Micro-Volunteering: Pave the Way to Continued Involvement presented by Carolyn Hook, NJSCPA.org and Katie Paffhouse, IFT.org at ASAE Annual 2013
Take a critical look at the micro-volunteer trend, with a focus on what’s working, what’s not, and how these little volunteer activities fit into the big picture. What happens to micro volunteers after their service is complete? Are they really engaged? Examine different volunteer models and opportunities to identify which is right for your association and your members.
Micro-Volunteering: Pave the Way to Continued Involvement
1. #ASAE13 LH67
Welcome!
Get to know each other before we start!
– Name
– Organization
– Talk about your best volunteer experience
– First concert
Micro-Volunteering: Pave the
Way to Continued Involvement
2. #ASAE13 LH67
Micro-Volunteering: Pave the
Way to Continued Involvement
August 5, 2013
3:15 pm – 4:30 pm
Hashtag:#ASAE13 LH67
Carolyn Hook, Director, Membership and
Operations, New Jersey Society of Certified
Public Accountants
Katie Paffhouse, CAE, Senior Manager -
Divisions & Community, Institute of Food
Technologists
3. #ASAE13 LH67
Today‟s Questions
• What were micro-volunteering‟s original goals?
• How are associations managing micro-
volunteering?
• What can you learn from the NJSCPA experience?
• How can your association improve its micro-
volunteering efforts?
• What will you do upon your return to work?
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The Source
• ASAE‟s, The Decision to Volunteer, Beth
Gazley, PhD and Monica Dignam
– Published August 2008
– 23 cosponsoring organizations
– 26,305 of 185,975 volunteers responded
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Key Takeaways
The power of the
direct ask
Involve younger
generations – but
in a different
experience
A meaningful
experience keeps
them coming back
Acknowledge and
recognize the ‘ad
hoc’ volunteer
Org strategies can
support or
discourage
volunteering
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Key Questions
• Do you know and keep track of the various ad hoc or informal
services they provide?
• Do you keep a history of volunteer involvement in your association
so that you can detect a natural progression between
formal, informal or other levels of activity?
• When your volunteers „graduate‟ to higher levels of
involvement, who moves forward and who drops out? Do you
actively promote their involvement?
• Can you identify members who might be looking for increased
responsibilities?
• (Just Added!) How much time/resources should you spend on this?
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Staffing
• Majority have variety of staff involved with
volunteer efforts
– Majority (67.44%) have several staff who work
with volunteers without centralized volunteer
management
– Average 5 ½ FTE for volunteer recruitment,
retention and activity development
– Average 29% of staff work with volunteers
• smaller staff - 56%
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Popularity of Opportunities
SPEAKING/PRESENTING TO MEMBER
GROUPS (85.4%)
CONTENT DEVELOPER FOR
CONFERENCE
PUBLICATION, ETC. (75.6%)
CONTENT PROVIDER
(62.2%)
EVENT AD HOC
VOLUNTEER
(57.3%)
WRITER
(56.1%)
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Other ideas….
Review
• Awards
• Legislative bills
• Accreditation or certification applications
• Software testing
Grow
• Fundraise
• Recruit members
Share
• Moderated or facilitated a discussion group
• Participated in a discussion group, expert panel or report
• Festival host
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Micro-Volunteer Recruitment
30.86%
33.33%
54.32%
64.20%
80.25%
0.00% 20.00% 40.00% 60.00% 80.00% 100.00%
Offer sign-up portal to be in a pool
or on a list
Post openings in member
community
Blast email to members
Volunteers recruit the short term
volunteers
Staff recruit the short term
volunteers
Alert!
DTV states the top
three ways members
find out and agree to
volunteer opportunities
are at:
1. Local Chapter
Meeting
2. Meeting or
conference
3. Asked by another
volunteer
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Training
21.05%
26.32%
26.32%
26.32%
31.58%
36.84%
57.89%
Live Webcast focused on association 101
information
Recorded Webcast focused on specific job
tasks
Recorded Webcast focused on association
101 information
We don't officially train these leaders
Live Webcast focused on specific job tasks
One-on-one coaching
Step by step instructions via document
Alert!
Data from
Follow-up
Survey with 19
respondents.
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Evaluation
6.10%
7.32%
7.32%
8.54%
17.07%
60.98%
0.00% 20.00% 40.00% 60.00% 80.00%
For each activity only
For overall experience only
For each activity and overall
experience
For select activities only
For select activities and overall
experience
We don't ask them to evaluate
their experience
Alert!
DTV found meaningful
experiences keep
volunteers coming back
–how can you ensure
you are meeting their
needs without
evaluation?
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Evaluation Tool
None
26 total
Anecdotally
13 total: 6 staff; 4 both;
3 volunteer
Surveys
8 total: all volunteers
or attendees
Overall goals
met
4 – unspecified
Attendance
1
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Other Recognition
• Conference program book or award presentation
• We have a monthly award for volunteers
• Credit for continuing professional development (2)
• Tiered recognition gifts based on project length.
• If they develop a publication, their name is published in the
document/book/white paper itself.
• Letter from president
• Volunteer Reception at Convention
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Approaches to Micro Volunteer
Retention
4.50%
4.50%
4.50%
9%
11.40%
13.60%
50%
0.00% 20.00% 40.00% 60.00%
Provide link for micro volunteers to…
Share recommendations for volunteers…
Personal outreach
Don't focus on retention, just happens
Ask at the end of project to renew
Members self-identify for new projects
None
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Indicators for Advancement
31.25%
68.75%
81.25%
87.50%
They receive a high evaluation
score (e.g., as a speaker)
They have good attendance at
meetings or required activities
They are frequently engaged
(e.g., posting a lot in the
community)
They ask for opportunities
Alert!
Data from
Follow-up
Survey with 19
respondents.
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Who Appoints?
Alert!
Data from
Follow-up
Survey with 19
respondents.
100%
50%
75%
66.67%
22.22%
75%
50%
66.67%
Staff
Office of the President
Board of Directors
Separate task force/committee, such as
Nominating Committee
Appoints
Recommends
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Micro-volunteering 2.0
“The fact is that volunteering is a decision –
and is rarely spontaneous.
Volunteers may deliberate for considerable
amounts of time about whether to
volunteer, the extent of their involvement
and the degree to which what they‟ll be
doing matches their needs.”
~ The Decision to Volunteer
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Intentional │Inductor │ Initiator │ Leadership
Members Don’t Know:
Why they should volunteer
How to volunteer
What opportunities are available
Anyone else who is involved
If their employers will support involvement
What type of activity is a good fit for their career stage
What type of activity matches their interests and skills
How to talk to people about their current involvement
Who to talk to about their involvement
What the protocol is for initiating a new activity
If they are “leadership material”
If they can talk to someone about their involvement path
What‟s expected of them
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Case Study: NJSCPA
2003 Key Concerns
2004 The Hidden Crisis
2005 Updated Strategic Plan
2006 Governance Task Force
2007 Long-Term Member Needs
Assessment
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Case Study: NJSCPA
Key Findings: Governance
Most Trustees are quite positive about the volunteer
experience
Industry trends, member and staff feedback point to
smaller, more experienced board
Volunteer identification and engagement are critical success
factors for optimal governance
Increased continuity will lead to improved board performance
Fine tuning the board culture through effective
communications and leadership
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Case Study: NJSCPA
Member Study Areas for Concern
Modest desire for involvement
• Only 17% of respondents are interested in becoming more involved
• 81% cite “lack of time” as a barrier to involvement
Disconnect: expressed desire vs. behaviors
• 44% of members want to get involved via chapters
• 78% attend chapter CPE “occasionally” or “never”
Few younger members in leadership ranks
• Only 23 volunteer respondents have under 10 years of professional
experience
Knowledge and consideration of volunteer opportunities
• 40% “don‟t know” if they want to become more involved
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Case Study: NJSCPA
Volunteer Relations Department
• Create a Volunteer Relations Operating Plan
• Generate member excitement for volunteer opportunities
• Centralize the opportunities and value of volunteer service
• Identify prospective volunteers and match candidates with
appropriate positions
• Nurture and extend relationships with key members
• Secure commitments for volunteer service
• Thank volunteers for their service
• Provide for a leadership pipeline
• Make an annual report to the NJSCPA Board of Trustees
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Case Study: NJSCPA
Challenges
• Members selecting “too many”
choices on the Volunteer
Interest Profile
• Volunteer opportunities are
managed by multiple staff
• Too many volunteers, not
enough opportunities
• Leaders don‟t get it.
• Social media
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Case Study: NJSCPA
Successes
• Simplified and centralized process
• Created videos to help with awareness issues
• Developed clear descriptions of each opportunity so members know
what‟s involved
• Received 750 Volunteer Interest Profiles since 2009
• Eliminated “hidden crisis.” Leadership pipeline for appointed
committees and Board of Trustees no longer a concern
• Increased involvement in micro-volunteering by Young CPAs in newly
developed roles
• Members contacting us to create communities
• Established annual metrics for volunteer relations initiatives
• Established baseline volunteer satisfaction for committee/community
participation
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Case Study: NJSCPA
Successes
• Increased awareness as engagement is being talked about
leadership and staff
• Decreased length of time of Nominating Committee appointment
process
• Recruited repeat facebook, twitter and private community posters
to do other things
• Tracked micro-volunteer activities in database
• Cross-promoted volunteer activities
• Recruited recent former leaders to keep them engaged
• Identified areas of improvements to online profile, database & staff
responsibilities
• Increased employer support for engagement
42. How can your association
improve its micro-
volunteering efforts?
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Food for Thought
1. Get all your volunteer managers onboard with the concept. Create
consistency and process efficiencies where possible to increase ROI.
2. Identify and implement quick wins
– recorded trainings
– template documents and evaluations
– automatic thank you messages
– Track superstars
3. Consider the larger picture:
– What is the ROI in growing micro-volunteers?
– How large of a volunteer pipeline do we need?
– How fair and transparent does your long term volunteer identification process
need to be?
– What does your relationship with your components need to be?
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Contact us
Carolyn Hook
Director, Membership and Operations
New Jersey Society of Certified Public
Accountants
chook@njscpa.ORG
973.226.4494 ext 221
@carolyn_hook
Katie Paffhouse, CAE
Senior Manager - Divisions & Community
Institute of Food Technologists
kpaffhouse@ift.org
312.604.0218
@kpaffhouse
Hinweis der Redaktion
-Carolyn & Katie
-We said we’d focus on what’s working, what’s not and how these little activities fit into the big picture.
Top methods by which members recruited into activities were through participation in chapters or annual meetings and through a request by staff or other volunteers. Involve younger generations – but in a different experience 7.5% of Millennials and 10.2% of GenExs were asked by others to volunteer as opposed to 14% for larger groups. -Younger generations – for every one respondent who plans to continue volunteers, two respondents plan to leave and one more is ambivalent (page 52) A meaningful experience keeps them coming back – above all, they want to be involved effectively. Acknowledge and recognize the ‘ad hoc’ volunteer – most volunteers are performing low-profile services such as mentoring, member recruitment, technical writing, etc. Suggestion was staff identify, support and acknowledge all volunteer contributions (a total of 36.4% of survey respondents report volunteer activities for org, yet only 6.8% of those had been identified by org)Org strategies can support or discourage volunteering - #1 reason lack of information about opportunitiesNeed an understanding of opportunities & open spotsNeed a way to track and evaluate
These were the key questions for takeaway –survey results will help to inform answers
Have document open for people to document instead of flip chart.
Analyzed association’s approach based on volunteer management basic principles: Recruit2 - Retain3 - Review4 - Recognize5 – RewardAssumptionsmicro volunteer program sometimes struggle to find volunteer leadersdesire to provide meaningful activities for volunteers (and the org)need to grow some volunteer involvements to longer term commitments
Distributed April – May 2013Promoted via ASAE Councils & Communities93 respondentsType of association: 26.14% trade; 61.36% individual; 13.64% hybridMembership size: 5.38% 300 or less; 5.28% 301-999 members; 32.26% 1000-4999 members (4 respondents); 56.99% 5000 or more (4 respondents)Scope: 37.63% international; 49.46% national; 1.08% regional; 10.75% state; 1.08% local
How many FTE serve as main points of contacts for volunteer recruitment, retention and activity development?
These opportunities had 0% selection:Leader-level/governance involvement – boards, standing committees, component leadershipAnnual committees, activities requiring annual sign upLong-term task force/project based opportunities (1-3 years)
One thing not answered – are these the most frequently used & tracked or simply most frequently tracked? Decision to Volunteer stated many volunteers identified as volunteers in areas associations did not always track (mentoring, etc.)…recommend this for future studiesCarolyn – approach to data – one point moving forward+ People were maintaining lists outside of our database, some no lists were maintained. + Plus we had new micro-volunteering activities with no history. + Put data in going forward, a handful went back if they had data and it wasn’t burdensome. + Using it in limited capacity at the moment for future recruitment, not historical analysis.
‘jarring set of data’ – good news is it is a personal ask, although it is a LOT of time spent asking for a LOT of little volunteer opportunities. Are we focusing our time poorly? Are all volunteers equal? -Weekly e-newsletter-Standing invitation on websiteStaff recommendations“We have a "super star" volunteer code in our database to denote those who do great work that is prompt.”
in-person meetingcurrently it's spotty, depends on the staff liaison; but we are moving toward a more consistent package of orientation materialsThe chair, usually a board member, may provide information on the purpose of the project group but no actual training.
Question is – how to do this cost effectively and correctly.
Is the job finished? Did it meet our expectations?Was the product they produced useful to the organization and its members.Interestingly, many see this as a need. How should it be tracked for better progress? - This is a key step to bringing the relationship to a deeper level. At the very least, ask if they would do this again. Ask carolyn – should we follow=up with respondents regarding staff time & resources spent on this? After all, if they are micro-volunteers, should time spent evaluating replace something staff already do? What has this helped accelerate when done? (Assuming limited resources)
Notice – majority of recognition is CHEAP and easy! (Although written thank you note does require some time) -How do you create consistency with this? Do you go out once a year to someone who did something and do generic? Note – be sure this doesn’t ‘overwhelm’ recognition for longer term commitments.
NEWNJSCPA Thank You CardNJSCPA “Thank You Volunteers” section of website http://www.njscpa.org/volunteer-contribute/thankyouNJSCPA department in bi-monthly magazine called “Get Involved” highlights volunteer activity, includes articles written by component members, volunteers, photosNJSCPA Videos features volunteers http://www.youtube.com/watch?v=rq-VDQOQKsc&list=UUEp3UvlHgp1tJCrM_bBve0A With permission, NJSCPA sends a letter to supervisors of young professionals who write for Young CPA newsletter, recognizing member as a stand out volunteer noting that their volunteer activity positively contributes to their professional role. Includes copy of article. Sends a copy to YCPA and a framed copy of the article.KATIE – DO YOU HAVE SOMETHING YOU CAN ADD? Can we go out to the internet? WE could click through.
Cool idea- Multi-year recognition for multi-year commitment Long-term get free recertification or multiple benefits tiered out (e.g., our Champion ambassador-type program offers special shirts etc. upon accepted application, then a certificate and recertification benefit after 1 and 2 year terms are successfully completed.)
Now we begin approaching the million dollar questions – how do we advance micro volunteers?
Note – one of the respondents viewed it as important to ensure people didn’t return – they need fresh perspectives! Other option also mentioned We try to keep them involved by attempting to work on projects they bring forward.Provide example – AMS using a points system. (Have self-imposed system – after 3 minutes recommend moving to online discussion)
New question – it is a problem to advance all? They demonstrate good leadership skillsit varies, but is usually a combination of some/all of the aboveInput from staff liaisons
Interesting – two mentioned leaders academies. Use of phrase ‘be more intentional’. New idea - There are built-in incentives like certificate in governance they can add to their resume, or prestige of playing and executive role, We do a good job between long term to big time committees. Is this too time consuming for micro volunteers?
All respondents have staff recommend.Interestingly, no clear pattern between trade vs hybridvs individual associations. 2 Others:Council or Committee ChairThe Nominating committee picks our First VP (who moves up after that to Pres) and BOD. Our Pres/Pres-Elect/First VP pick the committee members. President picks task force members. Staff recommend committee members.
In order to define Micro-volunteering 2.0, let me draw a comparison to the Web v. Web 2.0.The first generation of sites on the World Wide Web tended to be static points of information, such as personal and corporate Web sites with readable information only. Here’s The Toronto Star from June 1998. It’s basically “old news” -- even if it’s “today’s news.” It was sort of like going to the library, or reading a magazine or newspaper -- but you did it on your computer. But who goes to the library every day? And while you may have read the newspaper everyday, you didn’t call the New York Times for updates throughout the day.
Gradually there was a shift and we saw Web sites that let you read, write, and actively participate. Here is the Toronto Star today. They have “Developing” news, What’s trending, the temperature from the very moment I took the screen shot. The news is constantly updated. In fact, in the time I put together this slide, the temperature changed and the lead story changed. CLICKSo now you’re reading the paper, and someone came and gave you new paper 5 minutes later because some woman got arrested. And today you can help write the newspaper by sending email, texts, photos and video of what’s happening out your window. Or read an article and post your opinion about how wrong the author is about his premise. Then you think so much of your own opinion that you can create your own blog about it. This is how the Web went to Web 2.0.
NEWSo what about Micro-volunteering and Micro-volunteering 2.0?Katie covered micro-volunteering’s original objectives:Involving younger generations – but in a different experienceGiving all generations opportunities to participate in small increments of time because of busy life styles and some employers don’t allow discretionary time for these activitiesAnd we saw that there are a many types of micro-volunteering activities going onUltimate goal is to get more people involved in meaningful ways because greater involvement leads to greater member satisfaction and retention.So far the research has shown that we’ve been following the 3-Is model – which I’ve typically seen applied to membership, but I’m going to apply it to volunteering. CLICK Members get INTERESTED because we are sending “Calls to Volunteer”, sharing testimonials and videos about the value of being involved.CLICK Members get INVOLVED because we’ve added quick and easy tasks that they can get credit for with their employers, and add to their linked in profile.CLICK Members get INVESTED – even in the quick and easy tasks – by doing them again.How do we shift to 2.0? With the internet we went from static to interactive which can easily translate to when we see a checkbook or mailbox member get involved, see their name in the magazine, get thank you note, be completely satisfied and renew. CLICK Isn’t that success? Is there more?Yes. In Micro-volunteering 2.0 – CLICK We want to see members become INTENTIONAL about being involved -- where they are taking the first step and saying “I want to be involved!”CLICK We want to see members become INDUCTORS – where they are exposing involvement to other members and bringing them into association involvementCLICK We want them to become INITIATORS – where they are creating and managing involvement opportunities.CLICK These members move on to Leadership roles – because as Katie pointed out 100% of the associations surveyed had Governance level volunteer opportunities. We often here these members called “shapers.” They are committed to the organization, its mission and initiatives and want to make a difference in its future and the future of their profession or industry.
Share: Who has found this to be true about your own involvement in ASAE or other organizations?What kinds of questions came up when you made your decision?
Discussion Set Up: What’s keeping your uninvolved members and your micro-volunteers from going 2.0? I don’t mean time or busyness –we’ve already solved that by having micro-volunteering opportunities. And some members may never have time – and that’s okay.In 2008, when asked if they wanted to become more involved in NJSCPA, 40% of the non-volunteer population responded “don’t know.” When asked “do you know how to get involved in NJSCPA chapters or groups/committees or as a speaker/author, 48% of non-volunteers said “no.”Overall we found a general lack of awareness, including members who are unaware of how to get involved and those that are unsure about whether or not they want to become more involved. CLICK Here’s what else our members don’t know.What’s missing from this list? (record on flip chart or link to word document?)CLICKLet’s hear what you are doing or what we can do to help members shift to 2.0? (record on flip chart or link to word document?)At NJSCPA we tried to address many of these concerns when we realized our leadership pipeline was in trouble.
As early as 2003, the NJSCPA began looking at member engagement when the NJSCPAs Planning Committee was reinvigorated to update the strategic plan which had been last updated in 1997. Chapter and Committee leaders identified key concerns as finding and developing leaders, increasing member participation and making meetings more valuable to participants.Our 2004 research study concluded that leadership succession was a “hidden crisis” and recommended that we explore alternative ways for finding and accelerating development of leaders in the profession.The “hidden crisis” plus twelve other issues were further evaluated as the Planning Committee worked to examine the Society’s mission and update the strategic plan. In September 2005, the Board was presented with 5 Strategic Initiatives, which over the next two years became the 4 Pillars of the Society’s updated NJSCPA Strategic Plan. (Provide membership community, support education, encourage high professional standards, advocate for the CPA and public interests)Member engagement and governance and leadership development are initiatives of our first pillar: Provide Membership Community.NJSCPA jumped right in with a major Governance/Operational Effectiveness effort to evaluate its governance model and develop a succession planning strategy for continuously identifying, attracting, grooming and motivating talented and committed people in order to increase the leadership pipeline.The Planning Committee began a Long-Term Member Needs Assessment, which had a focus on engagement, to also address these initiatives.
The key findings in Governance were mostly directed toward making changes to the Board structure – making it smaller, changing the term lengths. But you see, the optimal governance structure can only be accomplished through effective volunteer identification and engagement. We didn’t know how to fill the pipeline. Our nominating committee would get together and look at lists of board members and chapter and committee leaders for the current and prior 2 years – which could have been 250 names – to see if they knew anyone or liked anyone. Then they would come up with a list of potentials having no idea if these people were even interested in being on the Board of Trustees or being a leader. We recycled leaders year after year and the nominating appointment process took several months. And we had members serving in multiple leadership roles – as a chapter officer and a committee chair.
The member study proved that involvement was a critical area for concern. While we knew members weren’t getting involved, the study showed us why. Members didn’t know how to get involved.They didn’t know how involvement was beneficial both professionally and personally.And they didn’t have the time.
The Volunteer Relations Department was established in early 2009 to centralize the volunteer identification and outreach processes and management and cultivation of the volunteer experience. The “department” is unique in that it is comprised of both staff and members (our Volunteer Relations Committee) who work together to take the lead in coordinating and improving the NJSCPA volunteer experience as part of the Volunteer Relations Operating Plan.
In 2010 The Society’s website redesign and new AMS helped launch our Volunteer Interest Profile – which centralizes the process for getting involved and makes it easy to find short-term volunteering projects, ongoing community participation and leadership-level positions. No one will be considered for a leader-level position unless they complete the volunteer profile.We established a process that includes phone calls from staff for non-leadership activities and phone calls from members of the Volunteer Relations Committee for all leadership positions and appointed committees. The phone call is designed to discuss qualifications, establish if the role is right for the member at this time, and if not how can the member prepare now to take the position in the future. If it’s not a match, the committee member looks for another way the member can get involved. NEWThe Society members of the Volunteer Relations Committee are also charged with talking to other members at various events about their involvement. We provide them with business cards that include talking point reminders on the back. The database maintains each member’s interest in their record along with notes from member or staff phone calls and other information.
NEWMembers selecting “too many” choices on the Volunteer Interest ProfileForm is too long. In the process of updating our online form to filter by career stage, motivation, professional interests,Volunteer opportunities are managed by multiple staffVolunteer tracking and follow up is not their main priorityToo many volunteers, not enough opportunitiesHow do we meet the expectationsLeaders don’t get it.Leaders don’t attach value to the micro-volunteering experience and make YCPAs do meeting check in, when YCPAs want something meaninful.How can we re-train members who are inclined to do it the way it’s always been done.Social mediaGreat prospects for future involvement, how can we track “regulars” and invite them to do more. Social media championsDoing this primarily through our private online community which tracks contributors
NEWWhile we don’t have it all perfected, we’ve had many successes over the last 4 years. A few that I’m excited about:Being a member of the Volunteer Relations Committee is one of the most sought after positions by outgoing leaders. Last year we had a member who hasn’t really been involved, but has been out of work long term. He pitched the creation of a networking group for our unemployed members to talk about their job search experiences, ask for input on cover letters or resumes, etc.. We didn’t jump right in with a live group, but started with an online private community – free from recruiters. The member and I are acting as the community champions posting relevant articles, tips, upcoming job fairs, jobs from our job bank and links to our other resources for members in transition. We had another member ask us to create a community or in person interest group about another topic. Because we typically won’t create a community without a significant number of members interested, we declined creating the group – but this member agreed to post regular blogs for us. In fact we have several members who blog regularly – members we didn’t ask.Two weeks ago we held a young professionals kickball tournament. This is our third and most successful tournament – we had 18 teams of 10 from 15 CPA firms play – nearly double the attendees from last year. The firms love the competition and support sending their young people by sponsoring their team. About a third of the participants have never been to any young professional events, a third have only come to this event and the rest are regularly engaged. The event raised $2700 and collected toys for a children’s charity.In case anyone asks:o Primary reason members participated (open ended): To Gain or Share Knowledge (52.5%), Networking (21.3%), Give Back/Be Involved (20.5%), o Level of Satisfaction Very Satisfied (59.3%), Satisfied (32.9%), Unsatisfied (6.4%), Very Unsatisfied (1.4%)o 66% Served on more than one group/committeeo 89% felt they accomplished something meaningfulo 88% got what they expected from their experienceo 93% want to continue to serveo 72% was second or more year on the group/committee
I mentioned that our Volunteer Relations Committee is charged with talking to volunteers at our annual convention and other events. They use our Volunteer Match Game which asks members to pick two items on the chart that they resonate with. Then our Volunteer expert identifies opportunities that fit and help the member complete our profile.
Remember our 3 month long nominating appointment process where the committee was picking their favorite members and making phone calls to members who had no interest in being a trustee? Now, they are supplied with a list of qualified members, who have said they want to be involved in these positions. The process now takes 6-8 hours, including meetings and phone calls. And we have been pretty close to 100% success in keeping a goal of not having any member serve in more than one leadership position. Since we’re tracking member interests and micro-volunteering activities, we can cross promote to members with similar interests. This is especially helpful when limited positions are available for a standing committee. We have many members interested in being part of our Scholarship Fund Board – but there are limited positions available each year and an experience requirement. For those who don’t make it to the Board we ask them to participate in our Pay It Forward program – where members talk to high school students about the profession and our available scholarships. We can also ask them to review scholarship essay submissions and interview scholarship candidates or be a mentor to our scholarship recipients. And we
Take Aways – sample thank yous, messages, evaluationsNeed-Warm up the ad hoc volunteers for the bigger ask-How to recruit volunteers Pre – Eval-Know available flexible volunteer opportunities based on virtual and face-to-face & amount of time and time of year Making Micro Volunteering Resource EffectivePre-recorded training that new volunteers must participate in (increases satisfaction and sets expectations)Immediate recognition after activity (in person, give applause and verbal thanks.) Post volunteering 2-3 weeks after, send a thank you email with a summary of impactTrack in database – open to returning or not Eval – DANGER – LOOK OUT FOR EXPECTATIONS AND LACK OF FOLLOW-THROUGHrate experience (1 to 5 scale, with 5 very satisfied)Helping you to feel that you are giving back to your professionHaving opportunities to meet, work and socialize with others in your field or your professionWorking with others towards a common goalUsing your existing skillsFeeling respected, appreciated and valuedOpportunity to take a leadership roleAbility to make choices about when you volunteerHelping you to connect with the mission of the organizationAbility to make choices about what you do as a volunteerLearning new skillsReceiving incentiviesHow likely is it that you will be a volunteer for IF within the next twelve months? (Very unlikely to very likely) -rate what else interested in-include what skills you want to share Key TakeawaysMost Popular Micro Volunteer OpportunitiesSpeaking/presenting to member groupsContent Developer/Provider for Conference, publication, etc.Event onsite volunteer The mid-level opportunities have much more variety:Large membership associations favored Medium to small favored answering technical questions EvaluationsMajority of associations, regardless of size, do not evaluate experience. If they do, it is primarily for overall experience and select activities RecognitionLevels of recognition are all over the place, with medium small and small overall having more recognition than the larger cohorts AttritionThere hasn’t been a large poaching of long term volunteers for short term opportunities; however, several associations have noticed a switch.
