By Dick Mooney

I wish I had a buck for every support group leader who's said. "I'm exhausted doing everything myself. I wish I had some help!!" Then I'd want another buck for those who've said, "I've tried and I just can't get anyone to help." Finally, being really greedy, I'd want a buck for everyone who doesn't know that getting and keeping volunteers is just as much work as starting and maintaining a major program like peer visitation. The problem is, everyone seems prepared to put a lot of effort into running a visitation program or planning and conducting meetings but all too few understand that an equal amount of effort needs to be devoted to getting and keeping an effective volunteer force. This article will tell you how to do that.

Where To Find Volunteers

Naturally, our largest pool of potential volunteers is our own members. But because one doesn't need to have an amputation to be a volunteer (in fact, able bodied volunteers are better for some jobs), don't forget spouses of members, widows and widowers of members, and their families. Also, in many cities, there are volunteer centers where retired persons and others can find worthwhile jobs to do in their spare time. Finally, local high schools may have a "service corps" through which civic minded young people can find useful work in the community.

Preparing To Recruit

There is no substitute for knowing the capabilities of potential volunteers. Most amputee support groups have a data base of information about their members' date and type of amputation, addresses, telephone numbers, etc. But very few include information about the members' present or past vocation or profession, or their hobbies. It's likely, for example, that you have former managers, secretaries or writers among your members but you don't know it. It's never too late to update your records with this information.

Not many people will surprise you by volunteering for a specific job. Most who come forward voluntarily will simply ask if there's something they can do for the group. Either have something meaningful for them to do (see the next paragraph) or promise to think about it and get back to them quickly. If you fail to respond positively, they won't ask again. If you jump too quickly and suggest a meaningless job or one that's not a good fit for them, they won't be happy volunteers very long.

You can't recruit volunteers without first defining in detail what jobs need to be done. It's a good idea to "bank" some jobs so you will have ready answers for those who come forward and ask what work they can do. A good way to do this is assemble your leadership and brainstorm (see related article in this issue) answers to "If ten people walked in here tomorrow and wanted to volunteer, what would we have them do?"

When you have agreed on a number of needed jobs you then need to define all dimensions of each job including the time requirements, why the job needs to be done, how that job fits into the other jobs that volunteers do, and the precise skills needed to do the job. Then, and only then, are you ready to recruit.

Recruiting

You will find, as mentioned earlier, that people are not likely to flock to you asking for work. So you will have to identify carefully those people in your pool of potential volunteers who should be approached directly. Be prepared to discuss the job in detail, including all of the details you defined in the previous step. Also plan the approach carefully. Should you approach the potential volunteer or is there another person on your team who might know them better? Or, should you make the approach as a team?

Personalize the invitation, explaining why you think the person you're approaching is right for the job. Ask positively, saying something like, "We know that you have a number of commitments, but we really need this job done and we think you're the person to do it right." Be enthusiastic about the prospect of having the person join the team, but don't sugar coat the job unfairly in hopes of making it more attractive. Be realistic about how long you expect them to serve, too. Asking someone to serve for six months or a year is much more realistic than asking for a three year or an indefinite commitment. If they are happy with the job and you are happy with them, they can always continue. 

Treat the invitation as an important occasion. Never lead with, "Oh, by the way . . . " The best idea is to meet with the person one-to-one in a quiet place where your "pitch" can have the attention it deserves. Don't sell too hard and send the message that "yes" is the only answer you'll accept. Accept "no" graciously if you have to. If you do, you'll have a better chance of success if you try again at another time.

Keeping Volunteers Happy

Once they are "signed up" your job becomes one of reward, reward, and reward.You have a right to insist that they do good work but you also have the obligation to praise them when they do. People look for "psychic income" from volunteer work. They look for a sense of belonging and the chance to identify with something that's bigger than themselves. They look for self-respect and the respect of others, and the chance to make a valuable contribution. In other words, the correct way to treat volunteers is to "pay" them regularly and lavishly with praise, respect, the opportunity to "belong," and the chance to do meaningful work that helps others and appeals to their sense of satisfaction.

What specific kinds of rewards can you give your volunteers? Here are some ideas.

• Give them something to do that really needs to be done. Busy work is demeaning.
• Describe exactly what needs to be done and allow them as much latitude as you can in how they do it.
• Ask for their input about how their job could be made more interesting to them and more useful to the members.
• Never allow them to feel taken for granted. Thank them, praise them - continually.
• Never give someone a really large job without offering to try to recruit help when it's needed.
• Always keep them informed about what is going on with the business of the group. Invite them to board meetings. Discuss changes with them before they're made. Make them feel like an insider.
• Ask their opinion about issues the board is grappling with. And listen with respect.
• Give them recognition in your newsletter and during meetings.
• Provide special name tags to wear at meetings that identify them as a volunteer.
• Have a volunteer recognition day once a year. Give them lavish praise and recognition, and perhaps a gift of reasonable value like a couple of movie tickets or a gift certificate. This kind of recognition doesn't cost, it pays!

As you have seen, there is a heavy planning component to these recommendations. In my judgment, the task of getting and keeping volunteers is far too important to be left to chance.