| Volunteer Management |
Master Volunteer Life Cycle Model
| Strauss and Rager (2017) developed the Master Volunteer Life Cycle Model. The model describes the full life cycle of a Master Volunteer’s term through three phases of volunteer’s experience, including Recruiting, Volunteering, and Assessing. Recruiting Phase: finding volunteers to join the program *volunteer motivation *education *match (assign to a role) Volunteering Phase: helping volunteers to complete tasks *job description *providing resources *volunteer work communication *constructive feedback Assessing Phase: helping volunteers reflect on their experience and adjust as needed *continue role *new role *break (temporarily or exit) Volunteer program coordinators and managers can use the model to support volunteers and enhance their experience in volunteer service. Source: Strauss, A.L. & Rager, A (2017) Master Volunteer Life Cycle: A Wide Angle Lens on the Volunteer Experience https://www.joe.org/joe/2017august/tt7.php |
Do Latinos Volunteer? The Latino population are potential volunteers for Extension in Pennsylvania. The Latino community represents approximately seven percent of the state’s population (U.S. Census, 2018). Hobbs (2001) conducted a focus group with 18 individuals to better understand how organizations can involve Latinos as volunteers. Research results suggested the following tips: *Build a trusting relationship with Latino communities *Identify potential volunteers through explaining how they can help their community *Invite Latinos to participate (personally or via social media) *Support Latino volunteers (i.e. create a culture supportive of Latinos) *Recognize Latino volunteers (celebrate their success by inviting families to recognition events) |
| Tips How to Provide Supportive Environment for Latino Volunteers 1.Commit to cultivating a long-term relationship with the Latino community 2. Have a voice – hire Extension professionals with language skills and cultural understanding 3. Provide emotional support that meets their empathy, kindness, love, and trust needs 4. Provide instrumental support that helps them do their job more effectively 5. Provide informational support to deal with personal and professional problems 6. Provide appraisal support that is relevant for self-examination and cultural comparison. Source: Hobbs, B.B. (2001) Diversifying the Volunteer Base: Latinos and Volunteerism https://www.joe.org/joe/2001august/a1.php Latz, M.E. (2004) Gain the Edge. St. Martin’s Press, New York, N |
| Leadership |
| A Coach Approach to Extension Education Consider employees, clients, and volunteers you have coached within your Extension work. Now, think about your motivations for coaching them. Do any of them align with Franz and Weeks’ (2008) identified motivations for coaching. Here are the following reasons we may utilize in coaching within Extension: *Employee career development *Increased job satisfaction and fit *Increased productivity Improved employee retention *Positive cultural assimilation *Transfers training into practice *Higher employee loyalty to the organization *Improved educational programming/products *Reduced employee time for training *Improved ability to deal with change *Lessens personal dilemmas that impact work *Increased skills in program planning and implementation *Better understanding of the Extension political and economic climate Allen (2013) suggested that Extension education should embrace the practice of coaching to improve Extension clientele experience. The purpose of coaching is to help a client discover, clarify, and design a path to success. The author proposed to switch from an expert-learner model to a student-focused model that will help using individual desire in the learning process. This model will help: 1. Build a partnership relationship with your Extension client 2. Develop a vision of success with your client (recognize client’s needs) 3. Create accountability through action steps. Include the following elements in the coaching practice: *Problem identification *Goals clarification *Exploring options *Action steps *Observing results and evaluation *Provide support Also, consider the people you work with who may lack effective coaching due to your lack of training in this area. Reflect on how you can learn more to more intentionally coach employees, clients, and volunteers. Brainstorm specific challenging situations you are facing that you can address with effective coaching. Source: Allen, K. (2013)Coaching: A tool for Extension Professionals, Journal of Extension, 51(5),https://www.joe.org/joe/2013october/iw1.php Franz, N., & Weeks, R. (2008). Enhancing Extension employee coaching: Navigating the triangular relationship. Journal of Extension, 46(5). |
| Steps for Having an Effective Coaching Conversation Allison (2011) defined a coach as a “thought partner,” or someone who helps people set goals and supports the process to achieve these goals by holding the coachee accountable. How should one engage in an effective coaching conversation? Allen outlined “The Coaching Conversation Process” in her book Leadership Performance Coaching. For a 50-minute meeting with an employee, volunteer, or client you coach, utilize times in parentheses to stay on track. Step 1: Greetings & Accountability (5 minutes) –Coachee provides updates since last meeting. Focus on the progress they have made toward their goal. Step 2: Focus the Conversation (3 minutes) – Help your coachee refocus if needed; bring the goal closer to reality. Step 3: Listen (10 minutes) – Don’t interrupt, take notes, keep track of their progress. Step 4: Deepen Understanding (10 minutes) – Clarify as needed; a summary statement is important at this stage. Step 5: Interact Through Questions (15 minutes) – Engage in critical thinking: ask questions, consider external perspectives, and generate new ideas. Step 6: Reflect and Brainstorm (5 minutes) – Move forward with questions and select the best ideas. Step 7: Commit to Action (2 minutes) –Involves action steps, accountability, and action planning. Source: Allison, E. (2011). Leadership performance coaching. Lead+ Learn Press. |
Penn State Extension Leadership Network 