A Toolkit for Volunteer Leaders
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Recruitment V-3

In order to convince another person, we must see the world through her eyes.

Getting people to support your cause by giving their time is an on-going challenge for most groups. This module will provide pointers on recruiting people to serve.

EDUCATIONAL OBJECTIVES

1. Describe a three-step recruitment technique.

2. Recruit another person to help with a specific task in your organization.

GETTING PEOPLE TO SERVE

Getting people to turn out and to volunteer in filling needed positions has become an increasing challenge for many groups. Several pointers are listed below as part of a three-step process. While the following principles are common sense, and are readily used in filling paid positions, they are often violated in our recruiting efforts for volunteer positions.

STEP 1- WHAT

In filling positions, whether it's getting turn out for a meeting or selecting a committee chair, focus first on WHAT--what are the specific skills, interests, view points, prior experiences, personality traits, and resources needed. Make a list. Check the 2 or 3 most essential. At this point, the important question is not who but what--what do we need on the committee, what do we need in the chair, what do we need at the meeting to make it effective? Recruitment will be easier and more effective if preceded by a conscious, well-thought-out selection process.

How do we usually recruit people to serve? We call for volunteers. "Willingness to serve" often is our only criteria. Be cautious with this approach. Calling for volunteers implies that the job is so unimportant that the group is willing to accept anyone. Did you ever think of it this way? No wonder few people volunteer. Also, when you call for volunteers you often get the egocentric, the aggressive and the outspoken person with a bone to pick. Then you wonder why you have leadership problems.

Most people won't volunteer themselves. Yet we often insist that people do so. Calling for volunteers eliminates from our consideration a large pool of qualified individuals. This is not to say that you should never call for volunteers. It is very appropriate for lesser positions, e.g., "Who could work at the food booth Saturday?" Key positions, however, are too important to be left to chance.

STEP 2: WHO

Once you've decided what, then ask yourself WHO--who (what person or persons) can provide the essentials you've just identified. Your objective is to match the needs of the position with the skills and interests of the individual. Often we reverse these two steps. We decide who, and then dream up reasons why they should serve. Our "pitch" comes across phony. Clarify what is needed, and then identify who. Individuals tend to respond favorably to an appeal to their unique abilities and interests.

A 4-H leader, whose annual plea for an assistant received no response, decided to try the above approach. He invited all parents to a meeting and then handed out a list of the tasks with which he needed help if he were to continue serving as 4-H leader. To his amazement, the group immediately responded by volunteering themselves for specific tasks or recommending others they felt would be well suited and interested.

Having decided what is needed, and who would be well suited, you are now, and only now, ready to recruit.

STEP 3: RECRUITMENT

In recruiting others, use a one-on-one, personal approach. Only then can your personal commitment and enthusiasm show through. Mass appeals are generally less effective.

"But I don't have time to contact people personally" is often used as an excuse for relying solely on mail-outs or mass media. If each member would take only five minutes to contact one person, using this approach, participation problems could be quickly reversed. The number one reason people give for participating is "a friend (neighbor, family member) asked me."

Use a personal appeal; indicate in very specific terms what that person would gain from joining the group or in serving in the position. Indicate how that person's interests, hobbies, skills, prior experiences, contacts and personality are well suited to the position. Use the information gathered in the preceding what/who exercise. Relate to both the person's altruistic and personal interests.

A rule of thumb: If you can't readily identify at least three specific personal reasons why the person being considered would want to serve/participate (reasons that the person recognizes and values), don't ask. Rather than target our appeal, many of us get lazy and use generalized appeals, with limited results.

Recruit with a clear, straightforward I-statement. "I would like (the specific nature of the request) because.........(person's unique qualifications and/or personal benefits that can be expected)." "I've heard you complain about (suggest, express interest in).... We are organizing a group to look into that. We'd like to invite you to join us." "I'm familiar with your experience (abilities, knowledge) in.... We would like your help in...." Avoid questions, e g., "Would you be willing to...?"

A librarian called several public meetings with very poor response, in an attempt to form a local Friends of the Library. She then went through the above three steps, selecting and then contacting 12 individuals. She now has a large active organization.

Clearly and honestly indicate what will be involved, how much time it will take, and what is expected of the individual. Don't down play what is involved. We often tell people, "It won't take much time," and then complain afterwards when they don't give it much time.

Clarify your expectations. People are reluctant to take on indefinite tasks for indefinite periods of time. When your request includes a specific time commitment, the response is often, "Oh, if that is what you want, I can handle that." If you find everyone is turning you down, go back to the drawing board and redefine the position to make it more realistic and attractive.

Be positive. Focus on what you feel are the personal benefits of serving in the position. Convey your own enthusiasm and commitment to the project. If you are not excited, it is hard to excite others. Unintentionally, many people come across more negative than positive in their efforts to recruit others. Some common examples of negative requests are:

"It's a thankless job, but somebody has to do it."

"We've already asked six people, and no one else would do it."

"It's not much of a job; you can handle it."

"We all have to take our turn."

In short, we make service sound like drudgery rather than fun. Avoid "should" and "ought", and appeals to the person's moral and civic responsibilities. Arm twisting and the use of guilt and shame can get a person to say "yes," but rarely motivate commitment and follow-through. Briefly make your spiel in a straightforward manner, and then stop and listen. Allow the person the freedom to say "no."

Practice. Think through how you are going to approach the individual, before you do lt. Role play or use mental imagery to prepare for what might happen.

In conclusion, the way you recruit clearly conveys how important you feel the position is. Casual and careless recruitment will likely lead to casual and careless participation. The process outlined advocates a positive, well thought out, straightforward approach that makes the person being recruited feel important and genuinely needed. It matches the needs of the group with the talents, interests and concerns of potential volunteers. Close adherence to these steps will result in a committed, self-motivated group in contrast to an aimless group that needs constant prodding. It can make recruitment a form of recognition rather than an imposition.

EXERCISE:

Identify a need for a volunteer for your group or organization. Outline a strategy for recruitment:

1. clearly state the position or task to be filled;

2. list all of the skills, knowledge, attitudes, experience, resources, contacts, characteristics that you would like this person to have;

3. write down the names of at least three candidates for the position;

4. pick the best candidate and write down three reasons why the prospect should want to volunteer (from the prospect's point of view);

5. rehearse and role play your statements to the prospect; and

6. ask the group you are in (or a colleague) to evaluate your "pitch" and tell you if it is positive, convincing, reasonable, clear and sincere.