Recruitment
V-3
In order
to convince another person, we must see the world through her
eyes.
Getting people
to support your cause by giving their time is an on-going challenge
for most groups. This module will provide pointers on recruiting
people to serve.
EDUCATIONAL OBJECTIVES
1. Describe a three-step
recruitment technique.
2. Recruit another
person to help with a specific task in your organization.
GETTING PEOPLE
TO SERVE
Getting people to turn
out and to volunteer in filling needed positions has become an
increasing challenge for many groups. Several pointers are listed
below as part of a three-step process. While the following principles
are common sense, and are readily used in filling paid positions,
they are often violated in our recruiting efforts for volunteer
positions.
STEP 1- WHAT
In filling positions,
whether it's getting turn out for a meeting or selecting a committee
chair, focus first on WHAT--what are the specific skills, interests,
view points, prior experiences, personality traits, and resources
needed. Make a list. Check the 2 or 3 most essential. At this
point, the important question is not who but what--what do we
need on the committee, what do we need in the chair, what do we
need at the meeting to make it effective? Recruitment will be
easier and more effective if preceded by a conscious, well-thought-out
selection process.
How do we usually recruit
people to serve? We call for volunteers. "Willingness to
serve" often is our only criteria. Be cautious with this
approach. Calling for volunteers implies that the job is so unimportant
that the group is willing to accept anyone. Did you ever think
of it this way? No wonder few people volunteer. Also, when you
call for volunteers you often get the egocentric, the aggressive
and the outspoken person with a bone to pick. Then you wonder
why you have leadership problems.
Most people won't volunteer
themselves. Yet we often insist that people do so. Calling for
volunteers eliminates from our consideration a large pool of qualified
individuals. This is not to say that you should never call for
volunteers. It is very appropriate for lesser positions, e.g.,
"Who could work at the food booth Saturday?" Key positions,
however, are too important to be left to chance.
STEP 2: WHO
Once you've decided
what, then ask yourself WHO--who (what person or persons) can
provide the essentials you've just identified. Your objective
is to match the needs of the position with the skills and interests
of the individual. Often we reverse these two steps. We decide
who, and then dream up reasons why they should serve. Our "pitch"
comes across phony. Clarify what is needed, and then identify
who. Individuals tend to respond favorably to an appeal to their
unique abilities and interests.
A 4-H leader, whose
annual plea for an assistant received no response, decided to
try the above approach. He invited all parents to a meeting and
then handed out a list of the tasks with which he needed help
if he were to continue serving as 4-H leader. To his amazement,
the group immediately responded by volunteering themselves for
specific tasks or recommending others they felt would be well
suited and interested.
Having decided what
is needed, and who would be well suited, you are now, and only
now, ready to recruit.
STEP 3: RECRUITMENT
In recruiting others,
use a one-on-one, personal approach. Only then can your personal
commitment and enthusiasm show through. Mass appeals are generally
less effective.
"But I don't have
time to contact people personally" is often used as an excuse
for relying solely on mail-outs or mass media. If each member
would take only five minutes to contact one person, using this
approach, participation problems could be quickly reversed. The
number one reason people give for participating is "a friend
(neighbor, family member) asked me."
Use a personal appeal;
indicate in very specific terms what that person would gain from
joining the group or in serving in the position. Indicate how
that person's interests, hobbies, skills, prior experiences, contacts
and personality are well suited to the position. Use the information
gathered in the preceding what/who exercise. Relate to both the
person's altruistic and personal interests.
A rule of thumb: If
you can't readily identify at least three specific personal reasons
why the person being considered would want to serve/participate
(reasons that the person recognizes and values), don't ask. Rather
than target our appeal, many of us get lazy and use generalized
appeals, with limited results.
Recruit with a clear,
straightforward I-statement. "I would like (the specific
nature of the request) because.........(person's unique qualifications
and/or personal benefits that can be expected)." "I've
heard you complain about (suggest, express interest in).... We
are organizing a group to look into that. We'd like to invite
you to join us." "I'm familiar with your experience
(abilities, knowledge) in.... We would like your help in...."
Avoid questions, e g., "Would you be willing to...?"
A librarian called
several public meetings with very poor response, in an attempt
to form a local Friends of the Library. She then went through
the above three steps, selecting and then contacting 12 individuals.
She now has a large active organization.
Clearly and honestly
indicate what will be involved, how much time it will take, and
what is expected of the individual. Don't down play what is involved.
We often tell people, "It won't take much time," and
then complain afterwards when they don't give it much time.
Clarify your expectations.
People are reluctant to take on indefinite tasks for indefinite
periods of time. When your request includes a specific time commitment,
the response is often, "Oh, if that is what you want, I can
handle that." If you find everyone is turning you down, go
back to the drawing board and redefine the position to make it
more realistic and attractive.
Be positive. Focus
on what you feel are the personal benefits of serving in the position.
Convey your own enthusiasm and commitment to the project. If you
are not excited, it is hard to excite others. Unintentionally,
many people come across more negative than positive in their efforts
to recruit others. Some common examples of negative requests are:
"It's a thankless
job, but somebody has to do it."
"We've already
asked six people, and no one else would do it."
"It's not much
of a job; you can handle it."
"We all have to
take our turn."
In short, we make service
sound like drudgery rather than fun. Avoid "should"
and "ought", and appeals to the person's moral and civic
responsibilities. Arm twisting and the use of guilt and shame
can get a person to say "yes," but rarely motivate commitment
and follow-through. Briefly make your spiel in a straightforward
manner, and then stop and listen. Allow the person the freedom
to say "no."
Practice. Think through
how you are going to approach the individual, before you do lt.
Role play or use mental imagery to prepare for what might happen.
In conclusion, the
way you recruit clearly conveys how important you feel the position
is. Casual and careless recruitment will likely lead to casual
and careless participation. The process outlined advocates a positive,
well thought out, straightforward approach that makes the person
being recruited feel important and genuinely needed. It matches
the needs of the group with the talents, interests and concerns
of potential volunteers. Close adherence to these steps will result
in a committed, self-motivated group in contrast to an aimless
group that needs constant prodding. It can make recruitment a
form of recognition rather than an imposition.
EXERCISE:
Identify a need for
a volunteer for your group or organization. Outline a strategy
for recruitment:
1. clearly state the
position or task to be filled;
2. list all of the
skills, knowledge, attitudes, experience, resources, contacts,
characteristics that you would like this person to have;
3. write down the names
of at least three candidates for the position;
4. pick the best candidate
and write down three reasons why the prospect should want to volunteer
(from the prospect's point of view);
5. rehearse and role
play your statements to the prospect; and
6. ask the group you
are in (or a colleague) to evaluate your "pitch" and
tell you if it is positive, convincing, reasonable, clear and
sincere. |
