HOW TO RECOGNIZE VOLUNTEERS

A volunteer’s pay is the recognition that he or she is an equal and respected partner of the organization. As a result, recognition must be an integral part of the management process so that volunteers feel valued within the organization they work for.

An effective, targeted recognition program can support your organization in many ways. If managed properly, your recognition program will motivate volunteers by satisfying their individual needs and supporting your organizational goals. If managed properly, your program will:

Contribute to productivity
Volunteers who are given meaningful tasks will feel rewarded by their own accomplishments. They benefit from this while the organization benefits from making good use of a precious commodity.

Contribute to retention
By identifying and addressing the specific needs of individuals and providing recognition that satisfies these needs, you are more likely to encourage your volunteers to stay with your organization.

Contribute to morale
As your organization demonstrates concern for your volunteers through appropriate task assignment and performance recognition, your volunteers' personal satisfaction and willingness to participate will increase.

Recognition programs that typically fail are those which:

• Base rewards on what the managers value rather than what the volunteers value.
• Assume certain rewards to be good for everyone without regard for individuality.
• Are inconsistently administered.
• Are external to the volunteer, with no connection to the work or person.
• Offer rewards whether performance merits it or not.
• Assume that organization's mission is sufficient justification to volunteer with no recognition or celebration of the volunteers' work.
• Offer excessive recognition and celebration.

Recognition programs that typically work are those which:

• Base rewards on an appreciation of the individual volunteer as a unique person and which addresses individual needs.
• Are based on individual jobs or tasks.
• Have consistent reward policies, resulting in a sense of trust that effort will receive the proper reward.
• Recognize longevity and special contributions frequently.
• Offer rewards which can be shared by teams of volunteers or the entire organization.

Ten guidelines for recognition

Give it or else;
Give it frequently;
Give it via a variety of methods;
Give it honestly;
Give it to the person, not to the work;
Give it appropriately to the achievement;
Give it consistently;
Give it on a timely basis;
Give it in an individualized fashion;
Give it for what you want more of.

Matching the recognition to the volunteer

Many people believe that the best way to recognize volunteers is to throw them a party or hold a similar recognition event during National Volunteer Week. However, your effort will be ineffective if you don't follow the above guidelines.

In order to recognize the efforts of your organization's volunteers most effectively, you must first understand what motivates people to volunteer.

Four typical motivators of volunteers include:

• Praise. Individuals who are motivated to volunteer by praise typically enjoy recognition for their talents and like being singled out for their accomplishments. Since these volunteer efforts are readily seen by others, offer them public recognition at an event, a recognition spot on your Web site or in your newsletter, or a letter thanking their boss, teacher, or family.
• Affiliation. Individuals who are motivated to volunteer for affiliation enjoy opportunities to get together with others with similar beliefs, backgrounds, and goals, and don't often find working alone very satisfying. As a result, you should recognize the efforts of these volunteers through social get-togethers, name-badges, or a public posting of all your organization's volunteers.
• Accomplishments. Individuals who volunteer for a sense of accomplishment enjoy seeking concrete evidence of their work and like practical, tangible projects. To recognize these volunteers effectively, offer them certificates of accomplishment at specific stages in their work or a special place to put completed projects.
• Power and influence. Individuals who are motivated to volunteer for power and influence typically like persuading people to see or do things their way, enjoy showing people a better, easier way of accomplishing an objective and like positions where they can help make decisions or train people. These volunteers will most appreciate titles or rank insignia, a special parking spot, or involvement as a speaker at your organization's workshop.

Remember, an effectively-managed volunteer recognition program will not only keep your volunteers motivated, but will ultimately benefit your organization and help you reach your goals.

Source: Volunteer Canada Website at www.volunteer.ca, Conners, Tracy Daniel, Ed., Volunteer management handbook. John Wiley and Sons Inc.., 1995 p. 222-243. Hawthrone, Nan, Sound Volunteer Management, www.sound-volunteer.com, McCurley Steve and Rick Lynch, Volunteer Management: Mobilizing all the Resources of the Community. Heritage Arts Publishing, 1996, pp. 115 - 126.