Course Overview: 

This course was designed by the San Diego Regional Office Volunteer Center as a tool to be used by anyone starting or enhancing a volunteer program at their site or corps. Divisional Volunteer Coordinators and Corps staff that oversee volunteers, can use this as a guide to teach volunteer engagement practices to others, or it can be used directly in the field.  You will find best practices in how to recruit, screen, train, match, support, and evaluate, and engage volunteers broken into small lessons. You will also find many helpful tools that can be customized for your site, examples that are relatable and specific to The Salvation Army, and ideas to help your volunteer program thrive.

Lesson 1 of 13

Introduction: The Importance of Effectively Engaging Volunteers

People Are At The Heart Of Everything We Do

Starting or enhancing a volunteer program can seem like a huge undertaking, but if we can keep in mind that people are at the heart of everything we do, it can help us stay focused on our goals. A healthy volunteer ecosystem engages the people in our community, helps the people we serve access resources, and empowers staff to complete their important work.

This training is broken down into 6 sections, each containing smaller lessons, so the process isn't so overwhelming. It is recommended that you go through this training in order, but if there is a specific topic you would like to jump to so you can address an immediate concern, you can do that too. Throughout the training there will be some new language and concepts around volunteerism. If you can begin using these terms and concepts, it will help you establish a strong volunteer program. 

In this introduction section, we will become familiar with some new volunteerism concepts and we will look at how our own experiences with volunteerism shape our perceptions. 

New Concepts

• A Volunteer Community is an environment where volunteers can flourish and grow. This includes being deliberate about creating a welcoming space where volunteers feel comfortable and where staff feel empowered to work alongside them in a cooperative way.
   
• Shifting from Volunteer Management to Volunteer Engagement means instead of just assigning task after task, we take into consideration the talents and passions of the volunteer.  This also means connecting the work they are doing to the greater good and acknowledging the impact they are making. Recent research shows that volunteers are most beneficial to organizations when volunteer supervision is engagement-focused, which includes building relationships with volunteers, understanding their motivations, and listening to their ideas.
   
• Empowering Staff to work alongside volunteers means assuring staff that volunteers are there to make their jobs easier. We can do this by asking staff for tasks that can be done by volunteers, giving staff tools to coach volunteer performance, supporting them when there are issues, and recognizing them for their successful projects with volunteers. 

Exploring Your Perceptions

How have past experiences shaped your perceptions around volunteerism?

For this exercise, think of your past experience as a volunteer.  Hover over each of the flashcards below to see common responses to these questions.

For this exercise, think of your past experience utilizing volunteers. Click on each of the flashcards below to see common responses to these questions:

Lesson 2 of 13

Plan: Assessing Your Needs

• List positions that are already identified for volunteers, whether or not the position is filled.
   
• Talk with your staff about how they would use volunteers. What tasks could they delegate? Where could they use assistance. 
   
• Walk through your site on a busy day and see where you could use more people. Could more pantry volunteers cut down on client wait times? Could the after-school program use more tutors? Do you need more administrative help?
   
• From your list, prioritize the roles based on need and how well equipped you are to place someone in that role. What roles do you feel are most crucial? Do you have a staff member that can train someone in that role? 
   
• Customize a sample Volunteer Position Description from the attachment below to fit the unique needs of your corps. Ask the staff member that will be working with the volunteer to provide input.

Beyond the Basics: How To Plan An Enrichment Program

• Start by assessing what kind of program you would like to start. Will this program take place on a weekly basis? What kind of resources do you have available and what resources will you need to start the program? Remember to reach out to your development department to see if there are any donors that might be interested in helping to fund this program.
   
• What qualifications do you need the volunteer that will lead the class to have? Filling out a volunteer job description is a great way to think through this process.  We always recommend recruiting 2 volunteers per class.
   
• Post the volunteer job description (more on this in the recruitment section of this training)
   
• Develop a flyer for the program that you can post at your Corp as well as local libraries, coffee shops, schools, etc... Canva (an on-line design website) allows you to create free flyers. Make sure to distribute your flyer widely to have a better chance of your audience growing. Make sure your flyer has all the relevant information a person would need to attend a program: Date, Time, Location, contact information, information on how to sign up and how often the class meets. Ensure that your flyer has a TSA logo and it's always good to add that the program is free.
   
• Once you have your audience and your volunteer it's time to start your program. Make sure your volunteer has all the information and materials that they will need ahead of time. This includes materials, sign in sheets, and any information that you can provide them about the class participants. 

Sample Volunteer Position Description

Volunteer Position Descriptions are an important communication and accountability tool. They map out clear expectations and indicate clear boundaries.  Below are samples of some of the common positions at Salvation Army sites that you can customize for your needs.

Southern California Divisional Headquarters Volunteer Categories and Forms

Now that you have your volunteer position descriptions prepared, it is important to assign each position to the appropriate category. The Southern California Divisional Headquarters categories and paperwork requirements are included below. Completed packets should be submitted to Divisional Headquarters Human Resources at: sc.volunteers@usw.salvationarmy.org.

1. Kettle Worker/Bell-Ringer

A Kettle Volunteer serves only by standing at a kettle as a bell ringer during the holiday season . This type of volunteer can serve any number of hours at the kettle but will require additional checks and/or training before serving in any other capacity. 

Volunteer Position Descriptions in This Category Include: 

• Kettle Worker/Bell-Ringer

2. One-Time Volunteer

A One-Time volunteer (anyone serving under 20 hours per year) includes groups or individual volunteers that are supervised serving as part of an event or stand-alone volunteer activity, on a periodic basis rather than an ongoing capacity.   Each event or stand-alone volunteer activity will require clearance specific to that activity.  Volunteers in this category must be supervised at all times by personnel who have passed a criminal background check and are fully PTM trained.

The forms provided should be made available for volunteers to sign at the start of their shift.

 Volunteer Position Descriptions in This Category Include: 

• Food Pantry Assistant (one-time) including packaging groceries, sorting food, and stocking shelves
   
• Facilities Assistant (one-time) including janitorial, warehouse, and Family Store helper
   
• Special Projects Volunteer (one-time) such as back to school drives, toy distributions, meal service, clean-ups/beautifications, corporate/group projects, and homeless outreach events

3.  Adult Non-PTM Volunteer

An Adult Non-PTM Volunteer is a  volunteer who is NOT PERMITTED to directly supervise children or vulnerable adults.  

Volunteer Position Descriptions in This Category Include: 

• Food Pantry Assistant (more than 20 hours)- including packaging groceries, sorting food, stocking shelves, delivery driving for food rescue (with DMV clearance and Decision Driving)
   
• Facilities Assistant (more than 20 hours)- including janitorial, warehouse, and Family Store helper
   
• Clerical/Data Entry Volunteer (more than 20 hours)-including back-office support with no access to clients but can process client information
   
• Christmas Coordinator (with no access to vulnerable clients or client information) including coordinating kettles, toy distribution, and holiday meals

4.  Adult PTM Volunteer

An Adult PTM Volunteer is a volunteer who is typically in an elevated role and IS PERMITTED to directly supervise children or vulnerable adults AFTER a criminal background check, and proper Protect The Mission certification is completed.  Any volunteer role that includes access to vulnerable populations will be in this category regardless of number of hours served.

Volunteer Position Descriptions in This Category Include:

• Food Pantry Assistant (with access to vulnerable clients or client information)- including packaging groceries, sorting food, stocking shelves, delivery driving for food rescue (with DMV clearance and Decision Driving) with direct access to clients or client information
   
• Social Services Direct Client Support including intake, distribution, interns, caseworkers, Pathway of Hope support
   
• Clerical/Data Entry Volunteer (with access to vulnerable clients or client information)- including back-office support with access to clients/client information
   
• Front Desk Volunteer including receptionist and guest service associate
   
• Youth Program Leader including instructors for camp Jr. leaders, sports coaches, aquatics volunteers, Jr. instructors, Kroc junior theatre assistant, play care attendant, VBS/ summer day camp, after school program tutors/mentors, Sunday school, Troops, theater ushers
   
• Senior Activities Leader including volunteers for health/wellness, senior visitation, senior care, and instructors for senior fitness, senior art class, and senior olympics 
   
• Christmas Coordinator (with access to vulnerable clients or client information) - including coordinating kettles, toy distribution, and holiday meals with direct access to clients or client information

5.  Minor Non-PTM Volunteer

A Minor Non-PTM Volunteer is a volunteer who IS NOT PERMITTED to directly supervise other children or vulnerable adults.

Volunteer Position Descriptions in This Category Include: 

• Food Pantry Assistant (more than 20 hours)- including packaging groceries, sorting food, stocking shelves, delivery driving for food rescue (with DMV clearance and Decision Driving)
   
• Facilities Assistant (more than 20 hours)- including janitorial, warehouse, and Family Store helper
   
• Clerical/Data Entry Volunteer (more than 20 hours)-including back-office support with no access to clients but can process client information

6.  Minor PTM Volunteer

A Minor PTM Volunteer is a volunteer who is typically in an elevated role and IS PERMITTED to directly interact with children or vulnerable adults, but may never be alone with any client.  Any volunteer role that includes access to vulnerable populations will be in this category regardless of number of hours served.

Volunteer Position Descriptions in This Category Include: 

• Food Pantry Assistant (with access to vulnerable clients or client information)- including packaging groceries, sorting food, stocking shelves, delivery driving for food rescue (with DMV clearance and Decision Driving) with direct access to clients or client information
   
• Clerical/Data Entry Volunteer (with access to vulnerable clients or client information)- including back-office support with access to clients/client information
   
• Front Desk Volunteer including receptionist and guest service associate
   
• Youth Program Leader including instructors for camp Jr. leaders, sports coaches, aquatics volunteers, Jr. instructors, Kroc junior theatre assistant, play care attendant, VBS/ summer day camp, after school program tutors/mentors, Sunday school, Troops, theater ushers
   
• Senior Activities Leader including volunteers for health/wellness, senior visitation, senior care, and instructors for senior fitness, senior art class, and senior olympics 
   
• Christmas Coordinator (with access to vulnerable clients or client information)- including coordinating kettles, toy distribution, and holiday meals with direct access to clients or client information

For guidance with above forms and clearance processes, contact
The Salvation Army Southern California Divisional Human Resources. 

Lesson 3 of 13

Recruit: Internal And External Postings
 

How Do I Promote Volunteer Opportunities?

 Online recruiting is a great way to engage new pools of volunteers.  This includes The Salvation Army Website and social media pages, as well as external recruitment platforms, including Volunteermatch.org and Justserve.org. Below you will find the easiest places to post that are the most effective. 

Following Up on Inquiries

Responding to a volunteer inquiry in a timely manner is a key part of the volunteer engagement process.  It is important to capture the enthusiasm of new volunteers while they are at a point of strong motivation. Waiting too long to contact prospective volunteers may allow time for their enthusiasm to wane. Best practices in volunteerism state that a response to a volunteer inquiry should be made within 24 hours. Even if the prospective volunteer's desired position does not have an immediate vacancy, it is still important to respond immediately and establish contact.  

It is helpful to have a menu of volunteer opportunities available, so that a prospective volunteer might consider a different volunteer activity if they have to wait for their preferred position. If a volunteer chooses to wait for a specific position, ongoing contact should be maintained with the volunteer  via newsletters, training materials, a volunteer orientation, or invitations to public events that your organization may be hosting. The important thing is that prospective volunteers know that they have not been forgotten. The worst thing you can do after a volunteer inquiry is nothing at all!

The first point of contact with prospective volunteers is also highly important and should be made by someone who is extremely welcoming and knowledgeable. How organizations respond to volunteer inquiries communicates a message to newcomers about how we view and value volunteers as an organization. A volunteer should be thanked for their willingness to help, told that we value volunteers, and let them know that we would be happy to find a fit for them to help our organization. Remember, we only get one chance to make a first impression!

Finally, we must do what we say we are going to do. If we tell a prospective volunteer that it will take one week to process their paperwork, we need to make sure that we follow up in one week. Calendaring the follow up is recommended. If we are communicating to our stakeholders that we have a need for volunteers, we need to make sure that we answer the door when they knock!

Lesson 4 of 13

Recruiting Tools: Letter Templates & Holiday Open House Materials

Volunteer Recruitment Letter Templates 

Volunteer Open House and Information Session

Holding an open house before the holiday season is a great way to invite the community into your site and show them all the ways they can get involved. It works for engaging new potential volunteers, strengthening the connection with established volunteers, and gives you a platform to show donors all your site does. In this lesson you will find the steps to plan an Open House and customizable tools to use to make the process easier.

Tips for a Successful Open House

Think about who you want to invite. Include groups and individuals who have volunteered or expressed interest throughout the year, new volunteers, and donors. Consider including new stakeholders that you have wanted to engage. This is an easy, low commitment, way to get stakeholders in the door to see what we do.

Create promotional materials and recruit! A flyer and social media posts are great ways to start promoting your open house. Red Shield Toolkit is a great place to find assets to use and be in alignment with the year's national Christmas messaging. Ask your local PR Department for help if needed. It is recommended that you begin promoting 3-4 weeks before the event. Below is a sample flyer that can be modified to fit your needs.

Plan the Open House. In this step you will want to plan for everything you need for the open house so that it runs smoothly. Here is a list of some of the things you should include:

• Presentation: Structuring your presentation will help the event flow and stay focused. Below you will find a presentation that can be modified for your use. Each slide has talking points and/or a sample script.
   
• Sign-In Sheet and Opportunities List: We want to capture the contact information of those attending so we can follow-up later. It is also recommended that you have a way for volunteers to sign up for specific opportunities while they are at the open house. This will help to solidify their commitment and will let you know areas of interest. If you have your postings set up in VolunteerHub already, have them complete the sign-up process there so all the paperwork is filled out.
   
• Refreshments, Staff, and a Tour: Think of other ways to enhance your open house, such as serving refreshments, having key staff members attend to help engage the volunteers, or offering a tour of your site.

Follow Up! It is good practice to follow-up within a couple of days to thank attendees for coming and give them the next steps for the opportunities they have expressed interest in.

Open House Materials (Provided in Both English and Spanish)

Lesson 5 of 13

Engaging Corporate Volunteer Groups

What is Corporate Volunteerism?

Why is it Important for The Salvation Army to Engage Corporate Volunteer Groups?

• Engaging a corporate volunteer group is an easy to way efficiently complete a major project. Need to paint your corps?  Beautify your landscaping? Why not get this done in an hour with a volunteer group? The best part is that you only need one point of contact to recruit multiple people!
   
• Corporate volunteer projects can also create an easy point of entry for individual volunteer engagement. Many times employees of a corporate volunteer group express interest in returning individually for an ongoing volunteer position.
   
• Involvement with corporate volunteer programs can increase your likelihood of being considered as a recipient of a corporate grant. Many businesses generously provide a financial giving component to organizations that host their employee volunteer projects.

Corporations with Strong Employee Volunteer Programs and Financial Giving Components

Many corporations have very structured employee volunteerism programs.  They recognize that employee volunteerism can elevate their corporate image, increase their employee morale, and provide free leadership training.  As such, they prioritize this type of philanthropy.

Below are some national corporations that participate in these types of initiatives.

"Dollars for Doers" is a corporate social responsibility initiative that encourages their employees to volunteer with charities of their choosing. In turn, the company will donate cash grants to these charities based on the number of volunteer hours each employee contributes. For more information visit: https://doublethedonation.com/dollars-for-doers-grants-definition

Group Volunteer Project Ideas

Click on the hearts below for ideas!

Programming for Seniors or Youth

Most sites have some type of senior  programming (senior meals, Silvercrest engagement) and some type of youth programming (after school programming, Troops).   These are great program areas to host group volunteer projects. 

Other Types of Volunteer Groups to Consider Engaging 

• Professional Membership Organizations (Rotary, Lion's Club, Optimist Club)  
• Youth Service Groups (Scouting programs, Church Youth Groups)  
• Training Programs for Adults with Disabilities  
• Neighborhood Associations  
• Families

Other Types of Volunteer Groups to Consider Engaging 

• Professional Membership Organizations (Rotary, Lion's Club, Optimist Club)
   
• Youth Service Groups (Scouting programs, Church Youth Groups)
   
• Training Programs for Adults with Disabilities
   
• Neighborhood Associations
   
• Families

Lesson 6 of 13

Screening Volunteers

Screening volunteers is probably the most important part of working with a volunteer. Screening will inform you if the volunteer is the right fit for the position and the organization.  Below is information on how to screen a volunteer in the Southern California Division.

• Find out if the volunteer will be volunteering more than 20 hours. If so, proceed to filling out the appropriate forms.
   
• Fill out the appropriate forms (One Time Volunteer packet, Adult Non-PTM, Adult PTM, Minor Non-PTM, Minor PTM). Please note: all volunteers (excluding youth) who plan to volunteer over 20 should also fill out the Sterling background check forms.
   
• Once forms are filled out, submit your forms to HR at: sc.volunteers@usw.salvationarmy.org
   
• Volunteer forms will take about a week to get processed. Check in with HR if you have not heard back within a week. They are busy, but are always willing to help.
   
• Once the volunteer has been cleared, HR will send you an e-mail letting you know and will also let you know what training your volunteer will need to complete. They also attach instructions. Make sure you e-mail the volunteer that they have been cleared and provide them with the required trainings and the attachment HR sends you. Let volunteers know in your e-mail that they can not start volunteering until the trainings are completed.  Make sure to ask the volunteer to send you the completion certificate once they finish the training. Put one copy of their certificate in their volunteer files and one needs to be sent to sc.volunteers@usw.salvationarmy.org
   
• Once the whole volunteer file is completed (cleared by HR and has training certificates) make sure you save a copy of the file. Files can be saved electronically, but make sure you have a system where you can easily access all your volunteer files for future audits.
   
• Send the volunteer a welcome note and have them start signing up to volunteer.

Volunteer Interview

Interviewing volunteers is the first step in the screening process.  A volunteer interview helps to identify what skills, education, and/or experiences volunteers may have that could benefit your site.  It also helps to identify any red flags that volunteers may exhibit that could raise concerns about their motivations, commitment, appropriateness for the role, or other risk factors.  

Questions to Get to Know Applicants

Although screening certain types of volunteers (i.e. those working with vulnerable populations) requires a face-to-face interview, screening other types of volunteers may not be required;  however, it is good to ask a few questions to get to know ALL prospective  volunteers.  This will help you gauge interests, skills, experiences, general demeanor, and presentation.  Below are some recommended questions to get to know a prospective volunteer.

• Please tell me about yourself and what brings you here today? Why do you want to volunteer at The Salvation Army?
   
• What are some of your hobbies and what do you like to do in your free time? What are your passions? 
   
• What line of work are you in? Are you currently attending school?
   
• What accomplishment are you most proud of in your lifetime?
   
• What would make your volunteer experience worthwhile for you?
   
• Have you volunteered in the past? Tell me about your past volunteer experiences.  What did you enjoy most about them?
   
• Have you ever served on any boards or committees or held any leadership positions?
   
• Is there anything else you would like us to know about you?  Is there anything we can do to help you succeed in your volunteer role?

Required Questions for Volunteers Interacting with Youth and/or Vulnerable Adults

A face-to-face interview is required for volunteers who apply to serve with youth and vulnerable adults. The interview should be conducted face-to-face versus in writing or over the phone, as affect and non-verbal queues are important considerations when screening a volunteer. An interview via  videoconference may be an option as well. Attached below are required questions for interviewing volunteers who are applying to work with vulnerable populations.
 

Red Flags for Interviewing Volunteers

There are certain red flags that you can look for when interviewing a volunteer. These red flags can indicate concerns regarding commitment level, degree of professionalism, appropriateness to work with vulnerable populations, and other safety concerns. Please see the attached document below for a comprehensive list of red flags.
 

Checking References

Volunteer references should be spoken to via phone versus written. A conversation in real time will capture a reference provider's most genuine thoughts and insights on your potential volunteer.  Although it might seem excessive to check references for a volunteer, there are many practical reasons to do so. Talking with someone who has worked with the prospective volunteer will hopefully not only yield a positive endorsement, but will help you get to know the volunteer's strengths and weaknesses before assigning particular tasks. Areas of potential concern may also be identified when speaking with a reference provider. Southern California Division requires references be checked for all PTM Volunteers including youth.  The reference check form for both professional and personal references is attached below.

Territorial Registry Check

The Territorial Registry is an internal Salvation Army database that warehouses a list of names of individuals who are prohibited from volunteering with The Salvation Army due to a history of inappropriate conduct at a Salvation Army facility. These checks are typically done by HR in the Southern California Division once all forms are submitted to them.

Criminal Background Check

Background checks are required for all volunteers working over 20 hours in the Southern California Division. Youth volunteers are excluded. A background check will add a layer of protection for you, the organization, existing personnel and clients. Sterling  Background checks (sterlingcheck.com) are nationwide, comprehensive, and recommended for use at Salvation Army sites. HR will run background checks once forms are submitted to them. 

Lesson 7 of 13

Initial Volunteer Orientation

Sample Volunteer Orientation Agenda

1.  Introduction to The Salvation Army

It is important to give new volunteers an overview of The Salvation Army, our mission, and the services we offer.  One easy way to give a comprehensive overview is to use a video. Below is an example of an introductory video created by the Southern Territory.  

What is The Salvation Army?

Learn the history of The Salvation Army, why we do what we do, and take a look at some of the ministries The Salvation Army is doing today in countries across the World to preach the gospel of Jesus Christ and to meet human needs in His name without discrimination.

2.  Basic Rules for Volunteers

Although prospective volunteers have already signed a form that says they agree to the basic rules of volunteering for The Salvation Army, a review of the basic rules at the orientation is an important part of setting volunteer expectations. The basic rules list is attached below. 

3. Assign Required Trainings for Working with Vulnerable Populations

If PTM training has not been completed prior to orientation, assign appropriate modules as needed for their volunteer category. Remember, required PTM training must be completed before the volunteer reports for their first shift.

4. Overview of Population Served

Think about the populations served at your location and determine what population-specific information would be helpful to share with new volunteers. Here are a few questions to think about what information may be relevant to share.

• Do you serve a lot of seniors at your corps?
   
• Do you serve a large homeless population?
   
• What languages are spoken at your corps?
   
• Is unemployment high in your area?

5. Social Media and Electronic Communication Policy

Although prospective volunteers have already signed a form that says they agree to The Salvation Army's Social Media and Electronic Communication Policy, a review of this form at the orientation is important so volunteers are clear on appropriate boundaries for contact with clients online and outside of the organization. The guidelines attached below outline these parameters.

6.  Communication and Grievance Procedure

Encourage open communication.  Let volunteers know that you are their cheerleader and coach, and your main goal is for them to be successful in their roles.  Communicate that they should first direct any issues or concerns to the immediate staff member that they are serving alongside, but that you and the corps leadership are also available to help if additional support or assistance is needed. 

7.  Assignment Changes and Opportunities to Increase Involvement

Remind volunteers that we are open to assigning them to a new volunteer position if they are unable or unwilling to continue in the role that they were originally assigned.  A volunteer may encounter changes in their personal schedule, may feel that their current volunteer assignment is not a good fit, may have a desire to learn more about different aspects of Salvation Army's programming, or may be ready for increased involvement and responsibility.  Encourage volunteers to be candid with you if any of the above situations occur.  In most cases, we would rather assign volunteers to a new position than lose them as a volunteer!

What do you wish someone had told you when you first started? What resources would you have found helpful during your first weeks on the job?  Share this with your new volunteers!

Lesson 8 of 13

Providing Ongoing Training

The Benefits of Volunteer Development

The long-lasting benefits of investing in your volunteers are highlighted below.

1. Raises motivation and engagement. When volunteers know that you are invested in them as individuals, they will be more motivated to do the best they can in their roles.
    
2. Increases productivity and performance. Having access to the right tools and information empowers volunteers to perform at their best and provide the outcomes we strive to achieve. They can also provide us with a fresh perspective to challenges or suggest enhancements we may not have considered.
    
3. Attracts and retains top talent. Keeping volunteers engaged allows us to tap into skills and competencies that we may not otherwise be able to afford. When volunteers feel appreciated they want to share the knowledge they have to help us reach community goals and invite others to join in.
    
4. Improves overall workplace results. A well maintained volunteer program benefits everyone. Staff members have the assistance they need to perform at their best. Clients feel supported by their community. Leadership can expand the services and programs they are able to offer.
    
5. Improves potential for philanthropy. Many people volunteer at an organization before they decide to donate, and donors who volunteer tend to give substantially more. 

Ongoing Trainings

Volunteers come to us for a variety of reasons, but as humans we all value growth and knowledge. A great way to show your volunteers that you are invested in them is to provide ongoing training relevant to the work they are doing and the populations they are serving. Tapping into the expertise of other staff, volunteers, or local agencies is a way to facilitate learning without straining your budget. Here are some examples of trainings that may be beneficial and ways to leverage your community connections to provide these for your volunteers:

Population Specific:  

• Understanding Homelessness
• Mental Health First Aid
• Supporting Seniors
• Youth Mentoring

Self-Development:

• Self-Care
• Effective Communication

Organization Specific:

• History of The Salvation Army
• Tips for Red Kettle Volunteers
• Donut Day History
• Impact Report Highlights

Required Trainings   

In addition to the initial Protecting the Mission (PTM) trainings volunteers are required to complete, there are additional trainings that are required annually or when a volunteer changes roles. These can include additional PTM modules, Decision Driving, food safety, and other role-specific trainings. 

Lesson 9 of 13

How to Recognize Volunteers

Celebrate Volunteer Differences!

Volunteers come to us with different skill sets, attitudes, and life experience. These differences are what allow us to reach more people, provide better services to clients, and be creative in the ways we work towards our mission. When recognizing our volunteers, we must take these differences into account to ensure they each feel seen and appreciated. Let's explore some of the different ways people like to be recognized and how to know which is right for each person.

How Do I Know Which Way To Recognize?

While the interview process will help you get to know your volunteer initially, it can be important to notice behaviors and attitudes that help you understand how each person may prefer to be recognized. 

Types of Recognition

• Tangible: These include items such as branded t-shirts or hats, pins & buttons, badges, certificates, mini bells, or other small tokens of appreciation. Branded items give volunteers an opportunity to show others that they care about the work of The Salvation Army and gives them a natural way to talk about the organization. These can be especially effective for people who are uncomfortable with more public praise.
   
• Awards: Nominating volunteers for internal Salvation Army and external community awards is a great way to acknowledge their efforts. If these awards do not exist, you can create them. Asking your advisory board or corps council to include these in their annual celebrations is a good way to make this award more public and include other stakeholders in the mission to create a supportive environment.
   
• Speaking Opportunities: While not everyone will want to speak publicly, many volunteers are eager to share their passion for our mission with others. Speaking at board meetings, doing local TV or radio interviews, or sharing their experience with other Salvation Army leadership is a great way to highlight your volunteer program and allow the volunteer reach to go a little further.
   
• Recognition Events: Depending on the size of your volunteer base, an annual Volunteer Recognition Event can be an opportunity to highlight the collective efforts of those involved. It also give volunteers working across several programs a chance to network with others who share their passion for community work.
   
• Everyday Acknowledgments: We don't want to forget the everyday ways we can acknowledging contributions, as this is the easiest and most used way of recognizing volunteers. Adding some depth can make a simple "thank you" more meaningful. Be specific about what they did and why it was important.

Everyday Acknowledgments: Giving Effective Feedback

Let's practice some ways to add depth to the feedback we give to others. Sometimes phrases like, "I appreciate you" or "Thanks for all you do" can sound generic when used too often. Using the simple 3-part structure below, you can personalize the feedback you give to make it a more effective tool.

1. State the action you are acknowledging and thanking them for doing. This can be a specific task like packing food bags or broader such as consistently showing up for several months.
    
2. Connect it to something bigger. This can be a personal goal of theirs, a program need, or our organizational mission.
    
3. Tell them how their action effected other things or what it made possible. What were you able to accomplish because they took some of the workload? 

Find Creative Ways to Engage!

Creative Ways to Make Time for Recognition

You know the culture of your site and what will work within it, so get creative in ways that you connect. An easy way to do that is to invite your volunteers to talk for a few minutes and discuss the programs you are passionate about and hear the volunteer's experience.  Below you can download and print this Take Ten invitation to get started.

Lesson 10 of 13

Evaluations

We all need people who will give us feedback. That’s how we improve."

Bill Gates

Types of Evaluations

There are three types of evaluations that, when used together, will give you the information that you need to keep your volunteer ecosystem in balance. In this section, you will learn about why these are important and will be provided with samples that you can start using now. 

 

Surveying Volunteers

Annual Surveys allow long term volunteers to share ideas, suggest improvements, and acknowledge successes they have had in their work. 

Exit Surveys help us understand why volunteers leave their positions.

Asking volunteers to evaluate their experience gives us a perspective that we need to understand to increase retention.

Surveying Staff

Staff Satisfaction Surveys allows us to understand how your staff engage volunteers and is an important component in maintaining a balanced ecosystem. It also lets staff know that their feedback and effort working with volunteers is appreciated.

Performance Evaluations

Volunteer Performance Evaluations provides volunteers with feedback and is an untapped tool that we should be using. In the same way that employees need to be encouraged and praised, volunteers benefit from this as well.

Staff Performance Evaluations are a good time to acknowledge your staff for working well with volunteers and encourage further collaboration.

It's Up to You to Hold Volunteers Accountable

There is a common misperception that volunteers can not be counseled on behavior or be let go from their positions. This is not true. In fact, holding volunteers accountable to the same standards we set for employees will help your volunteer program thrive. Through the strategic use of evaluations, we can effectively support volunteers, hold them accountable, and make changes when needed with minimal friction.  This also contributes to empowering staff, because they understand that the feedback they give about their volunteer interactions will be acknowledged and action will be taken when necessary.

In the next section, we will learn how to determine what action to take when changes need to be made and how to deal with some common tough situations.

Lesson 11 of 13

When a Change is Needed

Not The Right Fit?

Not every placement will be the right fit. Sometimes we know there is a change needed but it can be hard to decide how to approach the situation. Before deciding on a course of action, it is important to determine if the volunteer is not the right fit for the assignment, if they just need additional training, or if they are not the right fit for the organization. 

Some questions to consider are:

• Have we provided the volunteer with all of the tools to be successful in their position?
   
• What types of concerns does the volunteer have about the position?
   
• What types of concerns do staff members have with the volunteer? 
   
• Has the volunteer expressed interest in working with a different program or population?
   
• Does the volunteer's values and attitude fit the culture of your site?

Lesson 12 to 13

Recommended To Do List

Now that you have reviewed the components of a successful volunteer program, it's time to put your knowledge into action. Follow the steps below to establish a solid foundation for your volunteer program.

• What are three tangible ways you will create an inviting Volunteer Ecosystem at your location.
   
• What are three ways you would like to empower staff to work with volunteers at your location.
   
• Using a sample volunteer position description, make a digital folder of all volunteer position descriptions at your Corps.
   
• Post your volunteer opportunities to the internal website and external sites.
   
• Create a schedule for when surveys and evaluations will be administered.
   
• Using the list of ways people like to be acknowledged, list three resources that you have available for volunteer recognition. 

Lesson 13 to 13

Thank you for being a volunteer Staff Partner