Section 2: Targeted Recruitment

Why do people Volunteer?

The reasons may differ depending upon the age and situation of the Volunteer and may include some of the following:

• To beef up the resume
• To give something back to the community
• To support a cause that the Volunteer feels strongly about
• To meet people and socialize
• To practice new language skills
• To overcome personal challenges and disabilities
• To use, share or teach specialized skills
• To learn and develop new skills
• Because somebody asked.

Why do people not want to Volunteer?

Some responses to this question may include:

• I do not have time to Volunteer
• I can't commit to a fixed schedule
• The organization is not run effectively
• The organization is unfair in the way it recruits Volunteers/ Staff
• There are no opportunities to do valuable work for the organization
• Not asked so they must not need anyone
• The Volunteers in the organization are not treated as part of the team
• I don't know anything about the cause this organization supports
• I know people that went in there and had a really bad experience .

In order to effectively recruit Volunteers, we must know the reasons people would Volunteer for our organization and appeal to those Volunteers on a personal level. In other words what can we offer the Volunteer? The best way to entice someone to examine our organization is to let them know we have something they want.

We also have to know the reasons people would not want to Volunteer for our organization and try to minimize this list. A few good ways to get a feel for this info are:

• a comment card for client experiences
• a quarterly or bi-annual questionnaire asking staff and Volunteers how they feel about the way things are going.
• keeping statistics on how many staff/ Volunteers are leaving.
• doing exit interviews with staff/ Volunteers to determine why they are leaving and what improvements can be made to the program/ organization.

Volunteer Facts

A few Volunteer facts picked up from the Volunteer Canada web site:

• From 1997 to 2000 there has been a drop from 31% to 27% of Canadians volunteering through non profit organizations
• Over the same period there has been an increase in the average hours contributed from 149 hours in 1997 to 162 hours in 2000.
• 5% of Volunteers contributed 34% of the total hours contributed by Canadian Volunteers.
• Another 20% of Volunteers contributed 39% of the total hours given by Canadian Volunteers.
• Therefore 25% of the Volunteers contributed 73% of the total hours given by Canadian Volunteers.
• This 25% of Volunteers is made up of less than 7% of Canadians.
• Good news- In Atlantic Canada the percentage of the population that Volunteered is larger than the national average. The Atlantic Volunteers, on average, also contributed more hours than the national average.
• A breakdown of the types of organizations that Canadians Volunteer in:
  • (26% of Volunteer hours) Arts, Culture, and Recreation organizations
  • (20% of Volunteer hours) Social Services organizations
  • (16% of Volunteer hours) Religious organizations
  • (11% of Volunteer hours) Education and Research organizations
  • (9% of Volunteer hours) Health organizations
• 30% of Volunteers got involved because they were asked
• 16% of Volunteers approached the organizations on their own. This group gave approximately 50% more hours on average than those who were asked to Volunteer by the organization.

Age

• 30% of Canadians between the age of 35 and 54 Volunteered in 2000
• 18% of Canadians 65 and over Volunteered (this is the lowest rate of participation by age group). However this group contributed the highest number of hours on average over the year.
• 29% of Youth between the age of 15 and 24 Volunteered at above the national average rate of 27%.
• 18% of youth Volunteers were required to participate by their school, employer or the government

Education

• Volunteering tended to increase with the amount of formal education.
• Canadians with a degree(39%) were the most likely to Volunteer
• Canadians with higher levels of education also contributed more hours.
• Canadians with some post secondary contributed the most with an average of 173 hours.

Gender

• Women(28%) Volunteered at a higher rate than men (25%) in 2000
• Men (170 hrs) contributed more hours than women (155hrs)in 2000
• Rates of volunteering dropped for men (from 29% to 25%) and women (from 33% to 28%) however the average number of hours contributed rose in women (140 to 155hrs) and men (160 to 170 hrs).

Labour Force

• 67% of Volunteers were employed in 2000
• Employed Canadians volunteered at a higher rate than those Canadians unemployed and those not in the labour force
• Canadians employed part-time (33%) Volunteered at the highest rate.
• The volunteers not in the labour force (30%) contributed the most hours on average (193hrs) followed by the 4% of volunteers who were unemployed who contributed on average 175hrs.

Household Size and Composition

• 32% of Canadians in a household with children under the age of 18 volunteered.
• Canadians without children in the household contributed at a rate of 24%
• Volunteers with children in the household contributed on average 150 hours
• Canadians without children in the household contributed on average 168 hours.

Source: http://www.volunteer.ca/volcan/eng/iwork/trends-invol.php?display=3,2,4

What Are the Implications?

From this data, it appears that:

• The number of Canadians Volunteering is decreasing, leaving the remaining Volunteers to take on more responsibilities and requiring more time.
• A small percentage of Volunteers are taking on the majority of the burden of most organizations.
• If the service you offer is relevant to the needs of a specific community group it will be easier to bring in Volunteers.
• The more in tune with the mission/ goals of the organization, the more the Volunteer will be willing to commit to the organization.
• We need to "ask" (recruit) people to Volunteer.
• We should target the age groups most appropriate to our programs.
  • In the case of classes targeted at seniors it may be advisable to have mature adults and seniors themselves conducting the classes.
  • In the case of classes directed towards young adults it may be more fitting to have young adults instructing.
• Educated people are often looking to practice that which they have studied and would make a great source of information. Therefore, it may be beneficial to post positions at schools and student employment centres.
• Employed Canadians Volunteer more than unemployed Canadians. This makes the workplace a perfect recruiting opportunity. If one of your employees/ Volunteers/ Clients is employed in a large company and is willing to act as an ambassador for the organization, it may well provide a source of Volunteers.
• Unemployed Canadians may be encouraged to Volunteer if you combine the program delivery with opportunities for the Volunteer to develop work related skills.
• Households with children under the age of 18 provide the opportunity for Volunteer staff and may be targeted on the basis of family Volunteering opportunities and/ or parent opportunities to get Mom/ Dad out of the house once a week, as well as showing the youth social responsibility and the benefits of belonging to organizations.

Suggested web sites:

http://www.volunteer.ca/volcan/eng/iwork/trends-invol.php?display=3,2,4 
http://charitychannel.com/article_958.shtml

Recruiting

The best steps to follow when recruiting Volunteers are:

• Determine Need.
• Prepare a Position Description.
• Ensure that the Volunteer will be treated fairly.
• Ensure that the Volunteer has a designated support during the orientation and probationary period.
• Determine the necessary time frame for program to be commenced.
  • Do we have time to train the Volunteer?
  • Does the Volunteer have to have all of the skills developed when enlisted?
• Lay out expectations for the progress of the Volunteer.
• Ensure that the orientation period effectively explains expectations and policies and procedures.
• Determine what group of skills you are recruiting for.
• Ensure that the potential Volunteer is not discriminated against on the basis of :
  • Ancestry
  • Place of Origin
  • Colour
  • Ethnicity
  • Citizenship
  • Religion
  • Gender
  • Sexual Orientation
  • Age
  • Marital Status
  • Family Status
  • Handicap
  • Race
• Create a standardized screening program* including:
  • a standard application form,
  • a standard method of scoring resumes/ applications,
  • a standard set of interview questions and scoring system for each position to be filled,
  • a process of checking references including standard questions and a form to record this information,
  • criminal record searches,
  • child abuse registry checks(where applicable),
  • a period of orientation to assess suitability and actual skill levels,
  • a probationary period to determine suitability,
  • a performance appraisal system,
  • a method of providing support and assistance to accomplish set goals,
  • a termination policy for Volunteers including an exit interview.
  • only after you have developed a screening program should you actively recruit for the available position.

*Please note that the screening program will be addressed in more detail in the next section.

Suggested web sites:

http://cap.ic.gc.ca/english/8941.shtml

Active Recruiting

How do we get the best return for the money we spend on Recruitment?

It is best to know the preferences of the organization to which we send our posting. This will prevent wasted effort and supplies. Preferences may include:

• Transmission by fax/ e-mail,
• Mailed postings only,
• Allow 1 page bio on submitting organization,
• Require info sheet on submitting organization,
• Require contact names and info from submitting organization,
• Require outcome info as to who is recruited and from which site/ organization,
• Position description only,
• Paid/ Volunteer positions only,
• Must submit 25 copies of the posting for candidates.

Self Promotion Sheet

Where possible a self promotion sheet should be included with the posting as background knowledge of the organization.

• This is one of the easiest ways to ensure that the Volunteer is aware of what you do and why you do it. It is an opportunity to sell the organization and its place within the community and secure support while getting he message out. See sample Self Promo Sheet .
• A Self promotion sheet should include the organization's mission and goal statements as well as info on the programs and services offered and any relevant success stories applied to these programs. These facts may be in the form of statistics on numbers served, positive outcomes, or testimonials as to how the services changed the lives of community members.
• Keep it brief as people tend to stop reading after the first few lines if it is too bulky.
• Remember that the more relevant the programs and services are to the community the more buy in you are likely to receive from those community members.

Who Is the Target?

To whom should we target the posting?

The answer to this question is that it depends on the type of position we are trying to fill and the time frame we are working under.

• If the skills are easily attained, time is not critical and we have the resources to train the individual then we should probably attempt to find someone with an interest in the organization and/ or service being offered.
• If the skills are not easily learned, time is critical, or we do not have the resources to train the individual then we should search for someone with the skills we need.

Step 1 Word of Mouth

A safe first step of active recruitment would be to make your staff, volunteers, clients and anyone else who has an interest in your organization and/ or service that you provide, aware of the available position and encourage them to pass this info on to anyone they think would be interested and able to complete the duties specified in the position description.

As noted earlier, people with an interest in the organization and/ or the service being provided will be more willing to commit to a Volunteer opportunity with that organization.

Step 2 Local Sphere of Influence

CAP sites

This may be the perfect opportunity to network and enter into partnerships with the CAP sites in your Cluster by location or by Interest Group. If you were to circulate the position description to these other sites they may be able to direct you to someone with the desired skills.

Community Papers

This is an opportunity to publicize and promote your services and events to your community. It also provides the opportunity to appeal to potential Volunteers on the basis of being a local organization helping local citizens. You may wish to try to get an article done on your organization at the same time making a higher profile statement.

Local schools(High Schools and Junior High Schools)

Current Students

Are there Organizations that teach these skills? Do these organizations require work terms for their students? Do they have Student Employment Centres on campus? Would High School or Junior High School students have the relevant skills? Contact the guidance counsellors at these schools to get your opportunity publicized.

Faculty

This is one avenue that is often overlooked. Ask if you can place a posting in the teacher's lounge. Even if you do not get a response from the teachers they will be aware and may pass the information on to students.

Partnerships

• Community Groups
  • If the program would be in line with another Community group in the area, it may work well if you attempt to partner for the delivery of this program. This may reduce expenses and pressure for staffing and allow access to the expertise of members of the other group.
• Retirees
  • Often overlooked, many retirees have attained particularly relevant skills in all areas of project management and delivery. Seniors' groups may also be interested in these opportunities.

Virtual Volunteers

This is a great way to involve those who are unable to commit to leaving their home due to child care expenses, disability, responsibilities for sick family members, etc.

Some possible programs currently running include:

• web site development where the information is passed to the Volunteer and the Volunteer then creates the web site from their home and forwards the material back to the site for the client.
• Technical support/ assistance where the client telephones or emails questions that are then answered via e-mail or telephone.

Note: This last example would require a routing system for e-mails and/ or the use of a telephone line specific to the service provided. For safety reasons the personal information of the Volunteer should not be made available to the public.

Step 3 Education/ Career Development Institutions

Universities/ Technical Schools

A tremendous source of knowledge and skilled labour are the students and recent graduates from Universities and Technical schools.

Most of these institutions have on-campus Student Employment Centres and many are looking for a way to showcase the students' knowledge or to provide practical experience. The Student Employment Centre is a high volume area where students actively seek opportunities for practical skill development and work experience.

Job Search Firms/ Career Colleges

Another opportunity is to link with job search firms and career development centres where many of the clients are looking to improve their skills to find better employment. Career development counsellors/ consultants may be able to recommend suitable candidates for Volunteer/ paid positions.

Step 4 Government

HRDC/ Job Creation Partnership

Another source of short term staffing is the Job Creation Partnership available through HRDC. Each HRDC office may have different application criteria. In this program the employer must submit a proposal to HRDC for approval. HRDC would then approve the position for a specified number of weeks. Once approved the employer may then post the position. The cost of the program is then supplemented by HRDC in that they cover the wage by continuing the employee's Employment Insurance claim until it finishes and topping it up to the maximum allowable wage. After the employee's claim has expired their wage is continued until the project is finished.

Note:

• Often the person hired must live in the area supported by the local HRDC office.
• HRDC views this program as "client based" meaning the experience and training the client receives is primary to the program and any benefit to the organization is viewed as secondary.
• The client must meet HRDC criteria and be approved for the partnership .Eligibility is assessed through a meeting with an HRDC employment officer.
• It is often helpful to have some funds or in-kind resources available to support the project although not always necessary.
• More information may be gathered by contacting your local HRDC office or by visiting http://www.hrdc.gc.ca/common/partners/cont_pg.shtml.
• For Assistance completing partnership applications you may contact HR C@P staff via the mailing list.
• Community Service
• Alternative Sentencing programs through the Restorative Justice for Youth and Adults in Conflict with the Law may also provide a source of Human Resources to your project.

Note:

• These would be defined short term assignments.
• Before entering into this arrangement you should consult your liability insurance policy to minimize the possibility of rate increase.
• Planning for a method of supervision would be necessary.

Student Employment Centres

Dalhousie University

Student Employment Centre
6136 University Avenue, Room 446
Halifax, Nova Scotia, B3H 4J2

Phone: 902.494.3537
Fax: 902.494.1984
E-mail: student.employment@dal.ca
Web: www.dal.ca/sec

SEC - Student Employment Centre

To register as an organization that needs volunteer, go to the Student Employment Centre web site, click on Students, then Volunteer and register your organization by completing the online form.

Saint Mary's

Saint Mary's University
O'Donnell-Hennessey Student Centre
5916 Inglis Street, 4 th Floor, Room 411
Halifax, Nova Scotia,
B3H 3C3
Fax: 902.420.5125

Mary Ellen MacEachern
Manager
Student Employment Centre
Co-operative Education
Phone: 902.420.5498
E-mail: mmaceach@smu.ca

Stephen Noel
Placement Officer
Student Employment Centre
Phone: 902.496.8796
E-mail: steve.noel@smu.ca

Cindy Cook
Office Coordinator
Student Employment Centre
Phone: 902.420.5499
E-mail: cindy.cook@smu.ca

Charmaine Hulan
Student Assistant
Phone: 902.420.5499
E-mail: sec1@smu.ca

Services offered:

• Advertise your job opportunities - FREE
• Collect resumes and forward them to you after your deadline.
• Send the applications to you by courier for prescreening.
• Contact the candidates you want to interview.
• Schedule your interviews on-campus (rooms provided).
• Arrange rooms and equipment for information sessions on campus.
• Arrange booths on campus for you to promote your organization.

How to post a job with the Saint Mary's University's Student Employment Centre:

• Submit a job posting online by clicking here!
• Fax the job: 902-420-5125
• E-mail the job information
• Call and give us the information: 902-420-5499

Mount Saint Vincent University

The Career Planning Centre
Evaristus Hall, Room 218
Mount Saint Vincent University
Halifax, NS
B3M 2J6

Phone: (902) 457-6567
Fax: (902) 445-2201
E-mail: careerplanning@msvu.ca 
Web site: http://www.msvu.ca/student_affairs/career-planning/index.asp

All volunteer opportunities should be forwarded by mail, e-mail, or fax to the above address. Postings should clearly state that the positions are volunteer in nature, and should include full contact/ application details.

NSCC

Laureijs, Apollonia
Student Success Counsellor, Student Services
CUMBERLAND
Phone: 902/597-4116
Fax: 902/597-8548
E-mail: Apollonia.Laureijs@nscc.ca

Mosey, Lorraine
Student Success Counsellor, Student Services
CENTRAL
Fax: 902/491-4758
E-mail: Lorraine.Mosey@nscc.ca

Campbell, Scott
Student Success Counsellor, Student Services
ANNAPOLIS
Phone: 902/825-5486
Fax: 902/825-2285
E-mail: Scott.Campbell@nscc.ca

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