Putting in Place a Volunteer Orientation Process

The purpose of an orientation process is to give volunteers the knowledge, skills and attitudes that will allow them to work productively towards the goals of the organisation. It may seem like a lot of work but remember that the more effort you put in at the start to ensure that your volunteer workforce feels well-informed and valued, the more likely they will fully commit to achieving the organisation's objectives.

The amount of orientation required by the volunteer will depend on the nature of the job they have to do and the length of their commitment to the work. Button sellers can get by with a fifteen-minute talk on the purposes of the campaign and the way to handle cash and give receipts. People who are taking up significant, though unpaid, roles in the organisation need as much attention as any other employee.

Getting Ready

The volunteer has come forward to offer their services. This means that they are interested in your cause. This is a strength on which to build, but it can also be at the early stage shallowly rooted and vulnerable. Do not abuse it, or even count too much on it. Once you've got them to the door, don't lose them.

Screening

The volunteer should have gone through the organisation's screening processes (see the Screening and Managing Volunteers help sheets for more information on this). This can be a testing time and if not properly handled can put the volunteer off. Ideally, the screening process will have been presented as a tribute to the value of the volunteer, the importance of the position, and the trust you will be placing in them.

Position Defined

Before the volunteer appears you should also have gone through the processes of establishing a position description for the role you want the volunteer to fill (see the Getting your Organisation Ready to Receive Volunteers help sheet for more information on this). You will know the job you want them to fill, the duties they will be performing, and the degree of supervision that will be necessary and available for their work.

The vision

You have a sympathetic audience, but don't assume that they're totally sold yet, or that they know much about the organisation. Tell them what you do, and why it is important. Explain to them where they fit and why they are needed. Volunteers are both important in themselves and also ambassadors for your organisation in the community. Word of mouth is important in gaining more volunteers, more donations, and more public support.

Preparing the paid staff

Before involving volunteers, you will have sought the opinions of the organisation's staff and involved them in the decision (see the Getting your Organisation Ready to Receive Volunteers help sheet for more information on this). Reinforce this with a talk to staff just before the volunteers come on board.

Run through a brief history of the volunteer program. Remind them that they have been involved in the design of the volunteer's job, recruitment, screening, and acceptance, and that they will be involved in training and supervision – and that this work will be recognised.

• Explain what's in it for the staff if the program works – program growth, job support, etc.
• Point out what volunteers will contribute to the organisation – public involvement, funding growth, etc.
• Describe who your volunteers are and their backgrounds.
• Explain how to recognise and reward good volunteer performance (and what to do about the occasional problem volunteer).
• Make sure that staff members know when the volunteer is due and welcome them warmly.

First impressions count

The workplace

Show your new volunteers around the site. Cover the absolutely vital elements:

• Parking
• Kitchen facilities
• Toilets
• Coat racks and handbag storage
• Stationery cupboard
• Telephone numbers and the way the system works
• Photocopier, fax and other office equipment – and rules for use
• Tools and other outdoor equipment (if appropriate).

Introduce the volunteers to people. Introduce them again tomorrow if you see any hesitancy; it's hard to remember everybody's names in the first 10 minutes.

Briefing session

As soon as practicable after their arrival, hold a briefing session with the volunteers and include the following topics.

Rules and procedures
• Who do they ring if they have to call in sick? Who handles petty cash? Keep a list of the fundamentals to make it easier next time you hold an orientation session.
• Make sure the volunteers have a clear grasp of the policies that they may need to know about in their jobs, and who they should ask if they have a question in any of these areas.
• Note that all rules and procedures should be easily accessed in a volunteer orientation manual, which should be presented to each volunteer on arrival.



Client relations
• Does the volunteer have any dealings with clients? (And is he or she insured?) What guidelines are there to cover client relations?
• Is there a record-keeping or reporting system?



Privacy policy
• Impress on the volunteers the importance of confidentiality and proper file security. Remind them never to talk about clients away from the workplace.



Financial procedures
• Does the volunteer have authority to make any financial commitments? What are the procedures? If they can't, who can, and how is it organised?



The job description
• Give the volunteers a copy of the position description you have prepared for them and go through the basic details of the specific jobs you want them to do. Make sure everything you want them to do is on the list. Take them through the list and see whether they are comfortable with each activity. Walk them through the procedures for each activity. If there is a procedures manual or sheet for the operation, make sure they have a copy to refer to when they are working. Make it clear that they can come back and check with you (or their supervisor) as often as they want to or need to.

Supervision

Introduce the volunteers to their supervisor/s. Clearly explain the expectations of the role and what kind of feedback he or she can expect. Emphasise that the volunteer will take a while to get on top of everything – and not to take the occasional correction or suggestion as personal criticism. Ensure that the supervisor is on hand in the earlier stages. Don't expect to cover everything in the first run through – some things you can only remember if you do them, and some questions only emerge from actual practice.

Training

The job may need some more formal training. Do they need training in how to use the computer, or a particular computer program? Do they need instruction in a specialist procedure? If they are receiving in-depth training from staff, make sure that the staff are working from notes that they can keep and use again.

Make them feel useful

Pick the simplest parts of the work, with the least to learn, to begin with, but do try to have work ready from the start for the volunteer to do. If you have to go around and find work, or if they run out of work, this sends the message that the volunteer isn't really needed.

What if they leave?

There is the risk, as with any employee, that they will leave just as you have put in all the work to induct them and before they can start putting value back in. This, unfortunately, is a risk you will just have to wear.

As with any employee, if you lose too many volunteers like this perhaps you need to ask yourself where the organisation is going wrong.

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Our Community Pty Ltd   www.ourcommunity.com.au   ABN 24 094 608 705
National Headquarters: 51 Stanley St, West Melbourne Victoria 3003 Australia
(PO Box 354 North Melbourne 3051 Victoria)
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