Queensland Government
Department of Communities, Child Safety and Disability Services

Managing volunteers requires time and resources. All volunteers need a level of supervision, support, feedback, guidance and recognition.

Table of contents:

Recruiting volunteers

Offering a variety of volunteering opportunities that match the availability and interests of potential volunteers is important to recruiting your volunteers and retaining them once they are on board. Volunteer roles must also support the business and values of the agency.

Consider matching the volunteer with a role that suits their skills and interests rather than matching a role with a volunteer.

Prepare to recruit by answering these questions:

  • Is there a written job description?
  • Do volunteers require any skills?
  • What time commitment is required?
  • Who would not be suitable?
  • What is the process for managing unsuitable applicants?
  • Who will interview volunteers? Do they need training in interviewing?
  • How will volunteers be selected?
  • How will volunteers be inducted?

Agencies managing large volunteer programs may consider developing recruitment kits to streamline recruitment processes.

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Volunteers from diverse backgrounds

Agencies should aim to reflect the diversity of communities in their volunteer programs by recruiting volunteers from diverse backgrounds. Consider what volunteers can achieve with adequate support rather than assume what they can or can't do.

Volunteers can be:

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Indigenous Australians sense of reciprocity and attachment to extended family means that volunteering is usually viewed not as separate, unique or complementary activity to their professional or personal lives, but rather as a way of life and is an intrinsic part of Aboriginality. This may also be the case for some people from culturally and linguistically diverse communities.

Agencies considering involving volunteers visiting Australia on temporary visas should refer volunteers to the Department of Immigration and Citizenship to ensure they are eligible to volunteer.

Advertising volunteer opportunities

Most people get involved in volunteering through word-of-mouth so never underestimate the power your paid and volunteer staff have in recruiting.

Other methods include:

  • departmental and agency websites
  • Volunteering Queensland website
  • websites and social networking sites
  • local and community newspapers
  • community organisation newsletters
  • school newsletters
  • government publications
  • Volunteer Resource Centres
  • posters and brochures
  • electronic media particularly community radio stations
  • 1300 number for recruitment enquiries.

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Advertisements should provide details of the position and conform to the Queensland Government Advertising Code of Conduct.

Flexible Options

With more volunteers looking for shorter-term commitments, some agencies might benefit by advertising more flexible approaches that allow people to fit volunteering into their busy lives.

Some ways of doing this include:

Defining roles

Designing volunteer roles and writing position descriptions is an essential part of communicating the expectations of the agency to the volunteer, management and employees and explaining how the volunteer's work fits with the work of the agency.

Roles change over time and should be updated regularly to ensure the work is still adding value to the work of the agency and is adequately covered by the agency's insurance policy.

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Employee-volunteer relationships

To foster a positive partnership between employees and volunteers in the workplace, communicate the different ways in which the work of each party contributes to the functions of the agency.

Clearly communicate that:

  • volunteers should not be exploited or expected to perform tasks that paid staff are reluctant to undertake
  • volunteers have roles different to that of paid staff
  • interaction between volunteers and paid staff is encouraged
  • the agency recognises the contribution of volunteers to its work
  • volunteering is not a precondition for paid employment
  • volunteers are expected to behave according to the agency's Code of Conduct
  • unions expect that volunteers are only engaged in appropriate circumstances, and not to the detriment of an agency's paid staff. Agencies should not engage volunteers to replace paid staff.
  • Volunteers should not be used in an inappropriate manner during periods of industrial action.

Some agencies distinguish volunteers from employees with different uniforms. Consider adopting one uniform for all to encourage teamwork and a unified workplace.

Induction

Induction is a two way process that enables the agency to define roles, behaviours and expectations of the volunteer and also allows the volunteer the opportunity to ensure the role meets their needs and interests. The aim is to inform volunteers of their role in the delivery of the agency's services.

Volunteers should receive formal induction into the workings of the agency to:

  • gain an understanding of the agency's vision, objectives, policies and services
  • understand how volunteer activities will contribute to the agency
  • understand lines of authority and management within the organisation and pertaining to their role
  • understand the complaint process
  • learn about the facilities provided in their work environments
  • understand entitlements (if any) to reimbursement of expenses
  • understand reporting mechanisms and protocols
  • be aware of individual responsibilities and accountabilities, the agency's risk management and insurance policy and procedures
  • understand workplace health and safety practices
  • be aware of the agency's Code of Conduct.

An excerpt from the Department of Communities Code of Conduct

Begin excerpt The Public Sector Ethics Act 1994 and You

You have a unique role working in the Queensland Public Service, whether you are employed on permanent or temporary basis, working part-time or casual, employed as a trainee or consultant, or working as a student or volunteer. You are entrusted with public powers and resources that are to be used for the common good of the community. The Public Sector Ethics Act 1994 (PDF) sets out five principles relevant to your position of trust in the public sector:

  • Respect for the Law and the System of Government
  • Respect for Persons
  • Integrity
  • Diligence
  • Economy and Efficiency.

These principles form the basis of conduct expected of you as a public official. This Code of Conduct describes the obligations and standards arising from each principle and gives relevant examples of each applied to everyday work activities. These principles, obligations and standards underpin our departmental policies, procedures and learning and development activities that guide you in performing your job tasks. Together they act as a guide to determining the right course of action to take in any given situation.

End excerpt

Induction should be tailored to the agency's program, for example, induction for a volunteer role that occurs for a couple of hours once a year may be different for a volunteer role that involved ongoing skilled tasks and responsibilities.

In addition to understanding lines of management and accountability, volunteers should also:

  • be informed about lines of communication to express ideas, raise concerns or to source information
  • have the right to confidential sources of advice, information and counselling.

If volunteers are aware of and encouraged to use these lines of communication, they are less likely to become alienated from the rest of the agency and will be able to raise issues that can then be addressed early and in line with agency protocols.

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Induction pack checklist

An induction pack should contain a copy of the following documents:

  • agency philosophy
  • volunteer personnel register or record
  • volunteer job description
  • any safety or legal requirements
  • organisational structure and staff
  • agency Code of Conduct
  • outline of the volunteer program
  • volunteer policies and procedures (including information on insurance cover and workplace health and safety)
  • volunteer rights and responsibilities
  • a list of key personnel and their contact details
  • review/evaluation process
  • confidentiality/volunteer agreement.

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Training and skills accreditation

Volunteers may require specialised skills or knowledge to perform volunteer activities. In these instances, volunteers will require skill development and training either:

  • informally through mentoring and on the job training, or
  • formally through accredited training.

From a risk management perspective, agencies should ensure all volunteers and volunteer managers are trained so they can perform their duties effectively without creating risks to themselves or to others.

Skills recognition is a process that recognises skills already held by volunteers and maps them to a qualification. Volunteers can apply for certification of their skills through a Recognition of Prior Learning assessment.

Providing training and offering recognised certificates through the skills recognition process are ways agencies and volunteers can work together in a mutually beneficial way. For many volunteers, training can be an opportunity to enhance existing skills, gain practical experience and improve capacity to gain paid employment. Others may wish to use existing skills and may not want or need further training beyond initial induction.

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Factors to consider are:

  • type and level of training, both for initial and ongoing training
  • resources required to fund and support training
  • identify the best methods of providing training
  • alternative methods of meeting training costs
  • adapt the program to meet the needs of volunteers from diverse backgrounds.

Other providers of formal and informal training for volunteers include Volunteering Queensland and the Volunteer Resource Centres located throughout the state.

Performance appraisal

Appraisal is a regular process for evaluating the work of volunteers, providing feedback and planning corrective action. Many organisations now plan a formal appraisal system or feedback session for their volunteers which is agreed to and implemented at the time the volunteer takes on a new role.

This is a two way process:

  • volunteers know their work will be evaluated according to predetermined criteria identified in the job description and
  • the organisation commits to providing support and assistance to enable the volunteer to achieve their goals.

Benefits of performance appraisal

Performance appraisal provides volunteers with:

  • an opportunity to express ideas and concerns and receive support
  • information about whether they are on the right track and how they can improve their performance
  • recognition for their contribution.

Questions to consider during a volunteer performance appraisal:

  • Does the job description really describe what the volunteer has been doing?
  • What has the volunteer's performance been in each area of their role?
  • What external factors could be limiting the volunteer's performance in any of these areas?
  • How does the volunteer relate to those they work with?
  • Has the volunteer's goals for the period been achieved? Acknowledge achievements and agree on strategies to meet unmet goals.
  • Are there areas of concern related to volunteer performance or organisational factors?
  • What are the goals for the coming period? What does the volunteer want to achieve. What skills would they like to use or develop?
  • What resources are needed to help the volunteer achieve these goals?

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Ending volunteer relationships

All volunteers should be treated in accordance with the principles of natural justice. The Queensland Ombudsman can investigate complaints from volunteers about the actions and conduct of the organisation and staff that affect them personally.

The following steps can be taken when the volunteer's performance is not satisfactory.

  • address issues that may lead to potential risks and conflict early
  • volunteers should be informed about how to make complaints during induction
  • involve a volunteer representative in developing and applying ways of evaluating a volunteer's performance
  • discuss remedial action during feedback sessions and agree on a timeframe for improvement
  • where conflict cannot be resolved or performance improved consider sanctions, penalties or ending the relationship
  • involve a volunteer representative when considering ending the volunteer's relationship with the organisation
  • volunteers should provide advance notice when they wish to end their volunteer role
  • exit surveys should be conducted with volunteers to identify aspects that are managed well and factors that can be improved.

There may be occasions where a volunteer's behaviour warrants an immediate termination of the relationship. For instance, committing a criminal offence, or flagrant disregard for agency policies such as workplace health and safety or code of conduct.

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Keeping volunteers engaged

Finding volunteers is only the first step. To retain volunteers over the long term and avoid the costly cycle of recruiting and training new volunteers, think about how to:

  • support volunteers with adequate training and resources
  • offer professional development opportunities
  • communicate and keep volunteers informed of changes
  • invite volunteers to team meetings
  • be available and approachable
  • express personal thanks
  • hold recognition events
  • ask volunteers for their ideas and opinions
  • be open to questions and suggestions for improvement
  • show volunteers the positive consequences of their volunteering
  • offer leadership roles to experienced volunteers
  • share success stories and public praise
  • profile volunteer stories in the media and newsletters
  • encourage social interaction with paid staff and other volunteers
  • reduce 'us and them' perception by providing volunteers with the same uniform as employees
  • respect volunteer's time when scheduling activities
  • create meaningful roles and opportunities to work in teams

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Recognition

The delivery of many government services relies heavily on the commitment and contribution of volunteers. While volunteers do not participate for the sole purpose of reward or recognition, it is important to acknowledge and thank volunteers. Recognising and celebrating volunteers also supports ongoing participation and promotes volunteering in the community.

It is also important to recognise the support provided by families, self employed volunteers and employers of volunteers to enable them to participate in their volunteering, eg emergency services volunteers.

Ideas for recognising volunteers

  • personal thank you from management
  • acknowledgement in agency newsletters
  • nominate for awards
  • certificates of appreciation
  • social events such as BBQs or picnics
  • stories in the media
  • professional development and training
  • National Volunteer Week celebrations in May
  • United Nations International Volunteer Day 5 December
  • SES Week is a national event held in November.

Similarly, while volunteer managers within the agency are paid employees, their contribution to the relationship and the volunteer program should be acknowledged and recognised, for example on International Volunteer Managers Day on 5 November.