VOLUNTEER

MANAGEMENT HANDBOOK:
A Resource for Service-Providing Organizations
Assisting Newcomers to Canada

[Link]
 Developed by Volunteer Canada
in collaboration with the
Volunteer Action Centre of Kitchener-Waterloo and Area

Funded by: Financé par:

For further information on volunteering, please visit: [Link].

Copyright for Volunteer Canada material is waived for charitable and

non-profit organizations for non-commercial use.

© Volunteer Canada, 2016

Également disponible en français
ISBN 978-1-926530-26-0
TABLE OF CONTENTS

1. Trends in volunteering . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3

2. The Canadian Code for Volunteer Involvement . . . . . . . . . . . . . . . . . . . . . . . . . . 4

3. Creating a Welcoming and Inclusive Organization . . . . . . . . . . . . . . . . . . . . . . 6

4. Policies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8

5. Screening . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9

6. Risk management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10

7. Recruitment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11

8. Orientation and training . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13

9. Supervision . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16

10. Evaluation and recognition . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17

11. Records management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19

12. Rights and responsibilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20

Resources
FOREWORD
Volunteers have always played a key role in help develop and implement these practices in
supporting newcomers to Canadian communities, your organization. Use this handbook as a road
and settlement organizations continue to involve map to create or update policies, procedures and
volunteers in a range of programs and services. practices to fit your organization.

It is important to have volunteer management This handbook was developed for the Horizontal
processes in place to better match people and Policy and Program Division within the Integration-
organizations, to ensure the quality and safety of Foreign Credentials Referral Office (I-FCRO) at
programs and services and to reduce liabilities and Immigration, Refugee and Citizenship Canada
risks to all concerned. (IRCC) by Volunteer Canada, and the Volunteer
Action Centre of Kitchener Waterloo and Area with
This handbook provides a general overview of the support from the Regional Municipality of Waterloo.
volunteer management process with a focus on
volunteers supporting newcomers. It includes links
to useful tools, resources and templates to October 2016

Volunteer Canada
Involved Canadians build strong and connected Since 1977 we have worked closely with our network
communities to create a vibrant Canada. Volunteer of more than 200 volunteer centres across Canada,
Canada provides national leadership and expertise over 1200 Volunteer Canada members, charitable
on volunteerism to increase the participation, and non-profit organizations, businesses, educational
quality and diversity of volunteer experiences. institutions, and government departments.

LEGEND

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1. TRENDS IN VOLUNTEERING
When developing effective volunteer management
processes, it is important to look at recent
trends in volunteering. These trends can help
organizations adapt their volunteer recruitment
and retention programs and engage volunteers
from various demographic groups and skill levels.
Here are some key trends1 to consider:

>> many people are looking for group

activities, but few organizations have the
capacity to offer group activities;
>> many people come with professional
skills, but many professionals are looking
for volunteer tasks that involve something
different from their work life;
>> organizations are expected to clearly
define the roles and boundaries of volunteers,
but many volunteers want the flexibility to
initiate what they have to offer (i.e., to create
their own volunteer opportunity);
>> many organizations still want long-term
commitment, but many more volunteers are
looking for short-term opportunities; and
>> many organizations focus on what they
need, but, besides helping others, many
volunteers come with their own goals to be met.

When responding to these trends, organizations

may want to consider three types of volunteering:
skills-based volunteering, employer-supported
volunteering and family volunteering.

1 Volunteer Canada Bridging the Gap: Enriching the Volunteer Experience to Build a Better Future for our Communities. (2010).

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2. THE CANADIAN CODE FOR VOLUNTEER

INVOLVEMENT
Volunteer Canada’s Canadian Code for Volunteer Human resources: Volunteers are welcomed
Involvement (the Code) has integrated many of and treated as valued and integral members
the trends in volunteering into its Values, Guiding of the organization’s human resources team.
Principles, and Standards of Practice. The Code The organization has a planned and integrated
provides non-profit organizations with a framework approach for volunteer involvement that includes
to start the discussion about developing safe, providing appropriate resources to support
inclusive and effective volunteer involvement. volunteer involvement.

I. Values for Volunteer Involvement Infrastructure for Volunteer Involvement:

The organization adopts a policy framework
a. Volunteer involvement is fundamental to and procedures that define and support the
a healthy and democratic society. involvement of volunteers. The organization has
b. Volunteer involvement is vital for strong, a clearly designated individual(s) with appropriate
inclusive and connected communities. qualifications and resources responsible for
supporting volunteer involvement.
c. Volunteer involvement builds the capacity
of organizations. Evaluation: Tracking, Measuring and Reporting
on Impact: The organization measures and
d. Volunteer involvement is personal. evaluates the effectiveness of the volunteer
involvement strategy in supporting/meeting its
e. Volunteering is about building relationships.
mandate. An evaluation framework is in place to
II. Guiding Principles for Volunteer assess the performance of individual volunteers
Involvement and gauge volunteer satisfaction. Standardized
documentation, records management practices
a. Volunteers have rights. Charitable and non- and procedures follow current relevant legislation.
profit organizations recognize that volunteers
are a vital human resource and commit to the Volunteer Engagement: Volunteer recruitment
appropriate infrastructure to support volunteer incorporates a broad range of strategies to reach
engagement. out to diverse sources of volunteers. Volunteer
roles contribute to the mission of the organization
b. Volunteers have responsibilities. Volunteers and clearly identify the skills and abilities needed.
make a commitment and are accountable to the Volunteer roles involve volunteers in meaningful
organization. ways that reflect their skills, needs, interests, and
backgrounds. Volunteers receive an orientation
III. Organizational Standards for
to the organization, its policies, and practices,
Volunteer Involvement
appropriate to each role. Each volunteer receives
Mission-based approach: The organization’s training specific to their volunteer role and their
board of directors and senior staff acknowledge, individual needs.
articulate and support the vital role of volunteers
in achieving the organization’s purpose or
mission. Volunteer roles are clearly linked to the
organization’s mission.

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Risk management: Risk management procedures Support and supervision: Volunteers receive the
are in place to assess, manage and/or mitigate level of support and supervision required for the
potential risks to the volunteers, the organization role and are provided with regular opportunities to
and its clients, members and participants that may give and receive feedback.
result from the delivery of a volunteer-led program
Recognition: The contributions of volunteers are
or service. Each volunteer role is assessed for level
acknowledged by the organization with ongoing
of risk as part of the screening process.
formal and informal methods of recognition
Screening: A clearly communicated and applicable to the volunteer role. The value and
transparent screening process that is aligned with impact of volunteer contributions are understood
the risk management approach is adopted and and acknowledged within the organization and
consistently applied across the organization. See communicated to the volunteer.
Volunteer Canada’s 10 Steps of Screening.

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3. CREATING A WELCOMING AND INCLUSIVE

ORGANIZATION
An inclusive organization is one where people volunteer management processes. This, in turn, leads
of all backgrounds and cultures2 feel included, to more diverse and stronger organizations that are
welcomed and valued. Volunteer engagement can responsive to newcomers and the community at large.
contribute to this in two ways. Firstly, by selecting
Two areas that managers of volunteers can pay
volunteers who share your organization’s value
special attention to are inclusivity and accessibility.
for inclusivity, you can grow and reinforce your
Below is a list of questions to help you implement
organization’s capacity and commitment to cultural
policies and practices to help create a welcoming
humility3. Secondly, by engaging volunteers from
environment for volunteers.
all backgrounds and cultures, you are expanding
your capacity to more authentically provide Inclusivity
services to diverse populations.
>> What accommodations do you offer for
Newcomers experience significant change when holidays that are not statutory, for
they move to a new country. Understanding and example, religious or national holidays of
respecting cultural diversity and the process other countries?
and stages of adjustment for newcomers are
>> What accommodations are offered for
important for organizations, their volunteers
volunteers whose volunteering coincides
and staff to consider in all areas of volunteer
with prayer time?
management. Furthermore, many newcomers
look to volunteering as a vehicle for integration. >> Are volunteers welcome to wear clothes
Intentionally providing culturally accessible and accessories that are of religious,
volunteer opportunities becomes a service to geographic or cultural importance?
the organization, its clients and the volunteers >> What is your statement on a positive
themselves and recognizes the reciprocol workspace?
relationship between volunteers and organizations.
>> What training is available to staff and
Welcoming and inclusive organizations are volunteers in your organization on
supported by both individual and organizational principles of inclusivity in areas like
cultural competence.4 Organizations can review their cultural humility, customer service
policies and practices using Volunteer Canada’s A with respect to accessibility, sensitivity
Guide for Cultural Competency Application of the and confidentiality?
Canadian Code. This guide reframes the Code as a
tool to increase the accessibility and inclusiveness of

2
Culture is the way a group of people do things together. It refers to the shared language, values, traditions, norms, customs, arts,
history or institutions of a group of people.
3
Cultural humility is one construct for understanding and developing a process-oriented approach to competency. Hook, Davis, Owen,
Worthington and Utsey (2013) conceptualize cultural humility as the “ability to maintain an interpersonal stance that is other-oriented
(or open to the other) in relation to aspects of cultural identity that are most important to the [person].”
4
Cultural competence is a set of attitudes, skills and behaviours that enable organizations and staff to work effectively in cross-cultural
situations.

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Accessibility
>> How are accommodations made for >> How is a support person welcomed?
an accessible workspace? Do you require screening for a support
>> How are volunteers notified if the office person? Are support people offered
is inaccessible due to elevator or the same recognition as the volunteers
maintenance work? they support?

>> How are position descriptions changed >> How are volunteers invited to notify you
to make an accommodation for a of any accommodations they may need?
volunteer (this can include transportation >> What training is available to staff and
requirements, lifting requirements, volunteers on making your organization
a service animal, etc.)? accessible?
>> If a prospective volunteer is unable
to complete an application, what are
the alternatives?

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4. POLICIES
Policies and procedures can do more than tell What are your organization’s
us what to do and how to do it. They can also policies?
set the tone for a more welcoming and inclusive
environment for volunteers and clients. In recent Find out what exists. As someone who engages
years, more organizations have been creating volunteers in your organization, you may want to
integrated human resource policies that apply begin by reviewing the existing human resources
to all those playing a role within an organization, policies. With the exception of compensation (which
including paid employees, co-op students applies to only paid employees) and recognition
and volunteers. It is important that volunteers (which applies mostly to volunteers), many policy
know which policies apply to them and have areas, such as screening, confidentiality, inclusivity,
a clear understanding of these policies. Some health and safety, harrassment and accessibility,
areas include accessibility, privacy, emergency are broadly applicable. Policies relating to privacy,
management, diversity and inclusivity. security and handling of personal client information
are important to consider.

Why do policies and procedures Speak to those involved in creating and

matter? implementing policies if you have feedback or
questions about exisiting policies or if you would
Policies show that you care about the like to suggest an area where a policy is needed.
experience of the volunteer. Carefully thought- You may find that an organization-wide policy
out policies create a framework for processes and inspires you to create additional ones for volunteers
actions that link your mission and vision to the specifically or to increase the training you provide to
day-to-day work of the organization. They also volunteers to familiarize them with policies.
ensure the safety and success of everyone at the
organization, demonstrating consideration for what How can volunteers be included? Volunteers
it takes for volunteers to have the best possible are stakeholders who have unique insight into
experience with the organization. programs and services. They work directly with
clients, deliver services , support programs, and
Policies show consistency. Staff and volunteers provide leadership and expertise. Consider these
know what to expect and what to do in a given questions:
situation, and, should the situation arise again,
they will address it in the same way. >> Are volunteers asked to review policies or
invited to join the process?
Policies show neutrality. Policies help to prevent
>> How accessible are policies to volunteers?
preferential treatment. They apply equitably to
everyone and in the best interest of the organization. >> What is the feedback process?

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5. SCREENING
Screening is a process that helps match people 6. References
with volunteer positions while also improving the Check references in accordance with pre-determined
quality and safety of the programs and services position requirement and comply with legislation.
offered in communities.
7. Police Checks
Screening practices begin when an organization Assess the risks associated with the position to
creates a new position. Screening is used to select determine whether or not a Police Records Check (PRC)
volunteers for specific roles, and it should continue as is required. Review information from a PRC report as it
long as a volunteer is involved with the organization. relates to the requirements of the volunteer assignment.
Request a Vulnerable Sector Check, when appropriate,
Volunteer Canada’s “10 Steps of Screening”
and in accordance with relevant legislation.
give clear guidelines for developing screening
policies. These policies show an organization’s 8. Orientation and training
commitment to safe and meaningful volunteer Provide clear information about the mission, values
engagement. The 10 steps below encompass and policies of the organization and the specific
general volunteer management practices through tasks, procedures and scope of the position.
a specific screening lens.
9. Support and supervision
1. Assessment Provide appropriate support and supervision and offer
Identify and assess the risks and essential volunteers the ability to give and receive feedback.
components of each program and related
positions. 10. Follow-up and feedback
Proactively seek feedback from program
2. Position assignment participants, clients, patients and family members.
Write meaningful, complete and accurate position
descriptions.

3. Recruitment
Develop fair and consistent selection systems and
include key information about the organization and
position in promotional material.

4. Application forms
Request standard information about the applicant
and specific information related to the position.

5. Interview
Develop specific questions and a consistent
interview format for each position with accurate
and objective written records.

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6. RISK MANAGEMENT
Organizations have a legal, moral and ethical Review risk assessments annually and amend
responsibility to reduce the exposure and level position descriptions to reflect any new risk
of risk to the organization, staff, volunteers and assessment results.
clients. Risks that are not identified cannot be
>> Are all the activities the same in practice as
managed or mitigated, so take the time to identify
described in the position description?
risks related to volunteer engagement in your
organization. In other words, identify, assess and >> Have any health and safety policies
manage any risks. changed to apply to activities?
>> Have you revisited the environments
Start with conducting a risk assessment for each
where volunteers do their work?
volunteer position to identify what risks are involved
and what possible solutions can be applied to >> Have there been any recent incidents
minimize or eliminate the exposure to risk. of unsafe situations or environments that
volunteers reported to you?
>> Level of supervision
>> Degree of physical isolation
>> Degree of physical contact with a
vulnerable person
>> Degree of trust or discretion required
>> Degree of skill or knowledge required
>> Degree of physical demand
>> Other risks inherent to the task or
environment

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7. RECRUITMENT
Welcoming volunteers to your organization starts >> A position description determines necessary
with a comprehensive recruitment strategy. Before training. With a clear idea of the work
you start with the recruitment process, take the involved and the skills and experience best
time to suited for the position, a training program
can be designed. This ensures that new
>> review each existing volunteer position; volunteers will have all the tools necessary to
>> develop position descriptions for new effectively do the work assigned to them.
volunteer roles you need or wish to fill; >> A position description helps evaluate the
>> assess each volunteer role for risk; work performed. It defines desired
>> ensure all necessary training materials are outcomes and expectations that help the
in place; volunteer manager recognize a volunteer
for a job well done or take corrective
>> ensure you have a process in place to
action for a volunteer who is struggling.
manage inquiries; and
In some cases, it helps initiate the process
>> develop a written recruitment plan. of termination.
Here is a suggested position description checklist:

Position descriptions >> Title

>> A position description is a key recruitment >> Client group

tool. It clarifies what kind of skills, qualities >> Goals
and experiences the volunteer should have
>> Responsibilities
to be successful in the position.
>> Expected time commitment
>> A position description allows for screening.
Referring to the position description helps >> Limitations (if any)
identify which candidates are suited for >> Qualifications
the position and which are not. Candidates >> Available orientation and training
can also self-screen by referring to the
position description and determining >> Supervision and evaluation provided
whether or not they are suited for the >> Working environment and conditions
position. >> Benefits to the volunteer
>> Screening measures

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Recruitment strategy Matching direct-service

volunteers and newcomers
Once you have determined that your organization’s
volunteer positions are necessary and beneficial, create Organizations that assist newcomers should
or update a position description to reflect the work the consider the following when matching direct-
volunteer is doing or is expected to do. Ensure you service5 volunteers and newcomers:
have an immediate next step for individuals who call or
>> the level of assistance newcomers need
email about these opportunities.
and the amount of help that volunteers
Although volunteer recruitment can include can provide;
everything from the initial posting, through >> the cultural group(s) that the volunteer
screening and up to training, this section specifically has the capacity to work with;
addresses marketing your volunteer positions.
>> common interests and background (e.g.,
Here are some suggested marketing and family, education, age, occupation, skills);
promotional practices that may help you recruit and
new volunteers: >> the language skills of the volunteer.
>> Create a checklist of where to post
volunteer positions.
You may not have an opportunity that matches
>> Know the skills and competencies you the skills and interests of every individual who
need. applies to volunteer with your organization. Here
>> Create partnerships if targeting specific are some suggested practices when there is not
groups. a suitable match:
>> Emphasize the positives. >> be prompt;
>> Use word of mouth. >> be sensitive;
>> keep the results confidential;
Volunteer selection
>> take a personal approach and call the
Here is a suggested checklist for recruitment and candidate;
selection:
>> it is not necessary to divulge all the
>> Job description reasons why someone was not selected
(unless you are asked directly);
>> Established selection criteria
>> thank candidates for their interest in your
>> Application form
organization and volunteer program;
>> Interview
>> refer these candidates to other potential
>> Qualifications checks volunteer opportunities to pursue, if
>> Reference checks (consistent and directly appropriate.
related to the position requirements)
>> PRCs and Vulnerable Sector Checks,
if applicable
>> Valid driver’s license, if required

5 A direct-service volunteer works directly with agency clients, whereas other volunteers may provide support in other areas, including
administration, governance, communications and fundraising.
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8. ORIENTATION AND TRAINING

Orientation provides more general information There are different areas of orientation.
about the organization and its structure,
volunteering, policies and procedures. Training >> Social orientation introduces volunteers
provides volunteers with specific information to the people and places of the
related to their individual role to ensure they are organization.
prepared and comfortable to begin volunteering. >> Position orientation explains the
volunteer position’s relationship to the
organization.
Orientation
>> System orientation explains the
Why is orientation important to the organizational structure and functions.
organization?
For organizations working with newcomers to
>> It shows your volunteers that you value Canada, everyone working with newcomers,
them and their efforts. including volunteers, should be provided with
additional orientation, such as
>> Well-informed volunteers provide
quality service and know where to >> cultural orientation to provide
turn for assistance. information about the specific country and
>> It reduces the risk associated with culture of the newcomers they will be
volunteer roles. working with; and
>> orientation to immigration issues.

Why is orientation important to

volunteers?
>> Volunteers have access to skill
development and information that
help them feel more confident to fulfill
their role.
>> Volunteers recognize the value of their
own work in relation to the vision and
mission of the organization.

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Training volunteers
The person responsible for managing volunteers is >> a review of policies and procedures,
in the unique position of delivering training to both including proper handling of personal
volunteers and other staff. They help to ensure that client information;
volunteers are prepared to do their work, to ensure >> a review of whom to contact in various
that staff colleagues are prepared to work with situations; and
volunteers and to encourage common understanding
>> the setting of individual goals.
of engagement principles among all parties.

Basic volunteer training should include For organizations working with newcomers,
training for volunteers and their supervisors should
>> a review of the position description and also include
the expectations of the volunteer in the
role; >> training specific to the cultural group
of the newcomers;
>> an introduction to the person who
provides supervision and support to the >> a review of the rights and responsibilities
volunteer; of volunteers, including proper handling of
personal client information;
>> training specific to the position’s duties;
>> a review of the rights and responsibilties of
newcomers; and
>> cultural profiles of the newcomers they will
be matched with.

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Training staff
Training staff who work with and supervise volunteers For organizations working with newcomers,
helps improve the experience of volunteers at the training for volunteers and their supervisors should
organization. Here are some recommended tools also include
and activities to include in basic training:
>> training specific to the cultural group of
>> a position description and the the newcomers;
expectations of the position; >> the rights and responsibilities of
>> an introduction to the Canadian Code for volunteers;
Volunteer Involvement; >> the rights and responsibilties of
>> an orientation for the person who provides newcomers; and
supervision and support to the volunteer; >> cultural profiles of the newcomers they will
>> an overview of the goals for training be matched with.
specific to the position’s duties; To ensure continued success, check in regularly with
>> an overview of the goals for training both volunteers and the staff who work with them
specific to the client group the volunteer is and ask questions about how things are going.
working with;
>> Do they feel confident in their roles?
>> a review of organizational policies and
>> Do they have feedback about training to
procedures;
share with you?
>> a review of how to communicate with the
>> Do they have success stories?
volunteer manager;
>> Do they feel properly supported by you?
>> a plan for how individual goals are set.

Because volunteers interact with many other

members of your organization’s team, you may
also consider offering this training to all staff.

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9. SUPERVISION
Providing regular check-in opportunities between
volunteers and supervisors to share feedback and
come up with strategies to improve the experience
is good practice. A transparent and consistent
supervision and reporting structure allows the
volunteer manager to observe, collect information
on and evaluate the success of volunteers in
their roles. It also provides volunteers with the
opportunity to direct their suggestions, questions
and concerns to the right person.

Volunteering involves interaction and interpersonal

relationships. It is crucial that relationships are
respectful and healthy, so managing volunteers
also involves defining boundaries. Here are some
suggested practices for setting and maintaining
boundaries:

>> Set boundaries that are related to the

position and to the relationships
volunteers can develop.
>> Provide the rationale and background to
the policies as they relate to protecting
clients, the organization and volunteers.
>> Reference relevant legislation, funders’
requirements or contractural agreements
that may require these boundaries.
>> Ensure that your organization has policies
concerning harassment, discrimination and
other related issues (e.g., violence,
conflicts, complaints);
>> Identify these boundaries in position
descriptions, orientation and training.
>> Explain what boundary breaches are.
>> Keep communication open; volunteers
should be able to approach you with
questions or concerns about boundaries.
>> Explain the potential risks and
consequences of crossing boundaries to
the client, the organization and the
volunteer.

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10. EVALUATION AND RECOGNITION

Evaluating how successful your organization is in Feedback
working with volunteers involves reviewing more
than just a volunteer’s performance. Other areas Volunteer performance feedback should not be
may include reserved for formal evaluations, especially positive
feedback.
>> a performance review for the volunteer
manager;
>> performance reviews for individual >> Keep records of volunteer performance,
volunteers and volunteer supervisors; including hours, awards, recognition and
>> a volunteer satisfaction survey; corrective action. This makes for easier
formal evaluation.
>> a client satisfaction survey;
>> Ask volunteers to provide feedback
>> exit interviews; on programs as another way to evaluate
>> collecting statistics on volunteer hours and programs.
work completed; >> Remember that the details of the feedback
>> a review of volunteer position descriptions; provided to a volunteer are confidential.
and
>> a review of volunteer involvement in
individual programs.
For the purposes of this handbook, the review of
a volunteer’s time at the organization is called an
evaluation. This includes addressing performance
and also gathering and providing feedback.

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Corrective action Recognition

Screening continues after a volunteer is selected. Volunteer recognition begins during the
Volunteers can be dismissed, put on probation or recruitment process. Getting to know your
reassigned at any time if it benefits the organization volunteers helps you understand how they
and the volunteer. An incident report is a great tool prefer to be recognized. Volunteers want to
to track and document cases of policy infringement, know the impact their contributions have on the
accidents or other irregular occurences. organization’s mission and in the community.

>> Corrective action is most effective when a Meaningful volunteer recognition can lead to
volunteer’s performance is addressed as volunteer retention. Here are some ways to
early as possible. recognize the contributions of volunteers:
>> Documentation must be kept with >> Make volunteers feel welcome by soliciting
observations and dates of a volunteer’s their feedback or offering training.
unacceptable behaviour as well as any
>> Thank volunteers personally on a regular
action taken.
basis.
Exit interviews >> Offer different forms of recognition, both
formal and informal.
An exit interview is a useful tool when a volunteer
leaves your organization, no matter the reason. >> Recognize volunteers by learning about
The volunteer role may have ended, or the role their motivations and interests.
may not have been the right match for either the >> Ensure that volunteers are meeting their
volunteer or the organization. desire to use or develop skills.

An exit interview provides an opportunity to >> Acknowledge milestones and

achievements.
>> receive feedback from the exiting >> Include volunteers in staff socials and other
volunteer about their experience; team-building activities.
>> identify what the organization is doing well >> Feature volunteers in an organization
and where it can improve; newsletter.
>> confirm the skills, experience and >> Involve volunteers in decision-making,
attributes needed for the volunteer role; when possible.
>> understand why the volunteer is leaving; >> Provide certificates, letters of reference
>> say goodbye on good terms. and nominations for awards.
>> Recognize volunteer contributions year
In organizations that have a staff person responsible
round, not only at formal events.
for human resources, that person conducts the exit
interview. Otherwise, the supervisor of the exiting >> Build strong relationships between staff
volunteer conducts the interview. and volunteers. Staff and board members
should recognize and acknowledge
Exit interviews can be conducted in person, volunteers’ contributions to the
through a written survey (hard copy or electronic) organization.
or by telephone. The option should be available to
every volunteer leaving the organization; however,
participation must be voluntary.

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11. RECORDS MANAGEMENT

It is critical to ensure that appropriate and accurate Activity logs may include
documentation is kept to support volunteer
involvement, reviews, corrective actions and legal >> supplies used;
requirements. Ensure your organization’s practices >> incident reports filed;
are in line with current Information Access and
>> client concerns brought to a volunteer.
Protection of Privacy (IAPP) legislation. The lists
below will help your organization create record- It is critical that the volunteer manager and
keeping policies and maintain a solid record- organization maintain the confidentiality and the
keeping system. privacy of this information.

Here are some questions to guide your

organization to create and solidify record-keeping
Personnel files for volunteers may include
practices:
>> the position description for the file;
What information is included in volunteer records?
>> waivers (liability, confidentiality, photo
release); Who is responsible for maintaining volunteer
records?
>> record of completed training;
>> policies; Who has access to the records and under what
conditions?
>> proof that the code of conduct is
understood; Where are records kept?
>> evaluation results;
How are new records created?
>> references given;
How long are records kept?
>> incident reports;
>> proof that written warning was given;
>> a copy of the warning letter;
>> a corrective action plan with a review date
signed by the volunteer;
>> a letter of termination.

Time logs may include

>> hours each volunteer has contributed in
specific time increments;
>> hours contributed in each position.

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12. RIGHTS AND RESPONSIBILITIES

The role of volunteers is to enhance and extend Volunteer responsibilities can include
services to the public. Staff and volunteers
work together as a team, understanding each >> notifying the organization as early as
other’s unique roles and assisting each other to possible of absence or inabilty to carry out
accomplish mutual objectives. their role;
>> respecting confidentiality and privacy of
Explaining to volunteers what your expectations
client information;
are and what they can expect from the
organization forms the basis of volunteer rights >> serving as an ambassador and advocate
and responsibilities. for the organization;
>> acting with professionalism, respect
Volunteer rights can include
and integrity when assisting individuals
>> being assigned tasks and duties that are and agencies;
meaningful, along with the freedom to use >> understanding what the position requires
existing skills or to develop new ones; and carrying out tasks efficiently and
>> being trusted with confidential information honestly;
that helps them carry out assignments; >> following the organization’s policies;
>> being treated fairly and with respect; >> participating in training, orientation and
>> being provided with appropriate training, meetings, as needed;
orientation, supervision and knowing why >> accepting guidance and supervision from
they are asked to participate in tasks; the person in charge of volunteers;
>> being informed as clearly as possible of >> being considerate, respecting differences
tasks, duties, responsibilities, work in volunteers, staff and clients and working
schedules and who the supervisor is; as part of a team with these members;
>> expecting that their time will be maximized >> providing feedback, suggestions and
and working in a welcoming, inclusive recommendations for improvements or
environment; changes.
>> being treated as full members of the
organization;
>> knowing if their work is effective and
how it can be improved by receiving
regular performance evaluations;
>> having a chance to offer suggestions and
to be heard;
>> expecting valid recommendation and
encouragement from their supervisor;
>> being given appropriate recognition for
their contributions.

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Code of conduct
A volunteer code of conduct is a document that >> harassment and discrimination;
specifies the behaviours a volunteer must adhere >> health, safety and security;
to in order to represent the organization in the
>> privacy;
best possible way. A code of conduct outlines how
to successfully follow policies. >> reimbursement of expenses;
>> smoking;
Some organizations may have a single code of
conduct that applies to paid staff, volunteers and >> supervision and reporting;
students. >> training;
Here are some suggested code of conduct areas >> use of facilities and equipment;
to explain to volunteers, with respect to the >> use of organizational affiliation.
policies in place at your organization:

>> belief in the mission of the organization;

>> respect for others;
>> appreciation of diversity;
>> attendance and volunteer hours;
>> change of placement;
>> confidentiality;
>> conflict of interest;
>> corrective action and dismissal;
>> dress code;
>> emergency closing;
>> evaluation;

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