Introduction
Top tips
Check that an individual really wants to volunteer and has realistic expectations of what he or she can offer. Gain an understanding of their particular needs, especially any implications his or her condition may have on the role.
Check if the volunteer is able to travel independently and always provide expenses to support travel costs.
Use the volunteer’s specialised knowledge and lived experience.
Offer appropriate training to equip them with the knowledge and skills of both the organisation and their role. Ongoing training will help to develop and value volunteers and their commitment, and ensure they are able to deliver their roles.
Consider a buddying system during the induction programme training to support all volunteers.
Have clearly defined roles and expectations. All volunteers should have a clear explanation of their roles and responsibilities, as well as what they are and not allowed to do to meet their responsibilities. Start with a small commitment then gradually build on this.
Match roles to volunteers. Every volunteer will have different strengths and weaknesses and will find different situations stressful or rewarding so match roles to their skills and preferences. Having a trial period can help reduce the anxieties of the role.
Ensure resources are in place for volunteers to perform their role. This refers not only to the physical and financial, but also to intangible resources such as skills, performance feedback and social support.
Being able to make your own decision can increase feelings of self-confidence and personal achievement. Any targets set for the volunteer should be realistic and achievable.
Provide regular reviews and ongoing support to volunteers using appropriate methods, e.g. regular one to one/group supervision, and support group meetings with other volunteers. Ensure volunteers know who to contact if they need support and how to get in touch with them. Consider the format i.e. some may like formal supervision, and some may like something more casual such as a chat over a coffee.
Enable social support between volunteers by providing opportunities for social occasions which can be combined with volunteer recognition events. Set up peer support groups where volunteers can get together, support each other and arrange to take part in activities away from their volunteer roles.
Reassure volunteers if they become unwell and are unable to volunteer for a time – whether that’s weeks or months – that they are welcome to return to volunteering when they feel able.
Good communication empowers and informs volunteers, keeping them up to date with both the organisation and their progress. It also helps to identify any problems before they become too serious. Encourage volunteers to feedback on the organisation and their roles using a range of platforms including formal meetings, supervision, support group meetings, questionnaires, reviews and workshops. Listen to individual concerns using co-production/volunteer involvement methods.
Saying ‘thank you’ can go a long way to making volunteers feel valued and significant and supports their wellbeing – increasing their confidence and self esteem which will enhance their performance. End of year celebrations, newsletters, compliment letters, thank you cards and certificates of appreciation also show that an organisation appreciates volunteers’ commitment and support.
Provide references for volunteers for any future placements/training/volunteering or employment opportunities, where appropriate.
Follow good practice in the management of volunteers in all instances e.g. using volunteer policy, recruitment and selection, induction, training support and supervision.
As an organisation, know your limits. If you’re not the best option, talk to them or possibly introduce them to other organisations where volunteer opportunities may be available
Support & Supervision
Checking what matters to people: Volunteers should be at the centre of decision-making with emphasis on what they can do. At this initial stage, an organisation will learn about what matters to an individual, and how they want to be treated. The language they use.
Where we are now: This is where the charity recruiting the volunteer will have a chat with the volunteer by finding out what their current situation is and comparing it with what matters to the volunteer in connection to the profile described earlier.
Prioritising: Having identified what can be useful, it can be useful to prioritise the list together with him or her.
What is getting in the way? The barriers that may get in the way of the applicant from achieving the outcome can be looked into.
Creating clear goals/ steps and actions: The applicant is now empowered to create a set of goals or steps to address the barriers identified and go ahead with their outcomes.
Record in the plan: Finally, agree on the review date to check in with the volunteer on how it is going. and to review the outcome agreed upon. Transparency and accountability should be encouraged and ongoing learning captured.