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Volunteer Recruitment and Retention Using Recognition to Engage People, Retain Talent and Accelerate Performance Source: A. Gostick and C. Elton.

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Presentation on theme: "Volunteer Recruitment and Retention Using Recognition to Engage People, Retain Talent and Accelerate Performance Source: A. Gostick and C. Elton."— Presentation transcript:

1 Volunteer Recruitment and Retention Using Recognition to Engage People, Retain Talent and Accelerate Performance Source: A. Gostick and C. Elton


3 How do you recruit? Internet Mailing Newspaper One-on-one Another volunteer Friend Actually, recruitment is not as hard as retention

4 Before we talk about retention, lets review LEADERSHIP.

5  “ Leadership” is typically defined so broadly that its meaning is individually determined.  Leadership is not a personality trait—it involves more than charisma. What does it mean to you?

6  The role of the leader is to create an environment where all performers will choose to execute the mission, vision and values of the organization.  Leadership is about affecting behavior. What does it mean to you?

7 Defining Leadership “Leadership is the wise use of power. Power is the capacity to translate intention into reality and sustain it.” – Warren Bennis

8 “Leadership is the art of getting someone else to do something you want done because he wants to do it.” – Dwight Eisenhower “The best leaders are those most interested in surrounding themselves with assistants and associates smarter than they are. They are frank in admitting this and are willing to pay for such talents.” – Amos Parrish

9 “Leadership is dynamic, and the right to lead must be earned individually with each person you meet.” – John Maxwell “Leaders aren't born, they are made. And they are made just like anything else, through hard work. And that's the price we'll have to pay to achieve that goal, or any goal.” – Vince Lombardi

10 Views of Leadership* TRADITIONAL Authoritative Special people who set direction Individualistic world view Leaders are heroes who rise in time of crisis NEW Designers People stewards Clear vision Improve shared mental models Group-oriented Teachers *P. Senge, 5 th Discipline

11 Components of New Leadership Inspires organizational vision “Designs” the organization Possesses personal and universal purpose Teaches about purpose and structure Generates and manages creative tension

12 The Study 10-year study 200,000 interviews of managers Utilized surveys and focus groups One-on-one interviews with more than 500 CEOs

13 The Research Behind the Principle  In response to the statement, “My organization recognizes excellence,” the organizations that scored in the lowest category had an average return of equity (ROE) of 2.4%. The top quarter had an average ROE of 8.7%.

14  In response to the statement,  “My manager does a good job of recognizing employee contributions,” the companies rated highest by employees also scored high for customer satisfaction and retention.  Of the people who report the highest morale at work, 94% agree that managers are effective at recognition.

15 What do you think motivates volunteers?

16 Purposeful Recognition GREATER RETENTION

17 What is Purposeful Recognition? A leader’s ability to recognize employees’ talents and contributions in a positive manner. Results: Lower turnover rates Enhanced business results VOLUNTEERS ARE NO DIFFERENT THAN EMPLOYEES

18 The “Basic Four” of Leadership Goal-setting Communication Trust Accountability Goal-settingCommunicationTrustAccountability Recognition is the accelerator. Great management is born when recognition is added to the other characteristics of leadership.

19 Applying the Retention Accelerator SEEDPLANTNURTUREWEEDHARVEST 1 2 34 5 Set clear goals Communicate openly Build trust Hold everyone accountable Employee engagement and satisfaction yielding greater profit

20 Goal-Setting and Visioning My manager gives me measurable goals to achieve. The organization has clear guiding values and goals. I know and embrace the organizational mission and vision.

21 Championing the Vision Those Who Champion The Vision Those Who Do Not Place the organization first Place own needs first Keep vision before people Keep themselves before people Understand their rolesMisunderstand their roles

22 Communication I can rely on my manager to answer my questions. My manager listens to volunteers. My manager keeps me informed of the progress of my performance.

23 My manager shares all the information my volunteers and I need to feel part of the team. My manager is available when volunteers need to talk. My manager encourages me to suggest new ideas and methods for doing things.

24 I feel completely free to express my views to my manager. Other volunteer ideas are often accepted by my manager. My manager encourages and supports my learning and growth.

25 Using the “Lingo” - COMMUNICATION Message from the LeaderMessage Received by Volunteer I saw how you helped that person… My manager notices what I do. This is a perfect example of our value of… I belong to a firm worth working for. We have another reason to celebrate as a team…. We are winners, and we are winning. This really is one of your strong points… I have pride in my work and can do even better. I know you can accomplish this…I can do this and will be rewarded for my hard work. I’d like to thank you for your five years of extraordinary… This is where I belong. Thanks for staying late to get that out… I’ll do anything to help the team succeed.

26 Trust I trust my manager. My manager is fair to all volunteers. My manager treats volunteers as more than “just a number.” My manager treats me with respect. I believe my manager cares about me. My manager stresses teamwork.

27 Accountability Is this a bad word or a good word? Why is it considered negative? My manager holds all volunteers in our department accountable for their work. My manager is honest when she is wrong.

28 Indicator of Retention: Engagement Volunteers put in extra effort. Volunteers enthusiastically contribute to organizational success. Volunteers strive for efficiency and effectiveness. Volunteers feel a sense of personal accomplishment. Volunteers understand how their roles help the organization meet its goals.

29 Indicator of Retention: Satisfaction I have the opportunity to do what I do best every day. My performance is evaluated in a manner that makes me feel positive about working. Conflicts result in positive solutions. My opinions matter to my manager. My manager shares all the information volunteers need to feel part of the team.

30 Recognition Strategy: Goals Celebrate new volunteers upon arrival. What makes your volunteers tick? What are your volunteers’ pet peeves? Ask volunteers to tell you their values. Turn a responsibility into a reward (acct). Use positive reinforcement. Find volunteers’ strengths. Give volunteers tasks that stretch their abilities.

31 Recognition Strategy: Communication Be prepared! Recognize people on the spot (in front of others). Make a commitment to call people by name. At the end of the day, write down a few things that went right, and pass them on. Set up a spot to display physical evidence of success (photos, memo board, etc.). Ring the bell: Enable people to hear others’ success stories. Write thank you notes! Spend time talking about things besides work.

32 Recognition Strategy: Trust Find interesting work. Step up recognition in tough times. Reward the courage to try something new! Ask for your volunteers’ opinions. Give people latitude. Be an active listener. Pitch in when you can. Be a part of the team! Give the gift of trust and autonomy.

33 Recognition Strategy: Accountability YOU are responsible for recognition. Be dependable. Place volunteers out front, in the spotlight. Recognize those that work “behind the scenes.” Celebrate achievements publicly. Share your own mistakes.

34 Rounding It All Out Volunteers want a manager who values them and their work. Volunteers want systems that work and the tools and equipment to do the job. Volunteers want opportunities for professional development. Volunteers want to be recognized and rewarded for doing a good job. Volunteers don’t want to work with low performers.

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