What do you do if your nonprofit's volunteer communication is falling short?

The first thing is to assess how your organization uses volunteers. Are there different skills your volunteers need? Then take the time to talk with those who are volunteering and ask them what it was that motivated them to do so. Are there some specific things that worked to get them to volunteer? Then take a look at how you are reaching out to yoru membership when you are trying to get volunteers. Are you meeting them where they are? Are you asking for the time commitment they are ready to make? Can you develop separate communications for the different type of volunteers you are looking for? All these things can help you get a better handle on the situation at your non-profit.

1- Identifying Core Values with SWOT analysis of the timeless characteristics, attitudes, and abilities important to our organization. Then... 2-Create a communication strategy with the organization structure in mind: I.e. Emails should be SHORT and infrequent. If volunteers cannot be in person regularly for a "stand-up" meeting is there an appropriate rhythm for concise emails with essential information? People need connection and motivation, some are motivated by numbers, some by stories, and others by pictures... what is the appropriate frequency and venue for these? Stories should not be shared via email (too long!). Is there a regular in-person meeting, should we send a regular snail mail with stories, stats, and pictures?

Start by understanding that each volunteer will have their own unique communication preferences. While it may not be possible to tailor your communication to each person individually, try your best to respect the desires of your volunteers. It will show them that you pay attention and gain their respect! It's also helpful to set aside time specifically to reach out to volunteers and answer their questions--this could be one day each week, or one hour each day.

It's important to establish buy in up front. That the expectations for communication are clear and agreed upon. It's also crucial to understand the best method of communication with each volunteer, and to establish there is an expectation that the volunteer respond to your communication. After orientation I would invite volunteers to a formal discussion to ensure all of the expectations were understood and agreed to, then have them sign a core performance expectation agreement. I also let them know that if they at any time found themselves unable to continue as agreed, we'd have an informal discussion to see if there was an opportunity to modify their duties in order to preserve the relationship.

To reach the maximum number of volunteers, you'll need to consider a multi-channel approach. It's very important to meet the volunteers where they are and communicate to them in the way that best meets their needs.

What has helped me is creating a standard plan for communication and engaging my team of volunteers to use it. We do notice boards for important events, updates; set mailing lists for monthly updates and create a portal for community engagement, be it book clubs, virtual film screenings and more.

A handwritten note goes a long way! I send personal birthday cards in the mail to each of my volunteers, and thank you cards whenever someone goes above and beyond the expectations of their volunteer role. Taking time to do this shows that you're invested in the volunteers and makes them feel valued.

It is absolutely crucial that your volunteers have some type of recognition. We based levels of recognition on total volunteer hours. But also had levels of recognition for those that went above and beyond expectations (like a volunteer who always brought in fresh baked cookies for our blood donors). We had an annual volunteer appreciation event luncheon where certificates and awards were handed out. Also, we had a volunteer spotlight in our monthly donor newsletter. Most volunteers are altruistic by nature, but they still like to be thanked and recognized for what they bring to the organization.

Enhancing communication with volunteers mirrors an entrepreneurial process. Just as identifying market gaps and improving user experiences drives product innovation, fostering open communication and collaboration reveals gaps in volunteer experiences where value can be added. A culture of openness is cultivated by demonstrating a commitment to improvement and valuing volunteer opinions. This not only strengthens communication but also creates advocates for organizational change. Providing round tables, coffee chats, forums, surveys, or an open door for volunteers can improve the volunteer experience and culture of communication.

I've discovered that stepping into the shoes of my volunteers enhances my ability to communicate effectively with them. This approach gives me deeper insights into their volunteer journey, enabling me to adjust our program appropriately and empathize with any frustrations they may face. It sets the stage for open and meaningful dialogue on equal footing. I've observed that individuals often struggle to follow directions or connect with leaders who are unwilling to engage in the work themselves. Effective communication hinges on credibility. When volunteers know I won't ask them to do something I haven't done or wouldn't do myself, they become more receptive to changes and direction.