Frequently asked questions - Community Service Organisations
What are the best ways to recruit volunteers?
There are many ways to recruit volunteers, as mentioned in the Volunteer Recruitment Kits (see the full Volunteer Recruitment Kit at http://evrp.org.au/resources/kits.)
The recruitment strategy needs to change and adapt depending on the volunteer position available, the population being targeted for recruitment and even the geographical location of the volunteer position.
Some of the main ways to promote a position are:
- Word of mouth
- Local publicity
- Media releases
- Displays at events such as Festivals or Open Days
- Through Volunteer Resource Centres
- By means of flyers and/or pamphlets placed in strategic local venues
When a potential volunteer expresses an interest in a particular position, contact should be made quickly to set an interview time in order not to lose volunteer interest.
Further information about recruitment of volunteers for HACC services, as well as other guidelines regarding the use of volunteers in HACC, can be found on page 137 of the Victorian HACC Program Manual (http://www.health.vic.gov.au/hacc/prog_manual)
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How do I deal with staff acceptance issues concerning volunteers?
It is important for a volunteer to feel as though they are a valuable part of the team. If a staff member has issues with acceptance of volunteers in their workplace, it may make things difficult and affect the smooth running of the Community Service Organisation.
Prior to the commencement of the volunteer program, an information session should be held with staff in order to explain the advantages of volunteer assistance to the organisation. There are many positives to using volunteers, which can be stated at this time.
Be prepared to answer any queries or anxieties that your staff might have and be sure to reassure staff that volunteers are not a substitute for paid workers and that there is no threat to their paid position. Indeed, it may be worth reinforcing that the volunteers are there to assist and therefore allow staff to better fulfil their own tasks.
Volunteers should be invited to attend social activities connected with the section of the organisation in which they are involved, with a view to fostering team spirit and acceptance by team members.
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How to deal with ‘over-involvement’ on the part of a volunteer?
Sometimes a volunteer (or staff member) becomes too involved with a client or clients, to the detriment of both themselves and the program. Signs of over-involvement include:
- An inability to ‘switch off’ from work after hours
- Too much time spent with a client over and above the normal allotted time
- Obsessive concentration on and/or discussion about a particular client
- Weekends spent seeking the company of a client
- Taking on a quasi case management role on the part of staff or volunteer
There are different ways to deal with over-involvement but basically initial training and education are vital to try to avoid the situation occurring in the first place. Boundaries and guidelines should be available to all staff and volunteers.
If the volunteer coordinator assesses over involvement with a client, then a discussion must be held with the person responsible. The person may deny that there is a problem and it is helpful if there is a set of rules or guidelines to bring to their attention.
How do I write a position description for a volunteer position?
It is important to have clear job descriptions for every volunteer position. On this website you will find some templates for simple descriptions (see the ‘Volunteer Recruitment Kit’ on this site at http://evrp.org.au/resources/kits/kit1_positiondescription) and some more detailed information which may be of assistance.
In general, be sure the description has:
• The name and contact details of the person the volunteer will be reporting to
• The dates and times involved
• A brief description of what is required of the volunteer (duties and responsibilities)
• An indication of what skills and/or qualifications are required
• Information about any prior training which may be offered/required to attend
How do I redeploy a volunteer?
A conversation with the volunteer is a better starting point than a letter or phone call regarding redeployment. If the volunteer is happy to change their role after direct communication, the volunteer should be told what will be expected of them in their new role. A short written job description may also be necessary.
If the volunteer is reluctant to change roles and wishes to remain in their current position, consider whether they really need to move or whether the organisation would be better served with a contented volunteer doing what they wish to do.
If it is felt it is definitely time for the volunteer to change roles, an attempt to offer alternatives for the volunteer should be made, focussing on their strengths and what they would bring to the new position
If the problem remains, the organisation should be prepared for the volunteer to leave.
Is there anything I should not ask a volunteer to do in HACC services?
There are certain boundaries which should be adhered to when using volunteers in HACC services. A volunteer should not:
- Become involved with carrying out nursing duties like administering medication, changing dressings or adjusting medical equipment
- Accept monetary rewards or gifts
- Give medical advice
- Give legal advice
- Give spiritual or religious advice
- Become involved with banking a client’s money or deal with a client’s financial affairs ( if circumstances require it, it is acceptable to take a client to a bank so that they can do their own banking)
- Carry out housework on the client’s behalf (except very light tasks like tea or coffee making, collecting the mail etc)
For more detailed information , please consult the HACC manual on
www.health.vic.gov.au/hacc/prog_manual/index.htm
When should I use an interpreter?
According to the Victorian Interpreting and Translating Service (VITS) publication “We speak your language: A guide to cross-cultural communication”, an interpreter may be needed in the following situations:
- The client exhibits no understanding or effective use of English
- Client is able to communicate in English but is more comfortable in own language
- The client is under stress which may hinder their ability to communicate adequately in English
- When communicating important information affecting the client (e.g. information about the health of the client, including information about prescribed drugs or hospital admission)
- When providing clients with information about entitlements, rights and responsibilities
- When conducting any formal interview
For further information see www.vits.com.au