How Non-Profits and NGOs Recruit High Profile Volunteers
Recommendation and action plan
Most non-profit organizations rely on volunteers as a source of their human resource. Getting the right volunteers who fit into the tasks or their activities and retaining the suitable volunteers when they get them always a challenge.
A non-profit organization requires a perfect program for developing and maintaining the volunteers. In this scenario there are always challenges especially with only one member of the workforce being paid this could lead to administration problems.
On the organizations side they keep recruiting new staff since most volunteers do not stay for a long time (Hall and Calcutta. 2005: 2).
There are numerous jobs which volunteers can carry out. A challenge is to guarantee that the work constitutes a significant responsibility for a volunteer and that it is equally important to the organisation. A set of anomalous jobs is less prone to provoke the interest of a prospective volunteer than a branded role in the organisation.
Staffing analysis, job ranking, job matching, benchmarking and planning ahead before recruitment are crucial in this case. Staffing analysis comprises the actions to scrutinize what skill is necessary to attain the premeditated objectives of the organization. Then the kinds of required proficiency are extra examined to distinguish which types may be provided by volunteers.
As a final stage of evaluation you should settle on the number of volunteers and what they will do. They can solicit sponsors; amass donations, head committees and so on. If possible the organisation should line up more employees than required if some plan to drop out (Hall and Calcutta. 2005: 3).
To recruit a high profile volunteer who will be eligible to sit in a board meeting and set policy the organisation should write a good person specification and job description since it is equally important to the volunteer and the organisation. Job description will certify that volunteers will be conscious of the objectives of the position, hours and days requisite for work, duties they will perform, training requirements and their rights.
The job description directs the prospects of the volunteer and the organisation and guards them mutually in the agreed activities and stipulations. Again there should be person specification which includes the knowledge, experience and skills expected, and only those that are desirable.
The more information the organisation have for the volunteers the better organized and motivated they will be for the post (Hall and Calcutta. 2005: 5).
Also: United Nations Volunteers, Non-governmental, ngo.
Showing posts with label NGO-Volunteers. Show all posts
Showing posts with label NGO-Volunteers. Show all posts
Wednesday, 31 October 2012
Non Profits: How to Motivate Volunteers and keep them
Non Profits: How to Motivate Volunteers and keep them
All potential candidates for a volunteer position are usually screened. The scope of selection depends on the nature of the job to be done like working directly with people or sponsors etc. it involves cautiously probing each submission, carrying out background checks for instance to authenticate information in the resume, make out any legal trouble, and so on, as well as interviewing the most appropriate applicants.
Once the screening has been done the organization should establish a cost effective method of rewarding the volunteers for example can consider the cost-per-hire method. After all the calculation is simple, total costs linked with the enrolment course divided by the quantity of whole-time volunteers in a specified period of time (Hall and Calcutta. 2005: 5-6).
The structure of an induction course depends on the size of the organization and the nature of the employee. Induction starts at the recruitment step into employment or when the volunteer acquires that position. New volunteers should know the organisation, the people, and the culture, and their role. A new volunteer should be quickly acquitted with the evacuation, health and safety policy, emergency exits, procedures site map (canteen, first aid post), organisation chart (global and department, official secrets Act, security pass and any other information to enable the organisation to beat the deadline.
During the induction process and after the recruitment process the manager should ensure that the scope of the employee is well stipulated and fits into the time limit of the volunteer to avoid leaving some pending work (Hall and Calcutta. 2005: 6).
The level of turnovers fluctuates from region to region. The maximum rates are found where redundancy is lowest and where it is trouble-free for people to obtain attractive alternative employment. To improve the retention of the employees it is important to make the supervisory manager for the employees’ accountable, carry out career development and training among the volunteers as well as giving prospective employees a realistic job preview at the recruitment stage.
It is also important to consult the volunteers to give them a chance to voice their dissatisfaction. The manager should also be flexible in terms of working hours by working with their schedule as well as defending the organization against the penetration of head hunters and others seeking to snatch the volunteers. It is also important to find out the volunteers motives and what keeps the coming back to prepare for eventualities (Hall and Calcutta. 2005: 7).
All potential candidates for a volunteer position are usually screened. The scope of selection depends on the nature of the job to be done like working directly with people or sponsors etc. it involves cautiously probing each submission, carrying out background checks for instance to authenticate information in the resume, make out any legal trouble, and so on, as well as interviewing the most appropriate applicants.
Once the screening has been done the organization should establish a cost effective method of rewarding the volunteers for example can consider the cost-per-hire method. After all the calculation is simple, total costs linked with the enrolment course divided by the quantity of whole-time volunteers in a specified period of time (Hall and Calcutta. 2005: 5-6).
The structure of an induction course depends on the size of the organization and the nature of the employee. Induction starts at the recruitment step into employment or when the volunteer acquires that position. New volunteers should know the organisation, the people, and the culture, and their role. A new volunteer should be quickly acquitted with the evacuation, health and safety policy, emergency exits, procedures site map (canteen, first aid post), organisation chart (global and department, official secrets Act, security pass and any other information to enable the organisation to beat the deadline.
During the induction process and after the recruitment process the manager should ensure that the scope of the employee is well stipulated and fits into the time limit of the volunteer to avoid leaving some pending work (Hall and Calcutta. 2005: 6).
The level of turnovers fluctuates from region to region. The maximum rates are found where redundancy is lowest and where it is trouble-free for people to obtain attractive alternative employment. To improve the retention of the employees it is important to make the supervisory manager for the employees’ accountable, carry out career development and training among the volunteers as well as giving prospective employees a realistic job preview at the recruitment stage.
It is also important to consult the volunteers to give them a chance to voice their dissatisfaction. The manager should also be flexible in terms of working hours by working with their schedule as well as defending the organization against the penetration of head hunters and others seeking to snatch the volunteers. It is also important to find out the volunteers motives and what keeps the coming back to prepare for eventualities (Hall and Calcutta. 2005: 7).
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