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Centra
Managing VolunteersDelegating, Retaining and
Rewarding
Russell PalmerProfessional Development
russell.palmer@lyrasis.org
LYRASIS ©2012
Resources
• Slides: • http://tinyurl.com/8al9s54
• Bibliography: • http://tinyurl.com/8zlerfe
AFPL Resources
• Volunteer handbook: • http://tinyurl.com/9ugozkw• Volunteer Application:• http://tinyurl.com/9sufdca• Volunteer Brochure:• http://tinyurl.com/8gdm96b
Learning Objectives
By the end of this class, participants will be able to– Reduce or eliminate tension between
paid staff and volunteers– Develop tactics to motivate, retain and
reward volunteers– Delegate duties to volunteers– Guide volunteers through organizational
change
Why do we need volunteers?
Assist with repetitive tasks
• Keep collection looking neat
• Shelve, Shelf-read• Presort recent
check-ins• Barcode• Process
withdrawals
Improve customer service
• One-on-one computer assistance
• Help with program or event
• Call re: overdues or holds
• Information desk
What does a volunteer cost?
• TINSTAAFV(There Is No Such Thing As A Free Volunteer)
• Benefits: hourly costs of paid staff• Consider costs
– Insurance– Time of those staff who develop,
interview, orient and train volunteers– Other?
Paid staff and volunteers:
Must be able to work
together.
Are aware of each other’s
authority levels.
See each other as equals.
Empower each other.
Paid staff:
Have same
goals as volunteer
s.
Give input in
developing
volunteer positions.
Have hand in training
volunteers.
Understand role of
volunteers.
Volunteers:
Understand roles
relative to paid staff.
Help meet patrons’ needs.
Have goals
related to library’s mission.
Are qualified
to effectively
serve patrons.
Delegation Manager’s Role:
• Know volunteer’s skills, talents and interests
• Delegate work accordingly– IT professional
• Help re-design website? Build a database?– Graphic design student
• Design flyers for a library event or program?– Publishing/editing professional
• Help with collection development? Lead book group?
Balancing Everyone’s Needs
Organizational Needs
• Mission-driven • Strategic
– Based on long-range plan
• Goal-driven– Increase number
of checkouts– Gate count– Programming
Balancing Everyone’s Needs
Constituents’ Needs
• Demographics– Who are they?
• Detailed on patron comment cards
• Indicated by requests
• Varied
Balancing Everyone’s Needs
Organizational Needs
Constituents’ Needs
Balancing Everyone’s Needs
Needs of Paid Staff
• Needs include more than paycheck!
• Life/Work balance
• Competency• Clear guidelines • What else?
Balancing Everyone’s Needs
Organizational Needs
Constituents’ Needs
Needs of Paid Staff
Balancing Everyone’s Needs
Volunteers’
Motivation
• Community involvement
• Sense of “giving back”
• Social networking
• New in town• Dealing with loss• What else?
The Ideal Balance
Organizational Needs
Needs of Constituen
ts
Needs of Paid Staff
Volunteers’
Motivation
The Real Balance
Organizational Needs
Constituents’ Needs
Volunteers’ Motivation—drift toward
Patrons’ Needs
Volunteers’ Motivation—drift toward Staff Needs
Needs of Paid Staff
Balancing Everyone’s Needs
Influence of
Volunteer Group or Friends
• Organization may have its own needs
• Gives volunteers a sense of autonomy
• Not same as your Board or Trustees
Balancing Everyone’s Needs
Organizational Needs
Needs of Constituents
Volunteers’ Motivation
Influence of Volunteer Group or Friends
Needs of Paid Staff
Motivation
•Help with programs•Work with the public
Get to know a new
community
•Intellectual tasks•Use RA database to find read-alikes
Stay sharp after
retirement
•Help with ordering•Write order cards, check over PO’s
Know what new books are coming
out
Motivation
Praise
Affiliation
Accomplishment
Influence
Structure of Friends Relationships
• Do all volunteers have to be members of the Friends group?
• Do all Friends have to donate volunteer hours?
• Are there other avenues of service besides the Friends group?
• Is the Friends group the only avenue to becoming a board member?
Policies
• What are your training requirements?• Are there attendance guidelines?• Do you accept volunteers from other
organizations?• What risk-management is in place?
Insurance? • What benefits/perks?• What changes might be required?
Policies
If there are Friends volunteers and volunteers outside of the Friends:
• Who acts as volunteer manager for each group?
• Do they have the same use of library space?
• Do they get the same perks? – Meeting room use– Fine forgiveness
Louisville (CO) Public Library
Ethics
• Using volunteers to replace paid staff?– Yes, no, maybe?
• Okay to recruit MLIS-educated volunteers? – Yes, no, maybe?
• What’s unethical? Questionable?
Managing Change
• Explain and contextualize change and its necessity
• Discuss effects/outcomes• Ask for reactions and input
– Ideas for improvement?– Clarify misunderstandings
• Consider necessary skills for new environment
Retaining
Communication is key!
Retaining
• Safe & consistent work environment• Meaningful work
– Relates to mission of organization– Not “busy work”
• Some level of control over the assignments
• Respect from management & paid staff
Retaining
Recognition activities
Award ceremonies
Measurement of
service
Professional developme
nt
Retaining: Give it away.
Trust
Invitation to contribute
Tasks
Responsibilities
Evaluations of Volunteers
• Advise volunteer in interview or orientation of evaluation routines
• Provide regular feedback about volunteer is performing
• Ask for feedback from volunteer– Learn what the volunteer thinks/feels
about the job• Lay the groundwork for exploring
possible new volunteer duties
Volunteers need to know:
Why they are being
evaluated
The process • Schedule • Frequency• Who will perform• Who has input
Possible outcomes
Informal Evaluations
• Open-ended questions• Explore relationships with paid staff• Probe relationships with supervisors• Areas of weakness/training needs?• Strengths
– Examples of good or exceptional performance?
Evaluation Outcomes
• Identify training opportunities for all staff and volunteers
• Get a read on volunteer program as a whole
• Formally affirm volunteers’ reasons for giving their time
• Document progress– Improve performance by discussing
negative feedback from supervisors or staff
Thank You for Attending!
Questions/Comments• 1.800.999.8558• 1.720.215.2180• Email: russell.palmer@lyrasis.org
We’d very much appreciate your thoughts about the class.
http://www.lyrasis.org/Classes-and-Events/Class-Evaluation.aspx
Time for a break – see you in 10 minutes,
please…
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