For organizations
Knowledge Center: Governance & Organization
Knowledge Center: Governance & Organization
Recruiting and onboarding a new board member
Volunteers are not paid employees — you cannot compel them, evaluate them, or dismiss them. However you can engage them in such a way that they enjoy staying and bring others along. That requires a different approach than with permanent staff.
Volunteers are not paid employees — you cannot compel them, evaluate them, or dismiss them. However you can engage them in such a way that they enjoy staying and bring others along. That requires a different approach than with permanent staff.
Understand why people volunteer
People sign up for various reasons: to make a difference in the neighborhood, meet new people, keep their professional skills sharp, add structure to their week, or simply have something to do. That reason determines what a person needs to stay engaged.
Just ask. You will learn more in a brief introductory conversation than from a form.
Ensure a good start
The first few weeks determine whether someone stays or drops out. Make sure a new volunteer:
- Knows what is expected of them
- Has someone they can turn to with questions
- Can quickly do something meaningful—rather than just watching from the sidelines for three weeks
An onboarding partner or "buddy" works well. It doesn't have to be complicated: someone who is available and keeps an eye on things during the first few weeks is enough.
Communicate clearly and regularly
Volunteers who are out of the loop tend to drop out. Keep them informed about the organization's activities, future plans, and how their contribution makes a difference.
This doesn't have to be a monthly newsletter. A quick message after a successful activity, an app update, or a chat over coffee can go a long way.
Give volunteers space and trust
Micromanagement is counterproductive with volunteers. When you ask someone to take on a task, give them the freedom to do it their own way. Check the result, not every intermediate step.
Volunteers who are given responsibility feel taken seriously. And people who feel taken seriously tend to stay longer.
Show appreciation for their efforts
Appreciation doesn't have to be a grand gesture. A personal thank-you, acknowledging a milestone, or simply asking how things are going—it all counts. What doesn't work is relying on an annual volunteer evening as the sole form of recognition.
Make appreciation a habit, not just an event.
Discuss expectations and wishes periodically
Volunteers change. Someone who started out enthusiastically ten years ago may have different needs now. Schedule a brief chat—once a year is enough—to ask how things are going, whether the tasks are still a good fit, and if anything needs to change.
Many volunteers quit without saying anything because they don't know how to bring it up. A conversation at the right moment can prevent someone from quietly dropping out.
Next step
Working with volunteers requires a policy, not just good intentions. Check out the "Volunteer Journey in 6 Bs" for a comprehensive framework to build a volunteer policy step by step.