.
Likes to win arguments.
Enjoys competition and winning.
Enjoys status and recognition.
11
Question 2
Instructions:
Refer to your worksheet
and attempt Question 2 in your teams
12
Recognition as a Retention Strategy
Recognition refers to the action or process of recognizing or being recognized
.
Pros
Cons
Relatively easy to administer.
Volunteers can end up having
expectations towards the organisation.
Leads to increase in volunteers’
commitment.
Does not motivate individuals who are
high on self actualization need.
Shows that the organisation values the
volunteers, able to win over their loyalty
and this increases their morale.
May not have the budget; example-give
away awards.
13
Examples of Volunteer Appreciation
Recognition as a retention strategy
Volunteers Networking Events
Certificate of Appreciation, letter of appreciation, long-service
awards, feature in media interview, nominate for external awards,
acknowledge volunteers’ efforts during committee meetings, giving
complimentary tickets to special events
14
Examples of Volunteer Appreciation
Assign challenging tasks/higher level position, explain to volunteer the impact
he has created
15
Welfare as a Retention Strategy
Welfare refers to taking care of the well being of the volunteers.
Pros
Cons
Earn goodwill and enhance public image Costly to the organisation
of the organisation.
transportation claims).
(meals/
Shows that the organisation values the Does not motivate individuals who are
volunteers, able to win over their loyalty high on esteem or self actualisation,
and increase their morale.
organisational performance will be
affected.
With a good welfare plan, it makes future Volunteers
can
end
up
having
recruitment more effective.
expectations towards the organisation.
16
Examples of Volunteer Appreciation
Welfare as a retention strategy
Accessories – Volunteer tees, collar pin, mugs
birthday card, season greetings, volunteer name card, volunteer email account, meals
and transport reimbursement, volunteer family day/outing
17
Considerations in putting together
a Welfare Package
Assumption: All the volunteers are employed or have existing income
Questions to ask :
•Who are we developing the package for?
•What are their needs?
•What benefits and welfare to offer?
•How to finance benefits and welfare?
Types of welfare and benefits
•Meals allowance
•Recognition awards
•Volunteer’s dinner
•Training
•Involvement in decision making
18
Question 3
Instructions:
Refer to your worksheet
and attempt Question 3 in your teams
19
Needs & Retention
Recognition as
a Retention
Strategy
Welfare and
Benefits as a
Retention
Strategy
Need For Achievement
Self actualization
E.g. Additional training
E.g. Involved in decisionmaking
Need for Power
Esteem
E.g. Appoint leadership position
in committee
E.g. Giving volunteers
positions of responsibility
Need for Affiliation
Love/Belonging
E.g. Thank you note and
Family Day
E.g. Senior volunteer to
mentor new volunteer.
Safety
E.g. Create safe volunteering
environment
Physiological
McClelland's
Learned
Needs Theory
E.g. Providing meals /
Transport claims
Maslow’s 5
Basic Types
of Needs
Recognition as
a Retention
Strategy
Welfare and
Benefits as a
Retention
Strategy
20
Question 4
Instructions:
Refer to your worksheet
and attempt Question 4 in your teams
21
Conclusion
• Reward and recognition are closely linked to meet
volunteers’ motivation and needs.
• Each volunteer has different motivation and needs. As the
volunteer manager, you will need to work with the
organisation to apply the appropriate retention strategy to
retain the volunteers.
• Organisation should offer volunteers intangible rewards
which are more highly valued than tangible ones
• An organisation with solid structures, clear lines of
communication and good relationships will attract and keep
good volunteers.
22
Concept Diagram
Maslow’s 5 Basic Types of
Needs
•Self actualization
•Esteem
•Love/belonging
•Safety
•Physiological
McClelland's Learned Needs
Theory
•Need for achievement
•Need for affiliation
•Need for power
Retention strategies
•Welfare (Pros and Cons)
•Recognition (Pros and Cons)
Motivated volunteers
Organisational Performance
23
Resources
Textbook
• McCurley. S., & Lynch. R. (2011). Volunteer Management: Mobilizing all the
resources in the community, (4th Edition). (Chapter 12). Place of publication:
Interpub Group.
Websites
• Volunteer Learning Journey (2016). Retrieved on 12 Apr 2017 from RSVP
Singapore website: http://rsvpfiles.s3.amazonaws.com/s3fspublic/VLC%20Flyer.pdf
• McClelland's Human Motivation Theory (n.d). Retrieved on 12 Apr 2017 from
Mind tools website: http://www.mindtools.com/pages/article/humanmotivation-theory.htm
• How to Motivate Volunteers (n.d). Retrieved on 12 Apr 2017 from Volunteer
Power website: http://www.volunteerpower.com/articles/motivate.asp
B229 Volunteer Management
VM08 6th Presentation
1
Diagram
Learning Outcomes
1. Discuss the purpose of performance
management.
2. Describe the process of performance
appraisal
3. Explain standards for good performance
4. Discuss the environment that allows
volunteers to provide on-going evaluation
and feedback
3
Problem Analysis
Performance Standard
Performance Review
Bad
Volunteer?
Shaun
Good
Volunteer?
Jackie
Performance Appraisal
Performance Evaluation
4
Jordan
Performance Management
Performance Management is a process by which
volunteer managers and volunteers work together to
plan, monitor and review a volunteer’s overall
contribution and performance of the volunteer host
organisation.
It is a continuous process of setting objectives,
assessing progress and providing on-going coaching
and feedback to ensure that volunteers are meeting
their volunteering objectives, and at the same time,
achieving the volunteer host organisation’s goals.
5
Performance Management
It provides a two-way channel:
• for volunteers to provide and receive feedback
• for volunteer host organisations to get new ideas,
improve
current
processes
and
increases
engagement and rapport with the volunteers.
For the volunteer manager, it allows you to consider
the volunteers’ performances and suitability and
evaluate if they should continue to volunteer with your
organisation, or, should you prepare them to exit from
your organisation.
6
What is Good Performance?
Volunteer
Host
Organisations
achieved their
goals
Volunteer
see a value
in
volunteering
Good
Performance
Plan for a
performance
appraisal/review
for volunteers
with both good
and poor
performances
7
Good Performance
Paid Staff vs Volunteer
Good Performance for
Good Performance for volunteer
paid staff
= Meeting organisation’s goals += Meeting organisation’s goals +
Good Working Attitude +
Good Working Attitude +
Good Teamwork +
Good Teamwork +
Good Behaviour +
Good Behaviour
Seeing a value in volunteering
8
Performance Standards
Job
Knowledge/
Competency
Quality/
Quantity of
Work
9
Examples of Performance Standards
Eg., Volunteers helping out in the old folks home
Performance
review criteria
Performance
Standard
Below
Expectation
Role Model
Number of
activities
organised a
year
2 activities
1 activity
4 activities
Number of new
activities
organised
At least 1 new
activity
No new activity
2 new activities
Lots of guidance
and handholding
needed
Plan and organise
activities
independently
Able to plan and
Planning and
organising skills organise activity
with guidance
Teamwork
Able to work with No teamwork
fellow volunteers
Excellent
teamwork and
ability to work
with fellow
volunteers
10
Performance Appraisal/Review
• It is part of the performance management process and is conducted
at a pre-determined, regular intervals (eg. Once a year or halfyearly) or in-line with the volunteers’ planned tenure with the
volunteer host organisation (eg. If the volunteer has planned to
volunteer for 6-months, a performance appraisal can be conducted
at the end of the 6-months tenure.)
• The volunteer manager organises a face-to-face session with the
individual volunteer or leader of the volunteer group, and evaluate
the progress by assessing or measuring their actual performance
against the desired standard of performance
• It focuses on how the volunteer performed in the immediate past,
generally within a one-year period or less, depending on the nature
of the volunteer role
• It identifies areas of good performance, areas for improvements,
assess volunteer’s caliber for future growth and development
11
Step 1:
Set a schedule for
performance appraisal
Step 5
Exit management
where applicable
Performance
Management
5 Steps
Step 4:
Post performance
appraisal
Step 2:
Prepare for
performance appraisal
Step 3:
Conduct performance
appraisal
12
Step 1 – Set a schedule for performance appraisal
• This should be conducted at a regular intervals (eg. Once a year or
half-yearly) or in-line with the volunteers’ planned tenure with the
volunteer host organisation (eg. If the volunteer has planned to
volunteer for 6-months, a performance appraisal can be conducted
at the end of the 6-months tenure.)
• Ensure that this process is explained to volunteers or volunteer
leader of a volunteer group (eg. Social Media Guru volunteer group)
during the orientation and ensured that volunteers are comfortable
with this process.
• Ensure that volunteers are properly briefed and allow them to clarify
tasks and expectations on their roles before they start their
volunteering work.
13
Step 2 – Prepare for the performance appraisal
• Set a date with the volunteer or volunteer leader from a volunteer
group (eg. Social Media Guru volunteer group)
• Book a meeting room or space where volunteers feel comfortable
and ensure the privacy of the discussion
• Prior to the performance appraisal, the volunteer manager should
speak to the volunteers’ supervisor, staff working with the
volunteers, fellow volunteers and beneficiaries to gather feedback
on the volunteers or volunteer group’s performance. These are
inputs for your discussion during the performance appraisal session
• The volunteer manager should also prepare a performance
appraisal form to document the volunteers’ performances and
discussion during the performance appraisal
14
Sample
Performance
Appraisal Form
15
Step 3 – Conduct the performance appraisal
• Bring the volunteer through the performance appraisal form.
Support each area of feedback with clear examples
• Give feedback on areas that volunteers have done well. Praise and
recognise their contributions.
• Give feedback on areas of improvements and discuss ways to
improve volunteers’ performance
• Where applicable, the volunteer manager could also discuss training
and development plan for the volunteer. This is part of volunteer
career path development as covered in VM06.
• Ask volunteers for feedback on the volunteer host organisations.
Eg., areas of improvement, new volunteer areas that volunteers
have
identified to meet beneficiaries’ or volunteer host
organisation’s needs
• At the end of the session, thank the volunteers for their time and
contributions.
16
Step 3 – Conduct the performance appraisal
• Considerations when conducting the performance appraisal:
 Share with volunteers what will be assessed during appraisals
 Focus on volunteers’ work or action
 Allow volunteers to conduct a self-assessment
 Be objective when writing down comments on the volunteers’
performance
 Treat all volunteers equally
17
Step 3 – Conduct the performance appraisal
Who Should Conduct?
Fellow
volunteers
Volunteers’
supervisors
Volunteer Manager
only
or Volunteer
Manager with any
of these
stakeholders
Beneficiaries
interacting
with
volunteers
Committee
Members
Staff
working
with
volunteers
18
Sample
Volunteer
self-assessment
form
19
Step 3 – Conduct the performance appraisal
Types of Appraisal Interviews
Correctable
Promotable
Unsatisfactory
but
correctable
Satisfactory
and
promotable
Unsatisfactory
Source: Gary
Dessler (2005),
Human Resource
Management (10th
edition), Prentice
Hall Inc, Chapter 9
Satisfactory
Unsatisfactory
and
uncorrectable
Satisfactory
and not
promotable
20
Uncorrectable
Not Promotable
Step 3 – Conduct the performance appraisal
Types of Appraisal Interviews
Type
Descriptions
Satisfactory
The volunteer’s performance is satisfactory and
and promotable there is a promotion ahead. Volunteer Manager’s
objective is to discuss with the volunteer on his/ her
plans to develop or go for further training
Satisfactory
and not
promotable
This is for volunteers whose performance is
satisfactory but for whom promotion is not possible.
The volunteer manager should discuss with the
volunteer on how to improve his/ her performance
so they he/she can be promoted in the next review
period
Unsatisfactory
but correctable
The interview objective is to lay out an action plan
to better improve the volunteer’s performance
Unsatisfactory
and
uncorrectable
The interview objective is to find out what is
hindering the volunteer from performing well. Is it
the differences in goals or are there any conflicts
between the volunteer manager and the volunteers
21
Challenges in Performance Appraisal
• Unclear Objectives: Volunteer Manager may not set a
clear standard for the volunteers on the first day and
the standards they gave may be unmeasurable
• Different Expectation: The “Good” standard set by
the Volunteer Manager may differ from the “Good”
standard set by the volunteers.
• Halo Effect: Volunteer Manager often rates the
volunteers that are more introvert on the lower traits
under teamwork
• Bias: Volunteer Manager may have the tendency to
allow individual differences such as age, race and
gender to affect the appraisal rating
22
Step 4 – Post performance appraisal
• The volunteer manager needs to ensure that the
performance appraisal and notes are properly filed or
entered into the volunteer database system.
• Identify any follow up actions to be taken and have a
plan to execute these actions. Eg., sending
volunteers for training, implement suggestions from
volunteers.
• Set a date for the next performance appraisal.
23
Step 5 – Exit management where applicable
• Volunteers may choose to the volunteer host organisations
when the tenure of their service ends or for other reasons such
as change of job and family situations.
• Volunteer manager should conduct a proper exit management.
This allows the volunteer host organisations to understand the
reasons for the volunteers leaving and to find solutions to
improve in any areas that contribute to the volunteers exit. This
helps to maintain good relationships with the volunteers and
these may increase the chances of them returning to volunteer
in the future.
• The volunteer manager would:
 get volunteers to complete the exit interview form.
 clarify on any of the inputs in the exit interview form
 File the exit interview form or notes in the volunteer file or
entered into the volunteer database system.
24
Sample - Exit interview form
25
Environment to Encourage Feedback
Besides the formal performance management process where
some volunteers may not be comfortable with, volunteer manager
should create an environment to encourage regular feedback.
Some ideas:
Ask volunteers for input after an activity or task is completed
Praise volunteers and show recognition of good performance
immediately after the completion of an activity or task
Make an effort to get to know volunteers beyond their role
Provide forums for information and opinion exchange, eg
Volunteer Tea, Volunteer Networking Session,
26
Environment to Encourage Feedback
• Schedule regular times for small meetings
with groups of volunteers
• Show volunteers that opinions are heard and
respected
• Engage paid staff in this 2-way
communication process
27
Application to Problem
• Jackie should apply performance management
on Shaun and Jordan
• He should clarify the roles he expects from both
of them and see if their views align with his goal
(e.g. He should let Shaun knows that the pens
need to be clean daily.)
• On the other hand, he should recognise
Jordan’s good effort and reward him.
• Jackie should continue to monitor how all
volunteers perform and support them in the daily
tasks he wants them to do
28
Application to Problem
• Jackie should NOT be the only one to
appraise Shaun and Jordan
• Instead, he should seek the opinion from the
other volunteers; other staff; and visitors
(stakeholders) and Shaun or Jordan
themselves
29
Shaun
Jackie
Jordan
Application to Problem
Step 1:
Set a schedule for
performance
appraisal
Step 5
Exit management
where applicable
Performance
Management
5 Steps
Step 4:
Post performance
appraisal
Follow up on the issues brought up in
the appraisal, file the appraisal form
and set a date for the next appraisal.
Inform Shaun and Jordan
that there will be a session
for appraisal and set the
date/ time/ venue with
them
Step 2:
Prepare for
performance
appraisal
Prepare Shuan and
Jordan for the
performance
appraisal with a selfassessment form.
Gather feedback
from fellow
volunteers, staff, Mr
Hay himself, visitors.
Step 3:
Conduct performance
appraisal
Bring Shaun & Jordan through the appraisal form,
feedback on areas that they have done well and
areas to improve on. Discuss training &
developmental opportunities
30
Application to Problem
• Jackie can then set a date and time to meet
up with Shaun and Jordan separately for the
performance appraisal
• Following are some questions, Jackie may
ask:
1. Whether or not they are achieving their goals
2. What they are supposed to be achieving in their
role, i.e. why their role exists
3. What they are currently doing well and what
areas require improvement
4. How they are impacting others in the farm
31
Application to Problem
Jackie can measure their performance based on the
following:
Shaun
Jordan
Quantity of work
Just stick to handling of
farm visits and
educational tours
Handling farm visits
and educational tours
as well as doing other
chores around the farm
Initiative/ Commitment
Poor; will spend the
free time sleeping and
lazing around
Good; have the
initiative to come out
with new ideas
Creativity/ Problem
Solving
Poor; no evidence on
his creativity
Good; develop new
ways to engage
students
Teamwork/ Cooperation
Good; have good
relationship with
everyone in the farm
Poor; he is an introvert
that does not interact
with anyone in the farm
Good
Average
Communication
32
Application to Problem
Jackie should
come out with
an action plan
to help Shaun to
improve his
performance.
E.g. Through
training
Correctable
Unsatisfactory
but correctable
Promotable
Satisfactory
and
promotable
Shaun
Unsatisfactory
Satisfactory
Unsatisfactory
and
uncorrectable
Uncorrectable
Satisfactory
and not
promotable
Not Promotable
Jackie should
discuss with
Jordan on how
to improve his
communication
skills so he can
be promoted in
the next review
period
Jordan
33
Application to Problem
Jackie should also create an environment that
is conducive to provide feedback by:
1. Get to know Shaun and Jordan more by chatting
with them
2. Listen to Shaun and Jordan’s suggestions
3. Provide a feedback box for the volunteers and
visitors to the farm to submit their feedback
4. Hold a monthly feedback meeting with the
volunteers and staff in the farm
34
Application to Problem
Challenges from Problem Statement
• Unclear Objectives: Jackie did not make the
objectives clear for both Shaun and Jordan
• Different Expectation: Jackie's standards are
different from Shaun’s standards
• Halo Effect: Jackie has rated Jordan “Poor” in
his teamwork as he don’t really talk much
lower traits under teamwork
• Bias: Jackie has the tendency to give Shaun a
better grade as Shaun is closer to him
35
Conclusion
• The appraisal is NOT the end of process, it
is the start of the volunteer performance
management process
• It is an ongoing process and the volunteer
manager should discuss with the volunteers
about their performance throughout the
review period
• Performance management can be described
as a formal TWO-WAY system that aims to
develop, motivate, and improve the
performance of the volunteers + the
volunteer host organisation
36
Concept Map
Step 1:
Set a schedule for
performance
appraisal
Step 5
Exit management
where applicable
Performance
Management
5 Steps
Step 4:
Post performance
appraisal
Step 2:
Prepare for the
performance
appraisal
Step 3:
Conduct the
performance
appraisal
Unsatisfactory
but correctable
Satisfactory
and
promotable
Unsatisfactory
and
uncorrectable
Satisfactory
and not
promotable
37
References
Recommended Textbooks
1. Steve McCurley and Rick Lynch (2011), Volunteer Management: Mobilizing All the
Resources of the Community (3rd edition), Interpub Group Corporation, Chapter 11
Reference Textbooks
1. Gary Dessler (2005), Human Resource Management (10th edition), Prentice Hall Inc,
Chapter 9
Website
2. Volunteer Management Toolkit (Chapter 6, page 72-82) Retrieved on 28 Mar 2017
from National Volunteer & Philanthropy website:
http://knowledge.nvpc.org.sg/volunteer-management/volunteer-managementelements/
3. The difference between performance management and performance appraisal (n.d.).
Retrieved on 28 Mar 2017 from Talent Management 360 website:
http://talentmanagement360.com/the-difference-between-performance-managementand-performance-appraisal/
4. Sree Rama Rao (2010), The Appraisal Interview. Retrieved 28 Mar 2017 from
CiteManagement Article Repository of Cite.Co website:
http://www.citeman.com/9501-the-appraisal-interview.html
38
B229
Volunteer Management
VM09 6th Presentation
HomeWorks
1
Learning Outcomes
1. Discuss the need for volunteer programme
evaluation
2. Explain the various types of evaluation
3. Identify appropriate evaluation tool in relation
to the type of evaluation
2
Problem Analysis
Is the project
effective?
Is the project
sustainable?
Project HomeWorks
How to go
about
evaluating?
3
4
Why the need for volunteer program
evaluation?
• It is a way to gather information
and feedback for continuous
knowledge and growth to improve
on the volunteer programs and
services.
• It is an evaluation exercise to
determine the volunteer programs’
true value in order to strengthen
the program.
• It is to provide useful information
to assist the senior leadership,
boards of directors, staff and
volunteers in decision making.
5
What do we need to find out?
•
•
•
•
Are volunteers satisfied with their positions?
Are they getting the support that they need?
Are they feeling engaged?
Is there any information that we can gather from
volunteers' insights to better support and retain others?
• Do volunteers have suggestions as to how we can
better train them, stay connected or recognize them?
6
Types of Evaluation
o Mission-based Evaluation (e.g. can the student volunteers
understand the mission of the YEP?)
o Output-based Evaluation (e.g. numbers of hours student
volunteered in the YEP)
o Customer-based Evaluation (e.g. satisfaction level of the
kids or villagers the they helped in the YEP)
o Standards-based Evaluation (e.g. is the standard of the
wall painting or school built by the volunteers acceptable)
o Outcome-based Evaluation (e.g. can the kids in the village
have a better education or basic education)
Note: Youth Expedition Project (YEP) has been a
key youth development programme of National
Youth Council that encourages volunteerism
among youth to embark on community ServiceLearning projects overseas.
7
Mission-Based Evaluation
Mission-Based evaluation examines
the impact of a volunteer program
by a simple standard – to what
extent do volunteers assist the
organisation in achieving its mission
and purpose.
In other words, this evaluation
method looks at whether the
volunteers connected with an
organisation are directly involved in
work that ought to be done.
e.g. RSVP Proguide – programmes support RSVP Mission?
8
Output-Based Evaluation
Output-based evaluation measures the value of the
volunteer program. There are a variety of possible
outputs to measure. Generally, we look at the overall
contribution of effort provided by volunteers to the
organisation:
•
•
•
•
Number of volunteers involved during the past year
Number of volunteer hours
Number of clients served
Number of staff or department assisted
It is important to determine in advance what you want
to track, since doing so will involve efforts from both
on the volunteer program manager as well as the
volunteers.
e.g. Sunlove Marsling – RP wide; total number of students, total number of elderly
benefitted, total number of programmes
9
Output-Based Evaluation
Other values that volunteers might bring would be :
• Cash contributed by volunteers
• In-kind donation by volunteers
• Out-of-pocket contribution by volunteers
As the volunteer manager, you might want to track some
additional items related to how the volunteer program
operates:
• Average length of service per volunteer
• Number of hours per volunteer per week
• Volunteers in different categories of age, race, gender,
etc
• Range of jobs performed by volunteers
• Number of volunteers turnover during the year
10
Customer-Based Evaluation
A third method for measuring effectiveness lies in
conducting customer service surveys about the
volunteer program and its work. There are three
primary customer groups whom you might wish to
include in this effort:
• Volunteers
• Clients
• Staff
11
e.g. HCA Hospice Care – Sunflower Remembrance Day; caregivers, nurse, volunteer
(how programme support family to cope with grief?)
Customer-Based Evaluation
• Each of the customer groups can be
surveyed to determine the extent of
their relationship with the program
and their levels of satisfaction with its
operation.
• This process will create a measure
of program effectiveness by
ascertaining feedback from
customers about their level of
satisfaction with its operations and at
the same time create a system for
obtaining their suggestions as to how
to improve the operations of the
program as it affects them.
12
Standards-Based Evaluation
A fourth method of measuring effectiveness lies in comparing it to
industry or national standards. These standards may either
suggest or require certain methods of operation. Some are for
the overall evaluation of the program, some concentrate on
standards for volunteer involvement and some are on the
standards of the end products.
This approach is valuable in that it not only examines the
elements within the volunteer program, but also looks at other
factors within the organisation that will impact the ultimate
effectiveness of the volunteer program.
E.g. standard of cleanliness for cleaning
the house or safety level of the school
built by volunteers
e.g. Willing Heart – cooking (e.g. HPB nutritious value?)
13
Outcome-Based Evaluation
Outcome-based evaluation tracks a program logic model :
“Inputs that lead to Activities that create Outputs that
foster Outcomes”
This method can be quite complex and professional
assistance is required. This evaluation is very expensive in
terms of time and money and it is difficult to track what is
happening to clients.
Measuring long-term changes in attitude, behaviour or
status in clients is an especially complex and expensive
undertaking. Of course, when it works, outcome-based
evaluation is really good. It impresses clients, funders,
prospective volunteers and everyone else.
e.g. Beautiful People – Free for Good Programme: keep job, stay clean?
14
Tools for Evaluation
• Focus Groups
• Interviews via face-to-face
• Survey via phone or mail or on a website
• Suggestion boxes and feedback forms
• Observations
• Case studies
15
e.g. could be a mix of tool, apply to context, which
tool is more effective
Application to Problem
The Need for Evaluation
Project HomeWorks
To gather information and
feedback so as to learn and
grow continuously and to
improve the volunteer
programs and services.
The existing services :
- Improve safety of the home
- Improve sanitation of the home
- Develop a sense of volunteerism in
the youth
To determine the volunteer
programs’ true value and to
strengthen the program
• To make a difference by improving
the living condition of the elderly, the
sick and the physically-challenged
all over Singapore
To assist the senior leadership, • To put together a report on the
boards of directors, staff and
success or effectiveness of the
volunteers in decision making
program and to determine if
changes ought to be made to the
project in future
16
Application to
Problem
Project HomeWorks
Evaluation Methods
Evaluation Tools
o Mission-based Evaluation (e.g. can the volunteers
understand the mission of the spring cleaning? It
is to help the elderly to have a decent home)
o Output-based Evaluation (e.g. numbers of home
visit volunteers visited)
o Customer-based Evaluation (e.g. satisfaction level
of the elderly for helping them to clean the home)
o Standards-based Evaluation (e.g. cleanliness level
of the home after volunteers do their spring
cleaning)
o Outcome-based Evaluation (e.g. can the elderly
take care of themselves and maintain the
cleanliness level at home)
Checklist, interviews, surveys and questionnaires are
feasible tools for conducting of the evaluation
17
Concept Diagram
Measuring Volunteer Program Effectiveness
Volunteer
Program
1.
2.
3.
4.
5.
Types of Evaluation
Mission-based Evaluation
Output-based Evaluation
Customer-based Evaluation
Standards-based Evaluation
Outcome-based Evaluation
Evaluation Tools
Focus groups; Interviews; Questionnaires; Case Studies;
Surveys; Observations; Program logic model; Checklists
18
References
Recommended Textbook
1. McCurley. S., & Lynch. R. (2011). Volunteer Management:
Mobilizing all the resources in the community, (4th Edition).
(Chapter 15). Place of publication: Interpub Group.
Websites
2. Lori Gotlieb (2011), Evaluation: Your Tool to Volunteer
Program Success. Retrieved 09 May 2017 from Charity
Village website :
https://charityvillage.com/Content.aspx?topic=evaluation_your
_tool_to_volunteer_program_success#
19
Industry Visit
B229 Volunteer Management
VM10 – LET’S FIND OUT
SCHEDULE
Learning Phase
0915 – 0930
1 Go through quiz for VM09 and instructions for industry visit
Learning Phase
0930 – 1500
2 0930 – 1000
Travelling to Cerebral Palsy Alliance
1000 - 1115
Understanding stakeholders
Students will learn from industry partner, Cerebral Palsy Alliance , its volunteer
management practices. Students to tour Cerebral Palsy Alliance’s various
facilities including social enterprise workshops Students to complete worksheet
during this period.
1115 – 1200
Students get an opportunity to volunteer at GROWorkshop and interact with
Cerebral Palsy Alliance’s client.
1200 – 1300
Lunch
1300 - 1500
Students get an opportunity to volunteer at GROWorkshop and interact with
Cerebral Palsy Alliance’s client.
1500 – 1600
Debrief and Travelling back to Republic Polytechnic
2
LEARNING OUTCOMES
Describe the business activities and volunteering needs
of the client
 Explain the role of a volunteer manager in the context
of the client
 Perform the role of a volunteer
 Identify an area that requires volunteers for clients

3
An overview of volunteering [VM01]
Understand your client
 What are the business activities?
 Identify the sector and types of volunteers client has.
 Examples of current volunteer programmes - special
education services, day activity centre
4
An overview of volunteering [VM01]

What is the role of a volunteer manager?
5
An overview of volunteering [VM01]

What is the organization chart?
6
An overview of volunteering [VM01]

What is the reporting structure of the volunteer manager?
7
Conceptualisation of volunteer programme
[VM02]



Does the volunteer programme goals align with the organisation’s
goals?
E.g. – Travel skills volunteer programme
=> Aligns with the organisation’s vision “to empower all persons with
Cerebral Palsy to realise their full potential and lead fulfilled,
dignified lives’
Travel skills – equip Cerebral Palsy Alliance’s clients with skills and
abilities to travel on public transport, thus helping clients to gain
independence and integrate with the society.
Staff involved
Roles
Special education
teachers
• Identify needs for volunteers, write job
description
• Manages & motivate volunteers
Volunteer Manager
• Recruit, match, train, motivate
volunteers
8
Creation of volunteer positions
[VM03]


How does the Volunteer Manager plan for the volunteer resources?
How do you calculate the optimal number of volunteers required?
9
Recruiting the right volunteers
[VM04]


What are the volunteer recruitment campaigns utilized by the client?
What are the marketing and communications channels client has used
in recruiting its volunteers?
10
Matching volunteers to positions
[VM05]



Describe the client’s volunteer selection process
Type of interview use? Any background check conducted on
volunteers?
How does Cerebral Palsy Alliance decide and match volunteers to the
volunteer positions available?
11
Training & development of volunteers
[VM06]



Are training provided to volunteers?
Which training methods and techniques are used?
Is there a talent management process?
Cerebral Palsy
Alliance
Orientation
Programme
12
Retention of volunteers
[VM07]


Which retention strategies are used to retain volunteers?
What are some ways and platforms that Cerebral Palsy Alliance
uses to recognize volunteers’ contributions?
13
Challenges faced in volunteer management


What are the challenges faced in volunteer management?
Are there support from staff and management?
14
Conclusion

The industry visit allows you an opportunity to see how volunteer
management is practiced in the industry providing services to
people with special needs.

The reporting structure of a volunteer manager varies from one
organisation to the other. In Cerebral Palsy Alliance Singapore, the
volunteer manager is a full time staff, reporting to the Advocacy and
Marketing Manager.

There will be challenges in volunteer management. Timely
resolution of the issues are important in ensuring that the volunteer
programme could continues, and maintain a good staff-volunteer
relationship.
15
Concept Map
Business activities &
volunteering needs
Design volunteer
programme to achieve
organisation’s goals
16
B229 Volunteer Management
VM11 6th Presentation
1
Role of VM/ VC To Manage the
Volunteer Management Process
2
Problem Analysis
Conflict!
Resolution!
How can Captain America
resolve the conflicts?
How can Captain America
better manage the staffvolunteer relation?
How can Captain America better
understand department needs and
get staff support to engage
volunteers to run the programme
3
Learning Outcomes
• Discuss staffs’ perception and expectation of
volunteer behaviour and performance
• Identify factors that impact volunteer-staff
relationships
• Explain the steps to resolve conflict
• Identify patterns of challenging behaviour
amongst volunteers
4
Staff-Volunteers Conflict
Cause of conflict – different points of view/
concerns/ expectations between staff and
volunteer
As a volunteer manager, how do you resolve
conflict between volunteers and staff, and
ensure a good staff-volunteer relationship?
5
Problems with volunteer performance
Problems with volunteer performance
occur most often when:
1) What is required of the volunteer in the 
job is unclear, causing volunteer to 
either leave or take things into their own
hands
2) Volunteer’s
contribution
is
not 
recognised, causing unhappiness


3) Volunteers do not know when they are 
not performing well

4) There are no opportunities for training 
and development



Preventive Measures:
Have clear volunteer job descriptions
During the selection and matching phase,
explain to volunteer his/her role and
responsibilities
Use formal and informal ways of recognising
volunteers
Use Recognition or Welfare Retention
Strategies
Reward volunteers individually as well as a
group
Give regular honest feedback
Conduct regular performance appraisals/
reviews
Ensure that all new volunteers undergo
orientation and job function training before
they embark on their volunteering assignment
Provide regular training sessions
Utilise guest speakers as trainers or senior
volunteers to train/mentor new volunteers
Consider supporting the volunteer in gaining
qualifications (E.g. Certificate in Counselling)
Adapted from: A Guide & Index to Volunteering Queensland Inc’s Volunteer Management Resources (n.d). Retrieved 24 May 2017, from the Volunteering
Queensland website: https://www.tennis.com.au/innisfail/files/2014/08/A-Guide-to-Volunteering-Queensland-Inc-Volunteer-Management-Resources.pdf
6
Problems with volunteer performance
Problems with volunteer performance
occur most often when:
5) Managers do not take the time to listen 
and understand volunteers’ changing 
experiences and needs

6) A volunteer does not adapt or cope well 
with change


7) A volunteer does not have the 
knowledge or skills to do the job,
creating more work for the staffs


8) There are no resources or facilities 
(phone, computer, room to pack items)
to do the job
Preventive Measures:
Schedule time to listen to volunteers
Ensure volunteers know when is the
‘best’ time to approach the volunteer
manager or supervisor
Gather regular feedback about various
aspects of the programme
Give plenty of notice about upcoming
changes (wherever possible)
Ensure volunteers understand why the
change is necessary
Give support and encouragement
Have clear job descriptions, application
and selection process
Consider using ‘skilled’ or ‘professional’
volunteers
Provide training to equip volunteers
Only put volunteers in a role if you have
the required resources
7
Staff Resistance
Volunteer Manager needs to recognise that staff resistance
to having volunteers may be caused by their perceptions of
the situation leading to five key issues:
Issues
Perceptions
1. Lack of Trust
• The staff feels that volunteer manager does not have
enough influence to help.
• The staff is afraid that volunteers might take over paid
positions.
• The staff feels that the volunteer manager does not know
the needs of his or her department.
2. Lack of Perceived
Need (eg. Need for
volunteer
programme, need
for volunteers’
help)
• The problem which arose does not affect the staff person
in an obvious way.
• Other needs of the staff seem to be of higher priority.
• The staff person feels that the organisation should solve
problems by giving more paid help, and they do not see
the need for volunteers to work in their unit.
Source: McCurley. S., & Lynch. R. (2011). Volunteer Management: Mobilizing all the resources in the community, (3th Edition). (Chapter 13). Interpub Group.
8
Issues
3. Lack of
Imagination
(e.g never have a
volunteer to run a
social media
campaign to publicise
programme
4. Lack of
Confidence
(e.g. can volunteer do
a good job?)
5. Lack of
Satisfaction
Staff Resistance
Perceptions
• Fear of unanticipated consequences.
• Fear of being punished for acting without approval of
higher authority.
• Staff resist help because they do not see any hope of a
solution.
• The staff feels that there might be better ideas.
• The staff is not sure if the volunteer is capable of doing
that.
• The staff person resists help because he feels that the
assistance the volunteer manager or volunteer offers will
not help solve the problem.
• The staff is not sure if he has made the right decision to
adopt the proposed solution.
• The staff is afraid that others may react negatively to the
course of action.
• The staff is afraid that the volunteer manager may not
fulfill the part of the bargain.
9
Summary of Causes of Conflict and Solution
The common problems that cause conflict between volunteers and staff are either
because of competency issues or staff support issues. The problems are summarized
over four categories in the table below and possible solutions are provided for each
broad category.
Conflict
Solution
Staff Support: Staff are worried that his/ Identify and address paid staff concerns
her job will be replaced
about the introduction of volunteers
Staff support: Volunteer roles and the Identify and clarify the roles of both the
staff roles are not clearly defined
volunteers and staff
Competencies: Volunteer do not have Develop & brief volunteers on the
the same level of expertise as compared standard procedures to follow when
to paid staff
executing a task
Competencies: Volunteer are not Provide training for volunteers
independent and staff find it easier to do
the tasks on their own
10
Thomas-Kilmann Conflict Model
The Thomas-Kilmann Conflict
model or TKI is designed to
measure a person's behavior in
conflict situations.
"Conflict situations" are those in
which the concerns of two people
appear to be incompatible.
In such situations, we can
describe an individual's behavior
along
two
dimensions,
assertiveness
and
cooperativeness. These two basic
dimensions of behavior define
five
different
modes
for
responding to conflict situations.
• assertiveness, the extent to which the
person attempts to satisfy his own
concerns, and
• cooperativeness, the extent to which the
person attempts to satisfy the other
person's concerns.
11
Thomas-Kilmann Conflict Model
Five modes for responding to conflict situations
Mode
1.Competing
Dimension
Description
assertive and •
uncooperative
•
•
2. Accommodating
unassertive
and
cooperative
•
•
•
3. Avoiding
unassertive
•
and
uncooperative •
•
The individual pursues his own concerns at the other
person's expense.
Power-oriented mode in which one uses whatever power
seems appropriate to win their own position.
Competing means "standing up for your rights," defending a
position which you believe is correct, or simply trying to win.
Complete opposite of competing.
Individual neglects his own concerns to satisfy the concerns
of the other person.
There is an element of self-sacrifice in this mode.
Accommodating might take the form of selfless generosity or
charity, obeying another person's order when you would
prefer not to, or yielding to another's point of view.
Neither pursues his own concerns nor those of the other
individual.
Thus he does not deal with the conflict.
Avoiding might take the form of diplomatically sidestepping
an issue, postponing an issue until a better time, or simply
withdrawing from a threatening situation.
Source: Thomas-Kilmann Conflict Mode Instrument. (n.d) Retrieved 24 May 2017, from the Kilmann Diagnostics website:
http://www.kilmanndiagnostics.com/overview-thomas-kilmann-conflict-mode-instrument-tki
12
Thomas-Kilmann Conflict Model
Mode
Dimension
Description
4. Collaborating
assertive and
(eg. Partnership
cooperative
with YCS –
YCS/RP members
as volunteers:
meet both needs,
win-win)
•
•
5. Compromising
(e.g.
Collaboration
with OSG for
storage space:
move items to
meeting room &
nobody can use
it)
•
moderate in
both
assertiveness
and
cooperativeness
•
•
•
•
•
Complete opposite of avoiding.
Collaborating involves an attempt to work with others to
find some solution that fully satisfies their concerns.
It means digging into an issue to pinpoint the underlying
needs and wants of the two individuals.
Collaborating between two persons might take the form
of exploring a disagreement to learn from each other's
insights or trying to find a creative solution to an
interpersonal problem.
The objective is to find some expedient, mutually
acceptable solution that partially satisfies both parties.
It falls intermediate between competing and
accommodating.
Compromising gives up more than competing, but less
than accommodating. Likewise, it addresses an issue
more directly than avoiding, but does not explore it in as
much depth as collaborating.
In some situations, compromising might mean splitting
the difference between the two positions, exchanging
concessions, or seeking a quick middle-ground solution.
13
Thomas-Kilmann Conflict Model
Application:
• Once you understand the different modes, you can use them
to think about the most appropriate approach (or mixture of
approaches) for the situation you're in.
• You can also think about your own instinctive approach, and
learn how you need to change this if necessary.
• Ideally you can adopt an approach that meets the situation,
resolves the problem, respects people's legitimate interests,
and mends damaged working relationships.
14
A Conflict Resolution Process
• A starting point for dealing with conflict is to identify
the overriding conflict style used by you; the
volunteer manager, your volunteers, and your
colleagues.
• Next, use the 5 steps process to resolve the conflict.
Source: Conflict Resolution – Resolving conflict rationally and Effectively (n.d.). Retrieved 24 May 2017 from Mind Tools website:
http://www.uvm.edu/~aellis5/Mind.tools.pdf
15
Step One: Set the Scene
• Make sure that people understand that the conflict may be a
mutual problem, which may be best resolved through discussion
and negotiation rather than through raw aggression.
• If you are involved in the conflict, emphasize the fact that you are
presenting your perception of the problem. Use active listening
skills to ensure you hear and understand other's positions and
perceptions.
– Restate
– Paraphrase
– Summarize
• And make sure that when you talk, you're using an adult, assertive
approach rather than a submissive or aggressive style.
16
Step Two: Gather Information
• Try to get to the underlying interests, needs, and concerns of the other party.
Ask for his/her viewpoint and confirm that you respect his or her opinion and
need his or her cooperation to solve the problem.
• Try to understand his or her motivations and goals, and see how your actions
may be affecting these.
• Try to understand the conflict in objective terms: Is it affecting work
performance? Damaging the delivery to the client? Disrupting team work?
Hampering decision-making? Be sure to focus on work issues and leave
personalities out of the discussion.
• Listen with empathy and see the conflict from the other person's point of view.
• Identify issues clearly and concisely.
• Clarify feelings.
17
Step Three: Agree the Problem
• This sounds like an obvious step, but
often different underlying needs, interests
and goals can cause people to perceive
problems very differently. You'll need to
agree with the problems that you are
trying to solve before you'll find a
mutually acceptable solution.
• Sometimes different people will see
different but interlocking problems – if
you can't reach a common perception of
the problem, then at the very least, you
need to understand what the other
person sees as the problem.
18
Step Four: Brainstorm Possible Solutions
• If everyone is going to feel
satisfied with the resolution,
it will help if everyone has
had fair input in generating
solutions.
• Brainstorm possible solutions,
and be open to all ideas,
including those you have
never considered before.
19
Step Five: Negotiate a Solution
• By this stage, the conflict may be resolved: Both sides may
better understand the position of the other, and a mutually
satisfactory solution may be clear to all.
• However, you may also have uncovered real differences
between your positions. This is where a technique like winwin negotiation can be useful to find a solution that, at least
to some extent, satisfies everyone.
• There are three guiding principles here: Be Calm, Be Patient,
Have Respect.
20
Creating a System of
Good Volunteer‐Staff Relations
To achieve a good volunteer-staff relationship, the organization needs to have the
following eight elements in place:
1) Overall Policy on Volunteer Involvement (VM02 Conceptualise volunteer programme)
2) Assessment of Staff Capabilities (VM02 Conceptualise volunteer programme)
3) Staff Orientation to the Volunteer Programme (VM02 Conceptualise of volunteer
programme & VM03 Creation of volunteer positions)
4) Personalized Volunteer Position Creation (VM03 Creation of volunteer positions)
5) Early Monitoring of Volunteer Placements (VM05 Matching volunteers & VM06
Training and development for volunteers)
6) Staff Control and Responsibility in Volunteer Management (VM02 Conceptualise
volunteer programme)
7) Feedback and Recognition (VM07 Retaining & motivating volunteers)
8) Ongoing Relationship Building (VM08 Evaluating volunteer performance)
21
APPLICATION TO PROBLEM
Captain America
Volunteer Manager
Deadpool
Volunteer
Incredible Hulk
Case Manager
22
Application: Conflict 1 – Deadpool Vs Incredible Hulk
Deadpool
1) Unsure of his role
2) Feels that Incredible Hulk
not a very nice person
3) Willing to compromise
Deadpool
Volunteer
Incredible Hulk
1) Feels annoyed by Deadpool,
is
the volunteer, as he perceives
that Deadpool gives him more
problems
2) Doesn’t want to compromise
things as he doesn’t want the
service standard to drop.
3) Feels that his department’s
needs are not met
Incredible Hulk
Case Manager
23
Application: What should Captain America do?
Step 1: Captain America will first need to find out the source of conflict.
Using Thomas-Kilmann Conflict Model, Captain America needs to identify
the conflict behaviour of Incredible Hulk and Deadpool in a conflict
situation.
This step can be applied before a face-to-face conflict resolution process.
Conflict Parties
Thomas Kilnman
Mode
Rationale
Incredible Hulk
Competing
Incredible Hulk doesn’t want to
compromise as he doesn’t want
to lower the service standards of
his department.
He feels that engaging volunteers
is a waste of time.
Deadpool
Compromising
Deadpool may not like Incredible
Hulk very much, but he is willing
to compromise.
24
Step 2: Captain America can apply the 5 steps conflict resolution process to
facilitate a peaceful resolution between Incredible Hulk and Deadpool.
Steps for Conflict
Resolution
Application
Step 1:
Set the Scene
Captain America needs to ensure that the conflict may be a
mutual problem between Incredible Hulk and Deadpool. It is
best resolve through discussion and negotiation, and best
spoken in an assertive tone.
Step 2:
Gather Information
Captain America will need to find out the underlying
interests, needs and concerns of both Incredible Hulk and
Deadpool. He can try to understand them, and listen with
empathy and see the conflict from Incredible Hulk and
Deadpool’s point of view.
Step 3:
Agree to the Problem
Captain America will need to have both Incredible Hulk and
Deadpool’s agreement to the problems in order to find a
middle ground.
Step 4:
Brainstorm Possible
Solutions
Once Captain America has heard what everyone has to say,
he may lead a brainstorm session for possible solutions,
including those that have never been considered before.
Step 5:
Negotiate a Solution
By this stage, Captain America may have resolved the conflict.
He needs to remember three guiding principles: Be Calm, Be
Patient, Have Respect.
25
Application: Conflict 2 – Incredible Hulk Vs Captain America
Incredible Hulk
Captain America
1) Feels that the decision to get 1) Feels that Incredible Hulk is resisting
volunteers is a top management
help
decision
2) Feels that Incredible Hulk should
2) Feels that the volunteer manager,
manage Deadpool
Captain America, doesn’t understand 3) Feels that Incredible Hulk should
the department’s needs
engage volunteers’ help to meet the
3) May have a wrong misconception of
manpower crunch
manpower deployment
Incredible Hulk
Case Manager
Captain America
Volunteer Manager
26
Application: What should Captain America do?
Step 1: Captain America will first need to find out the source of conflict.
Using Thomas-Kilmann Conflict Model, Captain America needs to identify
the conflict behaviour of himself and Incredible Hulk in a conflict situation.
This step can be applied before a face-to-face conflict resolution process.
Conflict Parties
Thomas Kilnman
Mode
Rationale
Incredible Hulk
Competing
Incredible Hulk doesn’t want to
compromise as he doesn’t want to
lower the service standards of his
department.
He feels that Captain America does
not understand his department
needs.
Captain America Collaborating
Captain America wants to work with
Incredible Hulk to re-look at the issues
raised while ensuring that the
manpower needs are met.
27
Step 2: Captain America can apply the 5 steps conflict resolution process to
facilitate a peaceful resolution between himself and Incredible Hulk.
Steps for Conflict
Resolution
Application
Step 1:
Set the Scene
Captain America needs to ensure that the conflict may be a
mutual problem between himself and Incredible. It is best to
resolve through discussion and negotiation, and best spoken
in assertive tone.
Step 2:
Gather Information
Captain America will need to find out the underlying
interests, department needs and concerns of Incredible Hulk
in engaging volunteers.
Step 3:
Agree to the Problem
Captain America and Incredible Hulk will need to agree on
the problems in order to find a middle ground.
Step 4:
Brainstorm Possible
Solutions
Captain America to discuss with Incredible Hulk the possible
solutions to engage volunteers effectively in order to meet
the department’s manpower needs.
Step 5:
Negotiate a Solution
By this stage, Captain America may have resolved the conflict.
He needs to remember three guiding principles: Be Calm, Be
Patient, Have Respect.
28
Conclusion
• Conflict may happen whether or not if there is a
real problem
• Conflict usually occurs when two individuals with
differing opinions come together, and no
compromise can be met
• Conflict
resolution
requires
patience,
understanding and fairness on the part of the
peacemaker
• At times, there can be no solution to a conflict
and a compromise will need to be agreed on
29
Concept Diagram
Apply
Thomas-Kilnman’s
Conflict Model
 Competing
 Collaborative
 Compromising
 Accommodating
 Avoiding
Conflict Happens between Staffs, Volunteers
and Volunteer Manager
Setting the
Scene
Gather
Information
Agree to
the
problem
Brainstorm
possible
solutions
Negotiate
a solution
30
Resources
Reference Textbook:
1. McCurley. S., & Lynch. R. (2011). Volunteer Management: Mobilizing all the resources in the
community, (3th Edition). (Chapter 13). Interpub Group.
Websites:
1. Conflict Resolution – Resolving conflict rationally and Effectively (n.d.). Retrieved 24 May
2017 from Mind Tools website: http://www.uvm.edu/~aellis5/Mind.tools.pdf
2. Workplaces that work: Staff-volunteer Relations (n.d). Retrieved 24 May 2017 from
hrcouncil.ca website: http://hrcouncil.ca/hr-toolkit/workplaces-staff-volunteer.cfm
3. A Guide & Index to Volunteering Queensland Inc’s Volunteer Management Resources (n.d).
Retrieved 24 May 2017, from the Volunteering Queensland website:
https://www.tennis.com.au/innisfail/files/2014/08/A-Guide-to-Volunteering-Queensland-IncVolunteer-Management-Resources.pdf
31
VM 12
6th Presentation
Pick-Me-Up
B229
Volunteer Management
2
Learning Outcomes
 Discuss
the risk management in volunteer
management
 Identify areas of liability in a volunteer programme
 Identify the risks faced by volunteers during
volunteering
 Identify ways to mitigate risks identified for the
volunteer programme
3
Problem Analysis
Overcome
the risks
Advise
Sunshine
Centre
Identify
types of
risks
Propose risk
management
strategies
4
Risk management

Risk management is designed to allow volunteer manager
to forecast risks in advance and then to take proactive steps
to deal with these identified risks in a purposeful fashion.

Risk management:
 Increases your chances of succeeding in an activity or
preventing a loss
 Minimises the effect of a loss that could not be prevented
 Gives the volunteer manager, staff and volunteers the
confidence to pursue their mission without the fear of
legal action or harm
 Approaches risk in a structured and calculated manner,
rather than being haphazard.
5
Potential risks
*People include – beneficiaries, volunteers, staff, the public
Source: Volunteer Management Toolkit (page 42-44). Retrieved on 21 Apr 2017 from National Volunteer & Philanthropy website:
http://knowledge.nvpc.org.sg/volunteer-management/volunteer-management-elements/
6
Types of risks faced by volunteers




Stress
Burn-out
Dealing with at-risk beneficiaries
Abuse of positions


Unsafe
volunteering
conditions
Environmental risks
Source: Running the risk (n.d.) Retrieved on 21 Apr 2017 from Volunteering Australia’s website:
http://www.volunteeringaustralia.org/wp-content/files_mf/1377053059VAManagersrunningtherisk.pdf
7
Volunteer programme Liability
There are three basic areas in which potential
liability problems are likely to occur in volunteer
programme :
Liability of the
Individual Volunteer
Volunteers may
encounter legal
problems in any of
the 3 areas :
• Criminal Liability
• Civil Liability
• Breach of
obligation to the
organisation
Liability of the
Organisation to the
Volunteer
When a volunteer joins
the volunteer host
organisation, the
volunteer host
organisation assumes
certain obligations to
that volunteer such as :
• Protection from
harm
• Personnel rules
Liability of the
Organisation for the
Actions of their Volunteers
If a volunteer injures
another or commits
wrong doing that is
within the scope of
duties, the volunteer host
organisation will be held
responsible for negligent
in hiring, training or
supervision of the
volunteer.
Source: McCurley, S., Lynch,R., (2011). Volunteer Management : Mobilizing all the resources of the Community, (3rd edition)
(Chapter 14). Interpub Group
8
Risk Management Framework
• Brainstorm a list
of possible
dangers &
situations
• Continuous
process to
review & update
Step 1 :
Identify
Risks
Step 2 :
Evaluate
Risks
Step 4 :
Review &
update
procedures
Step 3 :
Plan Risk
Control
• Likelihood to
Happen
• Magnitude of
harm
• Prevent risks or
minimise harm or
transfer liability
Source: McCurley, S., Lynch,R., (2011). Volunteer Management : Mobilizing all the resources of the Community, (3rd edition)
(Chapter 14). Interpub Group
9
Step 1 :
Identify risks
• Brainstorm a list of possible
dangers & situations
 The
volunteer manager brainstorms a list of possible
dangers, situations, or problems that might occur during
the operation of the programme.
 The intent of this process is to develop a master list of
things that might go wrong in the operation of the
programme. Areas to focus on include :
√ Physical abilities required to perform tasks
√ Attitude and maturity to perform work safely
√ Worksite and equipment
√ Skills required to perform work
√ Nature of the clientele
√ Procedures
10
• Likelihood to happen
• Magnitude of harm
Step 2 :
Evaluate Risks
 The
risks are then prioritized in terms of likelihood of
occurrence and magnitude of harm.
 This prioritizing allows the volunteer manager to
begin working with the risk that has the most
likelihood of occurrence and greatest magnitude of
harm. Eg., high, medium or low likelihood to
happen.
Work takes place in a
normal office setting
under staff supervision
Work allows
unsupervised off-site
contact between
volunteer and clients
11
Assess impact of key risks identified
For each risk identified, assess the potential impact and
likelihood of risk occurring.
The higher the frequency and severity of the risk, the more
attention the volunteer host organization should pay to that
particular risk factor.
Source: Volunteer Management Toolkit (page 42-44). Retrieved on 21 Apr 2017 from National Volunteer & Philanthropy website:
http://knowledge.nvpc.org.sg/volunteer-management/volunteer-management-elements/
12
Step 3 :
Plan Risk
Control
• Prevent risks or minimize
harm or transfer liability
Decisions are then made for each specific risk. The basic types of
possible responses are :

Stop the Activity : This option could include delaying the activity until
adequate preparation has been made to engage in it safely.

Eliminate the Risk : This would involve changing the operation of the
programme to reduce the likelihood of the risk occurring. This could involve
changing volunteer host organization’s procedures, paying closer attention
to personnel requirements, updating equipment, etc.

Minimise the harm : This would include developing emergency procedures
to deal with disasters when they do occur.

Transfer the liability : Move the consequences of the risk to some other
party, eg., via an insurance policy.
13
Step 4 :
Review &
Update
procedures
• Continuous process
to review and update
 As
additional information is obtained about
potential risks and solutions, additions and
changes are made to volunteer host
organisational’s procedures
 Eg., screening, training, and supervising
volunteers
14
Risk management strategies
Identify risks for each volunteer position
Rewrite volunteer position descriptions
Screen potential volunteers based on potential risks
Train volunteers in risk preparedness
Train Staff
Create procedures for risk-based supervision
Review and Update
Source: McCurley, S., Lynch,R., (2011). Volunteer Management : Mobilizing all the resources of the Community, (3rd edition)
(Chapter 14). Interpub Group
15
Examples
Organisation/Service Type
Healthcare
Risk management strategies



Screening, training & supervision of
volunteers
Adhere to hygiene policy – eg., 7steps in hand wash, apply hand
sanitizer before and after touching a
patient, wear gloves for some
procedures
Volunteers to sign indemnity form
Eg. Metta Home for the Disabled
-shut down for flu outbreak
-request for volunteers’ contact
details for contact tracing
-2 buddies to 1 resident
-volunteer training by zoo staff,
walk the ground
16
Examples
Organisation/Service Type
Sports, adventure,
recreation related
programme
Risk management strategies




Screening of volunteers
Coaching qualifications/licenses verification
of coaches/volunteer trainers
Site licenses verification to ensure it has
the required licenses and adhere to safety
standards
Compliance with sport governing body
standards
17
Examples
Organisation/Service Type
Youth and children related
programme




Risk management strategies
Screening, training and
supervision of volunteers
Pair/group volunteer instead of
1-1 volunteering
Volunteer photo ID/sign-in on
volunteer log book for each
volunteering activity
Sign non–disclosure form
18
Application:
Step 1: Identify potential risks
Potential Risks
Examples of risks
Liability areas
Road accident
(stress)
√ caused by unsafe volunteer driver
√ caused by unsafe vehicle owned by
volunteer driver
Liability of the
individual volunteer
(civil liability)
Physical injury to
volunteers or clients
(unsafe volunteering
conditions)
√ injury to elderly while being assisted into or
out of vehicle
Liability of the
volunteer host
organisation for the
actions of the
volunteer
√ injury to volunteer driver while assisting
elderly into or out of vehicle
√ injury to volunteer driver while loading
elderly’s wheelchair into the vehicle
Liability of the
volunteer host
organisation to the
volunteer
√ volunteer driver unfamiliar with route and
becomes lost, thus missed appointment
√ volunteer has been working late and did not
turn up to pick elderly for the appointment.
Liability of the
individual volunteer
(breach of obligation)
Failure of driver to meet
scheduled appointment
(stress)
19
Application:
Step 1: Identify potential risks
Potential Risks
Examples of risks
Liability areas
Handling difficult
elderly
(dealing with at-risk
beneficiaries)
√ elderly has breathing difficulty during the trip
and cause stress to volunteer driver
√ elderly makes accusation regarding improper
behaviour of volunteer
Liability of the volunteer
host organisation to the
volunteer
Improper activity by
volunteer driver
(abuse of power)
√ volunteer initiates home visits without
informing the volunteer manager and steals
cash from the elderly
Liability of the individual
volunteer (criminal
liability)
√ volunteer gives herbal medicine to the elderly
while waiting for his/her turn to see the
doctor, and elderly develops allergic
reactions to the herbal medicine
√ volunteer abuses elderly who is being
transported (eg., scold the elderly)
Liability of the volunteer
host organisation for the
actions of their
volunteers
20
Application:
Step 2: Evaluate risks
Potential risk
Risk
impact
Potential frequency of
risk occurring
Severity of risk should it occur
Road accident
High
Low - risk has not occurred
before, but there is a
possibility when road traffic
is heavy
High - if either the volunteer or
client sustain serious injuries
Physical injuries to
volunteers or
clients
Low
Low – volunteers are
trained in handling the
clients and wheelchairs
Moderate to high - depending on
the type of injuries sustain
Failure of driver to
meet scheduled
appointment
Low
Low – stand by driver can
be activated
Low - client could still make it for
the appointment
Handling difficult
elderly
Medium
Medium – staff are trained
to assign suitable
volunteers to transport the
client
Medium -volunteers are briefed on
the clients’ conditions and trained
to handle unexpected situations.
Low – volunteers are
briefed on the Do’s and
Don’t, background
screening are conducted to
recruit suitable volunteers
High - volunteer host
organisation’s reputation is at
stake for not screening the
volunteers properly
Improper activity by High
volunteer driver
21
Application:
Step 3: Plan risk control
Based on the perceived risks, the following strategies and
actions are developed:
Screening
• Ask volunteer about any physical limitations that
would impact driving or provide assistance to the
elderly
• Gain permission to check driving record, valid driver’s
license, copy of valid vehicle insurance policy and
perform background checks
• Test for suitability for job by exploring responses to
sample driving problem scenarios
Training
for staff
• Train staff to deploy suitable volunteers to transport
the elderly or people with disabilities
• Train staff to check for volunteer’s suitability such as
requesting for vehicle safety inspection document, test
volunteer’s driving skills or knowledge of routes
• Get emergency contact number for volunteer
• Identify training areas for volunteers to equip them
with the skills to complete the assigned tasks
22
Application:
Step 3: Plan risk control
Training
for
Volunteer
• Train in aiding elderly or people with disabilities in and
out of the vehicle
• Provide demonstration on wheelchair handling and
operation
• Role play on possible difficult scenarios during the
transportation
• Do’s and Don’ts for volunteer such as who to contact
during an emergency, no medical advice to be given to
the elderly
• Provide procedures and forms for accident reporting
Supervision
• Assign standby volunteer driver to transport elderly in
case the assigned driver could not make it
• Provide photo identification card to volunteers so that
elderly could verify the volunteer’s status
• Seek feedback from volunteer during the annual
performance appraisal for any improvement to the
programme
• Provide mentor/buddy to guide new volunteers and
accompany them for the first trip
23
Application:
Step 3: Plan risk control
Insurance
• Provide insurance coverage to cover injuries to
volunteers and the elderly/people with disabilities
24
Application:
Step 4: Review and update procedures
Review
and
Update
• Encourage volunteers to report potential problem
situations and build these into discussion sessions for
volunteers to identify solutions
• Continuously update and improve risk management by
maintaining a list of problem situations and using them
to develop new training tools and supervisory
procedures
25
Common mistakes in risk
management plan
 They
are formally prepared, but never implemented
or regularly revised
 They cover the risks that are easy to treat and
leave the difficult risks untreated
 They rely too heavily on insurance as a strategy
 They assume the organisation’s insurance covers
the risks that it does not
 The risk management plan is not amended when
insurance policies alter or new activities begin
26
Conclusion
o
o
o
o
Safety is everyone’s responsibility
You may call them “common sense”, “safety
measures” or simply “good management”
Whatever the label, these decisions and
strategies put your program on a solid footing
and in many respects enable your volunteer
program to stride confidently toward its mission
Ultimately, the best defense to volunteer
liability situations is a well-managed volunteer
program
27
Concept Map
Volunteer host
Organisation
Review & update
risk management
framework
Overview of Risk
Management
Apply risk management
strategies to volunteer
programs
Examine risk
management
strategies
28
Resources
Textbook
1. McCurley, S., Lynch,R., (2011). Volunteer Management: Mobilizing all the
resources of the Community (3th Edition), (Chapter 14) Interpub Group, NY.
Website
1. Running the risk (n.d.) Retrieved on 21 Apr 2017 from Volunteering
Australia’s website:
http://www.volunteeringaustralia.org/wpcontent/files_mf/1377053059VAManagersrunningtherisk.pdf
2. Katharine Gaskin (n.d.), Risk Toolkit: How to take care of risk in
volunteering - A guide for organisation. (Page 37). Retrieved on 21 Apr
2017 from The Institute for Volunteering Research’s website:
http://www.woodlandways.org.uk/downloads/CharityRiskToolkit.pdf
3. Volunteer Management Toolkit (page 42-44). Retrieved on 21 Apr 2017 from
National Volunteer & Philanthropy website:
http://knowledge.nvpc.org.sg/volunteer-management/volunteermanagement-elements/
29
B229 Volunteer Management
VM13 6th Presentation
1
Role of VM/ VC To Manage the
Volunteer Management Process
2
Learning Outcomes
• Identify stakeholders in volunteer programmes/projects
• Identify resources needed for the volunteer programmes/
projects
• Apply environmental scanning tools to analyse the
business environment in relation to volunteer
management
• Develop business and marketing strategies in response
to analysis of business environment in relation to
volunteer management
3
Problem Analysis
4
Who are Stakeholders?
• Stakeholders are individuals or groups with an interest in
the volunteer project or programme, because they are
involved in the work or affected by the outcome
• Stakeholder
management
involves
taking
into
consideration the different interests and values
stakeholders have and addressing them during the
duration of the project to ensure that all stakeholders are
happy at the end
5
Primary and Secondary
Stakeholders
• Primary stakeholders are those stakeholders that have a
direct stake in the organisation and its success
• E.g. Staff and Shareholders – they are directly impacted by
the company’s financial performance and they also have
direct influence to the business
• Secondary stakeholders are those that have an indirect
stake in the organisation
• E.g. Residents who live near the company and may be
affected if the company’s operation polluted the air
6
Why the need to identify
Stakeholders?
• Stakeholders may affect the organisation’s
decision, resource allocation and
implementation of strategies
• Identifying the stakeholders and
understanding their interest or influences
will help the volunteer manager to better
manage the stakeholders, volunteer
project/programmes and resources
7
Stakeholders Management
Four main steps:
1. Identify stakeholders
2. Assess their interest and influence
3. Develop communication management plans
4. Engage and influence stakeholders
8
Stakeholders Management
Four main steps:
1. Identify stakeholders
 Who are involved in the volunteer programme
 Who will be affected by the volunteer
programme
 Who are the owners, shareholders, sponsors,
customers
 Any statutory and regulatory bodies involved
9
Stakeholders Management
2) Assess their interest and influence
 How will the stakeholders be affected by the
volunteer programme
 Will they be supportive
 What are their expectations
 Who and/or what influences the stakeholders’
view of the volunteer programme
 Who in the volunteer programme is best to
engage with the stakeholder
10
Stakeholders Management
3) Develop communication management plans
 Based on the stakeholder analysis conducted in
Step 2, the volunteer manager will develop a
communication management plan to engage the
stakeholders
 Stakeholders who have high levels of interest
and influence will be managed differently from
those with stakeholders of low interest and
influence in the project
11
Stakeholder’s Potential for Cooperation
With Organisation
Strategies to Manage
Stakeholders
Stakeholder’s Potential for Threat to Organisation
High
High
Low
Low
Stakeholder Type 4
Mixed Blessing
Stakeholder Type 1
Supportive
Strategy:
Collaborate
Strategy:
Involve
Stakeholder Type 3
Non-supportive
Stakeholder Type 2
Marginal
Strategy:
Defend
Strategy:
Monitor
Source: Jose Solera (March 2009). Project Decelerators – Lack of Stakeholder Support. Retrieved 6 June 2017 from SV Project Management website:
http://svprojectmanagement.com/project-decelerators-%E2%80%93-lack-of-stakeholder-support
12
Communication Plan
Detailed
Plan
General
Information
Stakeholder Strategy
Type
Level of Information
Mixed
Blessing
Collaborate
Detailed plan such as the costings,
budget etc
NonSupportive
Defend
Outreach plan such as the number of
participants, guests and what are their
background
Marginal
Monitor
General Information of the volunteer
project/ programme such as the date,
time and venue
Supportive
Involve
Action plan such as the project timeline,
scheduling etc
13
Stakeholders Management
4) Engage and influence stakeholders
 Execute the communication plan
14
Example: Stakeholders in a
Volunteer Programme – Outing to zoo
with Metta Home for the Disabled
Visitors to the zoo
Zoo
Secondary Stakeholders
e.g. Concerns on
beneficiaries’ meaningful
experience at the zoo
Secondary Stakeholders
Outing to zoo
Primary Stakeholders
Sponsors
e.g. Concerns on the budget
& branding
e.g. Concerns on
behavior of Metta
Home’s beneficiaries
Primary Stakehoders
Metta Home for
the Disabled
e.g. Concerns on the
programme and safety of
beneficiaries
15
Stakeholder’s Potential for Cooperation
With Organisation
Example: Strategies to Manage
Stakeholders
Stakeholder’s Potential for Threat to Organisation
High
High
Sponsors
Mixed Blessing
Strategy:
Collaborate
Low
Low
Metta Home for the
Disabled/ Zoo
Supportive
Strategy:
Involve
Visitors to zoo*
Visitors to zoo*
Non-supportive
Marginal
Strategy:
Defend
Strategy:
Monitor
16
Scanning The Business
Environment
• Volunteer Manager should formulate the
business and marketing strategies for its
organisation based on the:
a) Business environment
b) Community needs
17
Formulate Strategies Based on
Business Environment
Volunteer Manager should analyse both the internal and external environment, and
identify the oopportunities to build good working relationships with the stakeholders
•
External Environment – A new trend of like-minded corporations working
together to fulfil a community need
Volunteer manager can think about how they could craft volunteer programmes
to appeal to corporations and their partners
Eg., ‘50 hours of giving’, is a collaboration between MediaCorp, Sheng Siong and
Singapore Pools. It is a community service team relay where the 3 organisations
pledged to perform 50 hours of community service together
(MediaCorp, Sheng Siong, Singapore Pools team up for community service relay (6 July
2015). Retrieved on 6 June 2017 from Channel Newsasia’s website:
http://www.channelnewsasia.com/news/singapore/mediacorp-sheng-siong-singaporepools-team-up-for-community-serv-8244514
18
Formulate Strategies Based on
Business Environment
•
Internal Environment – A change in the service area of the volunteer
host organisation
Eg., HCA Hospice has set up an office in each community development
council district (Central Singapore, North West, South West, North East,
South East), in order to serve patients living in that area. Thus, there is a
need to recruit volunteers to serve patients in these areas.
Its volunteer manager work with the grassroots leaders in each of the
community development council districts to recruit residents in that area
as volunteers.
19
Formulate Strategy Based on
Community Needs
Define
Stakeholder
Community
Needs
• What are the needs of the
community?
• E.g. There are many healthy
retirees who are looking for
ways to contribute back to the
community and to stay
connected with society.
Value Creation
and Delivery
• As a volunteer manager, how do
you create and value-add to the
stakeholders based on the
needs of the community? How
would you include the retirees in
your programme?
• E.g. A Student Care Services
can recruit retirees to read to
students who are poor in
English
• E.g. The National Library Board
recruits seniors to run the library
services. Its Chinatown library is
fully run by volunteers.
20
Identify Resources for Volunteer
Project/Programme
Areas
Examples
Budget
•
•
What are the areas that require budget?
Eg. Printing of brochures, event banners, volunteer t-shirt, insurance
coverage, meals, drinks, venue rental, licensing fees
Manpower
•
Types of volunteers roles, number of volunteers, any special skills
needed such as volunteer first-aider
Licensing/
Permits
•
Food, Plant and Animals licensing for sales of food & beverage,
animal exhibition
Construction Permits for temporary erection of multi storey
structures
Public entertainment license
COMPASS (Composers and Authors Society of Singapore) permit to
play music at events
Police license for closure of road for events such as marathon,
cycling, etc
•
Different types of
projects would
require different
types of licensing
and permits
Schedule & logistic
plan
•
•
•
•
•
Communications
Plan
•
Have an overall project schedule to manage the different aspects of
the project/programmes
Itemised the logistic needed
A good communication plan to keep all stakeholders updated on the
progress of the project/programme
21
Sample of Programme Budget
Programme
Budget
Volunteer Programme Budget
Operations/
Project
Marketing/
Recruitment
Reward &
Retention
Training &
Development
Overhead
Rental of project
venue
Printing of
recruitment flyers
Cost for Plaques
Rental of training
workshop venue
Staff Salary
Refreshment
Printing of
recruitment
banners
Rental of venue for
ceremony
Refreshment for
training workshop
Rental fee for
office
Logistics
Printing of
organisation's
pamphlets
Refreshment
Trainer Fee
Electricity Bill
Printing of
certificates
Printing of training
materials
Goodie bags
22
Schedule of Volunteer Programme
• The schedule is the tool that communicates what work
needs to be performed, what resources of the
organisation are needed to perform the work and the time
frame in which that work needs to be performed
• The schedule should reflect all of the work associated
with delivering the project/ programme on time
• Without a full and complete schedule, the volunteer
manager will not be able to communicate the complete
effort, in terms of cost and resources to deliver the
project/ programme on time
23
Example: Scheduling for Habitat
for Humanity
24
Example: Logistics Schedule
Schedule
for Event
Is the
evaluation form
developed and
printed?
Evaluation
&
Feedback
Are volunteers
aware of their
scheduled
volunteer time?
Access to
Event Site
Logistics
Registration
Who will help to
distribute the
food and
drinks?
Do volunteers
have directions
to the event?
Is there a
designated area for
volunteer check-in
Food,
Beverages
& Breaks
Any contingency
plan for bad
weather?
Weather &
Attire
Safety
Is there a risk
assessment plan?
Any first-aider?
25
Application to Problem
26
Identify Stakeholders
Secondary Stakeholders
Shoppers
Secondary Stakeholders
National Environment Agency
e.g. mix of
bazaar stalls
Singapore Civil Defense Force
e.g. Concerns on food safety
& grant permit for sales of
food items by the social
enterprises & safety
Secondary Stakeholders
Westgate
merchants
i.e. Concerns on
sales competition
Social Enterprise
Bazaar
e.g. Concerns on the mix of
social enterprises to invite
Primary Stakeholders
CapitaLand
raiSE
Sponsor
Key organizer
e.g. Concerns on the
budget & branding
Primary Stakeholders
20 Social Enterprises
e.g. Concerns on
sales and outreach
27
Types of Stakeholders and
Strategies to Manage Stakeholders
Stakeholder’s Potential for
Cooperation With Organisation
Stakeholder’s Potential for Threat to Organisation
High
High
CapitaLand
Sponsors
Mixed Blessing
Strategy:
Collaborate
National Environment
Agency/Singapore Civil
Defense Force/Westgate
Merchants*
Non-supportive
Low
Strategy:
Defend
Low
Social enterprises
Supportive
Strategy:
Involve
Westgate Merchants* &
Shoppers
Marginal
Strategy:
Monitor
28
Communication Plan
Detailed
Plan
Stakeholder Type
Strategy
Information
CapitaLand
Mixed Blessing
Collaborate
Detailed plan such as the detailed
budget, outreach and marketing
plan, information of participating
social enterprises, permits status
National Environment
Agency, Singapore
Civil Defense Force,
Westgate Merchants
Non-Supportive
Defend
Food handling and safety plan, risk
assessments plan, layout plan,
emergency escape route, the
community cause that the bazaar is
supporting
Westgate Merchants &
shoppers
Marginal
Monitor
Information of the bazaar such as
the date, time and location in the
mall
raiSE/Social
Enterprises
Supportive
Involve
Action plan such as the project
timeline, set up and tear down of
stalls, space of each stall
General
Information
29
Identify Resources
Areas
Examples
Budget
•
Design of event brochures, publicity campaign, volunteer t-shirt,
insurance coverage, stalls setup,
Manpower
•
To mann the bazaar stalls, distribute flyers
Licensing/
Permits
•
COMPASS (Composers and Authors Society of Singapore) permit to
play music at events
National Environment Agency permit to sell food
Singapore Civil Defence Force’s permit to certify that there is no
obstruction or fire hazard on the booth layout
•
•
Schedule & logistic
plan
•
Communications
Plan
•
Plan an overview schedule to determine when should the marketing
be done, when to setup the stalls, when to apply for permits, etc
• Logistics could include:
 Number of stalls required, powerpoint, chairs
 Set up time and date
 Number of manpower
•
A good communication plan to keep all stakeholders updated on the
progress of the project/programme
This include sponsors, regulatory bodies, social enterprises,
Westgate Merchants
30
Budget
Budgeting is important as it allows the volunteer manager to
have an overview of the resources required for the bazaar. In
the planning, we need to look at:
1. Assess what are the needs (e.g. manpower, publicity)
2. Determine what resources are needed (e.g. stalls,
permits, insurance)
3. Recognise what you have (e.g. any existing branding
banners that can be used)
4. Create categories (e.g. marketing, permits, logistics)
5. Establish targets (e.g. budget cap for each category)
31
Conclusion
• Stakeholders can exercise different types of power and
influence over an organisation
• Stakeholder management supports an
organisation's strategic objectives by influencing the
interests of stakeholders
• Stakeholder management may not affect the outcome of a
decision, but it may be used to plan the implementation of
the decision so that the negative consequences are
mitigated or minimised
• It also helps to create positive relationships through
appropriate management of stakeholders’ expectations and
interests
32
Concept Map
Identify
Stakeholders
•
•
Who are the stakeholders?
What are their needs?
•
•
•
•
•
Budget
Manpower
Schedule
Licensing/permits
Communication plans
Stakeholders
Management
Identify
Resources
33
References
Websites
1. Stakeholder Management. Retrieved 12 June 2017 from Tutorials Point website:
http://www.tutorialspoint.com/management_concepts/stakeholder_management.ht
m
2. Jose Solera (March 2009). Project Decelerators – Lack of Stakeholder Support.
Retrieved 12 June 2017 from SV Project Management website:
http://svprojectmanagement.com/project-decelerators-%E2%80%93-lack-ofstakeholder-support
3. Stakeholder management (n.d.) Retrieved 12 June 2017 from apmknowledge’s
website: http://knowledge.apm.org.uk/bok/stakeholder-management
34