Motivating and Retaining Volunteers

Motivating and Retaining Volunteers

Volunteers from different backgrounds and culture come together to contribute for a cause. While some volunteers are driven by self-serving or relational causes, the highest level of commitment comes from the volunteers who believe in the cause. Individuals are intrinsically motivated when they seek enjoyment, interest, satisfaction, self-expression, or personal challenge in the work. According to Herzberg's (1966) motivator-hygiene theory, motivators such as achievement, recognition, responsibility, and advancement increase satisfaction from work and motivate people toward a greater effort and performance.  Hackman and Oldham's (1976) model of job enrichment also suggested that jobs could be made more motivating by increasing skill variety, task identity, task significance, autonomy and feedback. This is especially true for the non-profit organizations as the financial factors are not a real motivation for the volunteers. The organizations need to make sure that volunteers enjoy the work, feel a sense of accomplishment, and feel acknowledged for their contributions.

The foundation of effective volunteer management starts from the day a volunteer joins the organization. A well-defined organizational structure is vital to ensure that all the employees are successfully working towards a common goal.  Formal introduction of new volunteers to the larger team makes them feel included. Volunteer doctrines that include clear purpose and value that recruits bring to the cause need to be included in induction. It is important to explain to the volunteers the overall vision and mission of the organization. It helps the volunteers to understand the larger goal and how their work contributes to that vision. Specifying clear and organized set of policies and instructions reduce time wasted in rogue work and non-productive activities, especially because a lot of volunteers are part-time, temporary, and transient.

To ensure operational efficiency as well as volunteer satisfaction, work with the volunteers to understand the areas where they want to provide their service. Try to create a variety of roles for all types and skill levels of volunteers. Some people volunteer to get away from their day jobs and may not want to pursue the same activity that they do at their regular job. Grouping volunteers of different skill-sets, ages and experience levels enriches team’s cross-functional knowledge, interests and cohesiveness. Periodically varying the tasks or rotating the volunteers between different groups retains their interest so no one does the same thing event after event or year after year. It is important to develop a collaborative environment where all volunteers contribute to decision-making. It will give them a sense of participation and responsibility.

According to Herzberg's research, hygiene factors such as flexible schedules and independence in doing the work motivate employees to a great extent. Studies have shown that trainings and seminars also boost performance of volunteer groups. Professional and personal development is one of the top incentives for the volunteers as seen in a survey conducted by able-altruist.softwareadvice.com

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Reward and recognition make people feel good, look good, and do good things. Recognition has maximum impact when it is personalized to honor and delight the volunteers. Frequent “thank you’s” are always appreciated. Letter to volunteer’s family telling them about his/her accomplishments and what it means to you and the department not only delights the volunteer but makes the family feel appreciated for their time as well. Most people love public recognition, such as awards ceremonies, parties, and dinners. Volunteers want to know they are making a difference. Celebrating with a volunteer appreciation dinner upon completion of each project and acknowledging the efforts the team encourages the volunteers to perform better. Exceptionally high performing volunteers can also be nominated for county/ state level awards/ recognition. The organization should update all volunteers on progress toward the goals and share achievements and success stories during these gatherings. Let them see how their contribution is translating into real results. The non-profits can also offer letters of recommendation or other documentation for the volunteers’ current or future employers. Societal networking with like-minded people is another intent of the volunteers to come together for a cause. Community Outreach meet-ups can be organized to interconnect and bring multiple volunteer groups together.