Estimated reading time: 5 minutes

As of January 2026, there are new rules for posting jobs in Ontario. While volunteers are not part of the Employment Standards Act, these changes present considerations for how you recruit volunteers as well! Let’s explore these changes and how they’ll affect you and your organization.


Interview Follow-Ups

One of the amendments to the Employment Standards Act requires employers to follow up with applicants they interview within 45 days of the interview. In this follow-up, they must inform applicants whether a hiring decision has been made.

For volunteer engagement, it’s always a good idea to follow up with everyone who applies, and especially those you interview! Many people looking for volunteer roles never hear back after applying. It’s even more difficult when someone interviews for a role and doesn’t know if the role has been filled or if they should keep waiting.

Respecting the time that a potential volunteer spent to apply for a role with your organization is a key aspect of Decent Volunteerism. Decent Volunteerism is about organizations building communities of connection, belonging and ongoing civic engagement, which starts with how you communicate with volunteers and potential volunteers.

Volunteer candidates should know to expect that they will hear back about their application, and especially after an interview. Another reason? Someone who applies to volunteer with your organization is invested in your cause. By not getting back to volunteer candidates, the less likely they will consider donating to your cause in the future.


Using AI

If an employer uses an artificial intelligence tool to review applicants and/or conduct screening, they must disclose the use of AI. The Regulation defines AI as follows: “ ‘artificial intelligence’ means a machine-based system that, for explicit or implicit objectives, infers from the input it receives in order to generate outputs such as predictions, content, recommendations or decisions that can influence physical or virtual environments”.

It's an ethical practice to follow this guideline for volunteer roles as well. People seeking volunteer opportunities will appreciate knowing if their application will be screened using AI. You can read more about using AI for screening – and potential pitfalls – from Benefits Canada.


Canadian Experience

For too long, job postings in Ontario sought applicants with “Canadian experience”. The changes to the Employment Standards Act now make it illegal to include “Canadian experience” as a requirement for any job. This echoes the long-standing policy of the Ontario Human Rights Commission.

Volunteer roles must never ask for candidates to have “Canadian experience” in order to volunteer. You may have a bona fide reason to ask for a specific set of skills or experiences that can ensure volunteer success, but it is important to clearly define what you’re looking for and why.


Other Important Changes

While these aren’t applicable to volunteer engagement, it’s good to be aware of a few additional changes to job postings. These changes move in the right direction toward Decent Work practices (learn more about Decent Work on Ontario Nonprofit Network’s website) to uplift workers in the non-profit sector:

• Employers in Ontario must include a compensation range on all job postings, unless compensation is above $200,000/year. The range can’t be larger than $50,000.
  
  
• Job postings must acknowledge if the posting is for an existing vacancy.
  
  
• Employers are required to keep a copy of every job posting and application form for three (3) years after the posting is taken down.
  
  

These are all tools designed to make it easier for people to find employment that aligns with their interests, skills and expectations. All the listed changes are required of employers with 25 or more employees, but it’s good practice to follow these requirements for smaller organizations as well.

Sources:

• Employment Standards Act amendments: https://www.ontario.ca/laws/regulation/r24476 
  
• Employment Standards Act amendments information: https://www.littler.com/news-analysis/asap/ontario-canada-announces-effective-date-and-new-regulations-governing-esa
  
• Survey results on how long it takes to hear back about volunteer interest: https://www.canva.com/design/DAGpNZ8CP_s/MdQMYwLzDsstltpt_1lrWA/view?utm_content=DAGpNZ8CP_s&utm_campaign=designshare&utm_medium=link2&utm_source=uniquelinks&utlId=h78d8ace219
  
• Using AI for screening: https://www.benefitscanada.com/news/bencan/majority-of-canadian-employers-using-generative-ai-to-screen-candidates-survey/
  
• “Canadian Job experience” barrier: https://www3.ohrc.on.ca/en/policy-removing-canadian-experience-barrier
  
• Ontario Nonprofit Network Decent Work Pathways: https://theonn.ca/decent-work-pathways/

Estimated reading time: 2 minutes

While volunteers support organizations in an unpaid capacity, they are not “interns.” An unpaid internship is not a volunteer engagement.

According to the Ontario Ministry of Labour, an intern is someone who receives training from an employer in a skill that is used by other employees. The intern doesn’t replace volunteers or employees, but instead benefits from their internship by learning skills. An intern is also legally considered an employee.

The key takeaway is that internships benefit the intern themselves and NOT the organization. Volunteering benefits the organization and its clients/community members. While the volunteer themselves may benefit as well, it's not the sole focus of their involvement.

As an additional note, people involved in a student placement, practicum, or unpaid work experience program through a college, university or secondary school are NOT interns. While they may be learning skills, they're completing a separate requirement or expectation of their program.

If you're wondering whether a role should be called an “unpaid internship,” consider these questions:

1. Does the internship benefit the intern more than the organization?
2. Is the organization equipped to provide a solid learning experience for the intern to gain specific skills?
3. Is the intern supporting existing staff and volunteers instead of replacing a paid position?

If you answered no to any or all of these questions, then the role is not an internship. If you want someone to share their time in a way that is meaningful to them, engage a volunteer in a role with reasonable expectations. Don't ask volunteers to work full-time hours in an unpaid role and call it an internship.

Check out our opinion editorial article in The Philanthropist Journal to learn more about Volunteer Toronto’s approach to talking about unpaid labour.

If you have any questions, please reach out to info@volunteertoronto.ca.

Estimated reading time: 5 minutes

Confused about volunteer waivers? You’re not alone. With volunteer safety and risk management always on our minds, understanding these documents is crucial. While we’re not lawyers, or here to give legal advice, we do have some helpful insights to demystify waivers and unpack when or how they might benefit your programming.

Waiver 101

A waiver is a legally binding document that can be required to participate in certain activities. When a volunteer signs a waiver, they are agreeing to “waive” certain rights, typically around claims for injury or damages.

Waivers can vary. Most often, someone is waiving the right to sue an organization or claim compensation if something goes wrong during their involvement. For example, if a volunteer is involved in a highly physical role, the waiver might indicate that if a volunteer gets injured during their role, it is not the organization’s responsibility. This is called a “release of liability” and/or “waiver of claims”.

Along these lines, waivers may also include the following:

• Indemnity: The organization is protected from losses or costs associated with something happening to the volunteer.

• Assumption of Risk: The volunteer understands the hazards and potential risks of their role.

• Medical Treatment: Consent to receive treatment from an organization (such as first aid) and waiving claims if there are any issues with this treatment.

• Confidentiality: Volunteers agree to keep information they use or come across in their role private and confidential.

• Insurance: A confirmation that volunteers are not covered by insurance from the organization.

• Photo or Media Release: The volunteer agrees that photos or videos of them volunteering can be used by the organization.

That’s a Lot for One Document!

Not every waiver will contain all of these elements. For example, confidentiality might have its own separate agreement, or your organization might include a code of conduct within the waiver. The important thing is that waivers are legally binding, so they should be reviewed by legal counsel to ensure they meet your needs and comply with the law.

While waivers vary, many are similar because legal teams, insurance providers, and risk management protocols need to address all potential risks. However, not all waivers require every element mentioned above.

Waiver Storage

If your organization uses waivers, you’ll likely collect a lot of paperwork—especially for events or large volunteer groups. Consider how you’ll store waivers, who will have access to them, and how long they’ll be kept. A volunteer management system or tracking tool might help, but it's important to understand the legal requirements for storing these documents. Waivers may not need to be kept forever, but make sure you have a clear process in place.

Do I Need a Waiver?

Many organizations do not use waivers at all. Whether or not you need one depends on your organization’s risk assessment. Typically, this process is led by staff, legal advisors, the Board of Directors, or an insurance provider for the organization. Waivers are tools for protecting the organization from certain risks, but not all roles require them.

It’s important to ask: who is at risk and who is being protected. If the waiver only protects the organization, what protections are in place for the volunteers or the community? Consider whether there are other ways to manage risk that don’t involve waivers, such as training, clear expectations, or community-based safety protocols.

Remember, a waiver is not the only way to manage risk. Some roles may not involve significant physical risks, so you might use other risk management strategies instead like detailed training, clearer volunteer expectations, or a community-based approach where everyone supports each other. There are lots of ways to understand and address risk, and a waiver may create more barriers for potential volunteers while not meeting your specific needs.

Questions to Consider

1. Who is the waiver protecting, and is that protection essential for the continued work of volunteers? Consider what “protection” means to your organization, and who might be left out.
   
   
2. If an insurance company requires the use of waivers, can they articulate why these are needed for volunteers? It’s always a good idea to investigate any potential barriers to volunteer engagement. It could be worth pursuing a different insurance provider as an alternative.
   
   
3. What are other ways that your organization can address or manage risk? Volunteering can often be very “transactional” – but there can be lessons learned from the ways people support each other in communities.
   
   
4. Who determines when and where waivers are needed? Consider whether these individuals have awareness of the volunteer’s roles and responsibilities, and your volunteer engagement needs.
   
   
5. Can you enable a group to sign a single waiver for all their members in a group volunteer activity? Waivers should probably be signed individually, so in a group volunteer activity, a single contact (corporate liaison, team leader) must not sign the rights of others away.
   
   
6. What happens if someone refuses to sign part or all of the waiver? Think about protocols for volunteers who may agree to release their liability, but won’t agree to medical treatment (as an example). A process may be needed to enable this volunteer to still help out. This could include a waiver where volunteers sign each part they are agreeing to.
   
   
7. When waivers are required, how can they be made clear and easy to understand for every volunteer? Lots of waivers are long and detailed, and while certain language is required, it may be too complex for volunteers to understand. If you are asking someone to sign a waiver, you should also be able to explain it clearly.

What’s Next

If you’re unsure whether your organization needs waivers or whether your current waivers are appropriate, take the time to investigate. Consult with legal professionals to ensure your practices are aligned with your organization’s needs. And remember, while waivers can be helpful, it’s always worth exploring alternatives that may remove potential barriers for volunteers.

Estimated reading time: 15 minutes

Your connections with your co-workers change on a daily basis. One day they’re unraveling under the stress of not meeting goals, the next they’re pulling back together to save the department. Complimenting others is a way to show empathy, an integral component of the Continuum of Civic Engagement.

But even if you don’t see eye to eye with the person in the next cubicle, you still need them in your corner to get the job done. And that’s where the art and science of giving compliments to coworkers comes into play.

Imagine trying to carry that high-stakes project across the finish line with an unmotivated team. Or meeting a client's razor-thin deadlines with no help. To thrive in the workplace, you'll need a team that wants to work with you, not just alongside you.

Now we know what you’re thinking, “I have to find nice things to say about coworkers? That won’t be easy!” But compliments for a coworker aren’t about noticing someone's new hairstyle or stylish outfit. It's about communicating the value of their effort. That’s the real secret of how to compliment a coworker.
Remember that time someone took a second out of their busy schedule, just to acknowledge how creative your latest idea was? Of course, you do. Because that compliment made you feel empowered.

Why do compliments have this effect? Because when you point out the value of someone's effort, you fire up the reward sequence in their brains.
Our brains are always on the lookout for either positive or negative feedback. It's a survival mechanism humans are hardwired with to know if something is safe or dangerous. And strategically complimenting a coworker quenches the brain's thirst for that positive feedback.

So don't worry if someone at work remembers that time you dropped the ball. Their brain won’t be able to fight the positive feeling that comes from your thoughtful and well-timed compliment.

But the wrong coworker compliment, at the wrong time, can have the opposite effect. In this article of our Continuum of Civic Engagement series, we’ll help you navigate the rough waters of crafting the right compliments for your colleagues so you can breathe new life into those hardened office connections.

Timing Positive Things To Say About a Coworker

Before you start feverishly scouring google for generic search terms like “examples of compliments for coworkers,'' let us save you some time and remember this golden rule: you must find something unique and specific to merit a compliment in the first place.

You shouldn’t compliment someone in the office for meeting a deadline or give them a pat on the back for emailing a client.

If you hand out generic compliments like business cards at a tradeshow every time someone does their job, your words will lose impact. So if you want to master the art of crafting positive compliments for coworkers, start by not overusing them.

Be patient. Wait for them to go above and beyond before you start tossing positive feedback their way. It might happen when they stay after hours, diving deep into the analytics in hopes of pulling out a new sales-boosting idea. Or when they bury themselves in mounds of paperwork to turn profits around after a bad fiscal quarter.

These are moments when having something nice to say about a coworker will hit the hardest. Because you pressed the proverbial positive feedback button, at the right time.


How To Praise a Coworker With Your Body Language

Compliments aren’t just about what you say; they're also about what you do. When you inject positive body language into your work compliments, they tend to grab people’s attention quicker. And they’re not hard to incorporate. A well-earned high-five, a gentle smile stretching from ear to ear, or a quick pat on the back can help turn kind words for coworkers into an office homerun.

Why does this happen? The answer is simple.

Our brains digest words faster when we bring them to life with our actions. When we see emotion, we respond to emotion. So think of your body language as a way to drive your point just a little bit further.

And if you’re wondering how to give kudos to a coworker, don’t overlook the power of a casual thumbs up at the end of the day.

Offering Solutions To Power Up Your Workplace Compliments

It’s past 5 o’clock, and you're dashing out the door after another hard day of work. As you’re heading out, you see one of your coworkers. Still in their office with their eyes glued to their computer. You can tell they’re in for a long night.

It suddenly hits you, this could be it! It’s a compliment-worthy moment unfolding right before your eyes. You take a second, analyze the situation and after walking over you shoot out your most thoughtful compliment. You even back it up with a classy high-five just to drive your point home.

But after all that effort, you can still see the uninspired look on their face. Your compliment didn’t hit its mark.

This is where offering solutions can add real value.

When we’re in the trenches fighting through an issue, our minds are hell- bent on finding a solution. So if you want your compliments to stick, give people what they’re searching for. A potential solution to their problem.

Adding in a quick, “you might want to try this,” or “I was thinking about the problem you’re having” will grab people’s attention right away. Not only will it help your compliments gain traction, but your coworker will see you as slightly more important. Because you’ve presented a solution to the time-sinking problem dragging them down.

Summing Things Up

Getting along with your coworkers isn’t always easy. But being complimentary can go a long way in opening up communication in the office. And if you follow the steps we’ve outlined, you’ll be surprised by the amount of connections you build in a short period of time.

But compliments aren’t the only way to build bridges with your coworkers, or even your community. Our Continuum of Civic Engagement sheds light on the different ways you can empower your community through everyday civic acts of kindness. So if you’re looking for new ways to make an impact in someone's life, our Continuum initiative is the perfect place to start.

Click here to visit the Continuum today.

Estimated reading time: 5 minutes

As Volunteer Toronto wraps up celebrations of our 50th anniversary in 2023, it’s important that we take a step back and assess where we've come from as a volunteer-engaging sector, to prepare for what comes next in our work. We had a chance to reflect on the past, present and future of volunteering with managers across North America this year, including in Midland, Ontario and Minnesota, USA. In the first blog of this series, we reflected on the past lessons learned in volunteer management. In this blog, we share the hopes of volunteer managers for the future.

Hopes for the Future

1. We hope to see more flexibility.

While some volunteers still appreciate regular weekly shifts, the demand to adhere to a strict volunteer schedule can turn away many other prospective volunteers. Many volunteer managers we spoke to are reflecting on the need to adopt a more flexible approach to scheduling. This could involve creating project-based volunteer roles with set completion dates, or virtual roles that can be completed anytime, anywhere, for just a few hours each week. Volunteer managers looking to better engage youth volunteers are adding flexible roles to their rosters - and you should too!

2. We hope to empower our volunteers to be storytellers. 

Existing volunteers are some of the best advocates, champions and storytellers of your organization’s work, and can help attract new volunteers. Volunteer testimonials can also showcase your organization’s community impact. If you want to engage one of your volunteers to share their story, start with a one-on-one meeting where you ask them about their experiences. Gauge what formats would work best to share their stories in your community. Maybe you want to give your volunteers the opportunity to participate in a professional photoshoot (this can be a great way to say thanks as well) and then feature them in your annual report. Maybe you want to film a video testimonial to share on social media. Maybe you want to create a landing page featuring a gallery of written testimonials by your volunteers. Regardless of the format, sharing your volunteers’ stories will be a win-win.

3. We hope to embrace technology.

Technology can make the job of a volunteer manager easier. However, there can be a steep learning curve when adopting any new software. It can also be difficult to get buy-in from existing staff and volunteers. That’s why it’s important to take your time and consider all your options before jumping in. Whether it’s project management software (like Monday.com or Asana) or volunteer management software (like Better Impact or Timecounts), you’ll want to first consider what functions and features are essential to your work. Your budget and internal capacity for IT support should also factor into the decision. Once you’ve amassed a list of options, take a look at customer reviews of each site before signing up for trial runs, booking consultation calls, or getting quotes. For a list of volunteer management software options, visit bit.ly/vtvmsoftware.

4. We hope to see more incentives for volunteering.

Just because most volunteers contribute to give back to communities and causes they care about, doesn’t mean that incentives would go amiss. Providing incentives can be a great way to reduce barriers to volunteering. Reimbursing meals on wheels drivers for their gas mileage or providing outreach volunteers with Presto cards can make volunteering more financially viable. Incentives can also be a great way to recognize and reward your volunteers. Perks like free theatre tickets or a group dinner out can make your volunteers feel appreciated and part of a community. Corporations also have a role to play in incentivizing volunteerism. Instead of organizing a group volunteering day for employees, which can be onerous for the beneficiary organization to organize, corporations can provide staff with paid time off to volunteer. Non-profits who engage corporate volunteers have a place in advocating that this becomes a more commonplace practice.

5. We hope to create spaces where volunteers and clients are on an equal footing.

When there’s a huge gulf between the lived experiences of an organization’s clients and its volunteers, clients can begin to feel alienated and patronized. One solution to this is to involve clients as volunteers. Doing so can reduce the sense of hierarchy between clients and volunteers, involve clients more equitably in the organization’s activities, and lower the risk that clients will stop showing up due to negative experiences with volunteers. Volunteers without the lived experience of also being a client will benefit from the opportunity to learn more deeply about the issues affecting the community by working alongside persons directly impacted by the organization’s work. Plus, clients who turn into volunteers can become incredible ambassadors for an organization, communicating its impact on the lives of volunteers and clients alike. To make this possible, it’s important to eliminate as many barriers (such as unnecessary reference checks and travel costs) to volunteering as possible.

These are just a few hopes for the future that struck members of the volunteer manager community. Our final hope is that the future of volunteer engagement looks like volunteer managers advocating that their organizations provide them with the support they need to fulfill the hopes mentioned in this article. What do you hope for the future of volunteer engagement? Let us know in the comments! 

Estimated reading time: 5 minutes

As Volunteer Toronto wraps up celebrations of our 50th anniversary in 2023, it’s important that we take a step back and assess where we've come from as a volunteer-engaging sector, to prepare for what comes next in our work. We had a chance to reflect on the past, present and future of volunteering with managers across North America this year, including in Midland, Ontario and Minnesota, USA. This two-blog series will explore insights from these conversations - let's dive in!

Lessons Learned from the Past

1. Barriers to volunteering must be identified and mitigated.

Barriers to volunteering are common, particularly at organizations with well-established volunteer programs. They can include everything from lengthy screening processes (think application forms, interviews,  tests, and/or police checks) to redundant and time-consuming training. While screening and training are necessary, the amount that you do should be proportional to the risk associated with the volunteer role in question. For example, you’ll need to do more screening and training of volunteers who work with hospice patients than you will for volunteers who pack food hampers.

2. Staff Buy-in is essential to a successful volunteer program.

Without staff buy-in, and, in particular, leadership buy-in, volunteer managers may not receive the support they need to foster robust volunteer programs at their organizations. It’s up to you, as a volunteer supervisor, to make the case for allocating more time and resources to volunteer engagement. First, identify who you need to advocate to, within the organization and externally. Then, establish your key goals and clarify how volunteers can help your organization achieve those goals. Set up an initial meeting, with a tangible outcome in mind, and articulate the value of volunteer work using data and testimonials. Following that first meeting, continue touching base to ensure you get the support you need.

3. Accountability and transparency are key to volunteer engagement.

It’s important to give your volunteers insight into how and why decisions about your volunteer program are made. Increased transparency means your volunteers are more likely to be onboard with any changes you institute and are more likely to experience a sense of belonging within your organization. The same goes for accountability. Your volunteers will appreciate it if you acknowledge mistakes you’ve made and involve them in steps to move forward. Just as important is celebrating your wins alongside your volunteers. Was their volunteer work instrumental in your organization achieving a programmatic goal? Let them know!

4. Volunteer recognition should be well-resourced and varied.

Volunteer recognition is incredibly important – volunteers who don’t feel appreciated are more likely to disengage from volunteer work, violate boundaries, or leave your organization. Hopefully, your volunteer group is diverse. If so, they’re likely to have a diversity of opinions on what constitutes meaningful recognition. Some may prefer to listen to a presentation about their impact, others may prefer an informal gathering, still others may simply want to be thanked in person for their efforts. If volunteers are central to the achievement of your organization’s mission, which they should be, then spending on volunteer recognition is a worthy investment.

5. Volunteer Burnout is real.

Volunteer work that is stressful or emotionally demanding can lead to burnout. Volunteers who are burned out may start showing up late or missing shifts. At its worst, they may become so disillusioned that they leave your organization altogether. Luckily, volunteer burnout is preventable with intentional, supportive approaches. Ensure that your volunteers are adequately trained and prepared for demanding work. Touch base with volunteers through regular check-ins so that you can determine whether and when they need breaks. Encourage your volunteers to take vacations. Set up projects to have an end date so that volunteers don’t feel that their work is never-ending. Avoid asking the same volunteers to take on new projects over and over. Employ these tactics and your volunteers will be with you for the long haul – and even if they’re not, they’ll leave with a positive impression of your organization!

These are just a few of the lessons shared by the volunteer managers that we chatted with at this year’s conferences. It’s always worth looking back and acknowledging our shortfalls and challenges, so that we can move forward with renewed focus. Do you have any lessons learned to share? Let us know in the comments!

Next up: what volunteer managers hope for the future of volunteer engagement.

On September 5, 2023, Toronto Police Service (TPS) launched a new system requesting police record checks. This platform now enables online requests for Vulnerable Sector Checks, along with Criminal Record Checks and Criminal Record and Judicial Matters Checks. Let’s explore the major changes to the process:

Accessing your Agency Account

If your agency is already registered with TPS for Vulnerable Sector checks, you received information about the change by email. Check your junk or spam email if you haven’t seen the details yet!

You will have received login information with a unique username and password. You can login to the organization-facing portal here: https://www2.policesolutions.ca/checks/services/toronto/organization.php

Once logged-in, you’ll retrieve your Program Number. This is your Agency/Organization Code. The number will include a combination of numbers and letters. Use this code when asking a volunteer candidate to get a Vulnerable Sector Check. More on this below.

NOTE: Vulnerable Sector Checks are now $26.72. A new service charge has been added to the cost of all checks, but Criminal Record Checks and Criminal Record and Judicial Matters Checks remain FREE for volunteers. Have you considered if a Criminal Record Check or Criminal Record and Judicial Matters Check might meet your needs? Learn more about what you’ll find on each type of check from the Government of Ontario.

The New Request Process

Volunteers can now request their Vulnerable Sector Check directly on the TPS website. Here are the steps they will need to follow to request a check online:

1. Go to the TPS police check site: https://www.tps.ca/services/police-record-checks/
   
2. In the yellow bar with the text “Register for an Adult Police Record Check Account”, click the “FILL OUT FORM” button. View an animated GIF to help volunteers find the form.
   
3. The volunteer will need to provide their:
   1. Name,
   2. City and province of residence,
   3. Contact information, and
   4. They will also need to create security questions and answers (for password retrieval) and agree to the user agreement (EULA) and consent to Forrest Green (TPS provider) and TPS themselves for searching their data.
4. Volunteers will get a temporary password on the next screen, which will also be emailed to them. Remind volunteers to save this password OR change the password when they login.
5. Once the account is made, a volunteer can login with their account to make the request here: https://www2.policesolutions.ca/checks/services/toronto/login.php
6. Once logged in, a new application will be automatically started – the first step is to scroll down and choose the appropriate check.
7. After choosing the type of check, the form will expand to ask for more information: (View an animated GIF to see how this works)
   1. For Criminal Record Checks or Criminal Record and Judicial Matters Checks, it will ask for the Position name and Organization.
   2. For Vulnerable Sector Checks, it will ask for the:
      1. Position name,
      2. Organization Code,
      3. Vulnerable Clientele Duties, and
      4. Which vulnerable sectors the volunteer will be working with.
8. After selecting “submit and continue”, the volunteer can proceed through the stages of the application, providing personal information, ID information (which is verified through Toronto Police Service’s provider) and payment (credit or VISA debit).
9. After submission, volunteers can track the progress of their police check through this portal.
10. It is the volunteer's responsibility to share the results of the police check with you. They can send you the PDF to view. You will need their date of birth in the format YYYYMMDD to unlock the PDF file.

We have created a version of these instructions for your volunteers. Find them here.

Other Options for Applying

You can still use a physical form for Vulnerable Sector Checks. This should be filled out with the volunteer and either mailed to or dropped off at Police Headquarters (40 College Street). The form has been updated and will require your Organization Code/Program Number and brief details about how the role works with vulnerable populations. This is to ensure that the request aligns with the requirements and rules around Vulnerable Sector Checks. If you haven’t received the new version of the form, please contact us. If you use the old form, or fill out any part of the form incorrectly, it will be returned to you with a letter stating that requests can only be made online. You can still use the NEW form by mail.

Volunteers can also now go directly to Police Headquarters (40 College Street) to request and pay for their police check (any level) in-person at the Information Access counter on the main floor. The counter is open Monday to Friday, excluding statutory holidays, from 7:00 a.m. to 4:30 p.m. They will need your Organization Code/Program Number to request a Level 3 check in-person, along with the vulnerable duties and clientele. Prepare them with this information so they won't be turned away.

Changes for Youth Applicants (Under 18 Years)

There are specific rules around requesting checks for people under 18. TPS will now only process applications for any level of check if the under-18 volunteer is working with a government (of any level). More details are listed under “Youth Applications” here: https://www.tps.ca/services/police-record-checks/

Terms of Service Replace the Memorandum of Understanding

In the past, organizations signed a Memorandum of Understanding (MOU) with TPS to be able to request Vulnerable Sector Checks. This has been replaced with a Terms of Service you will agree to when logging into the organization portal.

The Terms of Service:

• Clarify that the Vulnerable Sector Check will only be sent to the volunteer,
• Confirm that the decision to recruit the volunteer upon receiving this information is up to the agency,
• Remind organizations that completed checks they receive should be destroyed after or kept safe (Section 5.3), and
• Affirm that organizations have already screened the volunteer candidate.

Section 6, regarding the roles and responsibilities of organizations requesting Vulnerable Sector Checks, should be read in detail. Human Rights Training (section 7) also remains a requirement. The online course on “Ontario Human Rights Code and Police Checks” fulfills this requirement. 

Not a Registered TPS Agency?

Does your organization want to become a registered with TPS to be able to complete Vulnerable Sector Checks? Contact PRCPRegistration@tps.ca with a letter on your organization’s letterhead outlining your interest in joining the Police Reference Check Program (PRCP) including the agency’s name, mailing address and phone number, your email address, and a description of the organization and how it connects with the vulnerable sector.

More details will be added to this post as they become available.

Estimated reading time: 5 minutes

Are volunteer fairs part of your recruitment strategy? They should be! Of course, fairs offer the opportunity to easily connect with dozens, even hundreds, of prospective volunteers. They also give you the opportunity to raise awareness about your organization’s work and connect with other like-minded organizations who might want to partner. But only if you’re prepared to make the most of them!

Before signing up for a fair, you’ll want to ask yourself a few questions:

• Are you currently recruiting for multiple volunteer roles?

• Does the fair’s location and audience (e.g., a youth fair held in Scarborough) line up with your recruitment needs?

• Do you have the capacity to screen or follow up with all the potential volunteers who apply directly/sign up for your mailing list at the fair?

• Are you or your colleagues willing to attend the entirety of the fair?

• Do you have sufficient (or a budget for) promotional materials?

If you answered yes to all the questions above, attending a volunteer fair or two sounds like a good fit for your organization!

Now comes the matter of what to pack for the fair. Feel free to use the checklist below:

q Tablecloth (ideally branded)

q Décor (could be related to your programming – e.g., an art gallery could bring prints)

q Pop-up banner (table-top or full size)

q Flyers, pamphlets, posters, business cards, and/or postcards which include your organization’s contact information

q Position descriptions (printed out or digital)

q Sign-up sheets (printed out or digital) and pens, if needed

q Branded giveaways (e.g., pens, buttons, magnets, fans, bookmarks, etc.)

q Candy (or other nut-free snacks) and bowls - make sure they're individually wrapped!

q Instruction signs (i.e., “Sign Up Here” or “Win a Prize”)

q Water and snacks for your representatives

q Laptops/tablets, charging cables, and an extension cord

q Portable Wi-Fi hotspot (if no Wi-Fi is provided at the fair)

q Tent/canopy and weights/sandbags (if outdoors)

q Portable folding chairs and table (if not provided)

Make sure to bring more giveaways than you think you’ll need! For example, if 300 people are expected at the fair, bring 600 postcards. That being said, make sure not to crowd the table – bring a suitcase full of supplies to keep under the table which you can use to replenish your booth throughout the fair.

Now that you know what to bring, let’s think about how best to engage with fair attendees. Follow the etiquette rules below for best results:

• Make sure to arrive on time! The majority of attendees will arrive at the start of the fair – don’t miss your chance to interact with them.

• Be ready to answer questions about your organization’s work and volunteer program. Have a 30-second elevator pitch prepared!

• Listen to attendees carefully – if you think that their skills and experience aren’t a good fit for your organization, don’t take up too much of their time.

• Avoid sitting down unless traffic is slow or you need to – in fact, it’s best to be out in front of your booth, drawing people in.

• Unless capturing content for social media, avoid using your phone too much in front of attendees.

• Attract attendees with a game and prizes or an interactive activity related to your volunteer program (e.g., Habitat for Humanity has been known to bring wood and nails for people to hammer in).

• Don’t feel the need to draw attendees away from fellow exhibitors by interrupting their conversations.

• If there’s a lull in attendee traffic, be sure to take some time to mingle with your fellow exhibitors. This is easier if there’s two of you staffing the booth.

• Don’t forget to bring business cards to hand out – you might make a fruitful connection with whom you can explore partnership.

• If you’ll be sharing a video or audio, make sure to keep the volume low or provide attendees with headphones.

• Try to eat before the fair starts, as it may be difficult to get away for breaks at a busy fair and you don’t want to risk getting your display messy by eating at your booth.

• Make sure to complete a feedback form, if offered one! This will help event organizers continually improve the fair-going experience.
  

There you have it! We hope these tips will prove helpful as you prepare to exhibit at your next volunteer fair.

Estimated reading time: 7 minutes

A year ago the Supreme Court decided that charities, and their volunteers, should play a bigger role in their communities—they allowed charities to advocate politically for their causes and clients.

Advocacy is a new tool to help charities achieve their goals. A charity that runs an out-of-the-cold program to help homeless people can now also advocate for long-term housing programs and a soccer club can advocate for field clean-up and maintenance.

This change is particularly exciting because charities are so well positioned to be effective advocates. Charities are trusted by the public more than nearly every other group. They have amazing networks, built up over time by working within their community. And charities often work at the grassroot level—they know what is affecting their communities and which issues need to be raised.

Advocacy work is very exciting, but it can be hard to know how to start. Here are some tips to get you started the right way: 

Do your research 

First and foremost, advocacy is about getting specific decision makers to act. To succeed, it’s important to understand the decision maker you’re trying to reach and what they find compelling. Visit their website and do some research to find out what issues they care about and what they’ve said to the media. Connecting your mission to issues they care about is a powerful way to create traction.

Develop relationships

Like everyone else, decision makers respond best to people they’re familiar with. Getting to know them and letting them get familiar with your organization before asking something of them will make your work easier down the line. Inviting local politicians and decision makers to your events and visiting their offices takes a little bit of effort, but will pay off big later.

Get personal

It can be tempting to send staff members to present data and statistics when trying to make your best case, but politicians usually respond best to the everyday voters that make up their constituency. Having volunteers and clients share real stories about their experiences will speak volumes and mean more than statistics ever will.

Follow the rules

It’s important to understand that while advocacy is a powerful new tool it still falls within a set of rules. Your advocacy has to fit within your charitable purposes. You should remain non-partisan—it’s okay to talk to politicians and raise public policy issues, but don’t promote a particular party or candidate. And you must register if you’re going to lobby provincially.

This was a guest blog by Sean Meagher of Ontario For All. If you want to learn more about how advocacy can help your charity reach its goals, you can find more tools and tips at www.ontarioforall.ca. And feel free to get in touch by email at ontarioforall@gmail.com or by phone at (416) 820-7889.

Estimated reading time - 3 minutes. Episode runtime: 13:14 minutes. 

Now on iTunes!

Sammy here—your Training Specialist from Volunteer Toronto. Episode 10 of Little Bites is here with more Solutions you can Snack On!

At Volunteer Toronto, we know volunteer managers, like you, are busy. If you’re looking to save time, on challenges from small to big, we’ll give you tips during every episode of Little Bites. Each month I'll welcome a different guest to talk volunteer management, favourite snacks and great ideas we think you should know about.

It’s our season finale! In this episode, we take a look back at some of the best tips from the last 10 episodes of Little Bites. From barriers faced by volunteers to volunteer management software, take a listen to some of the biggest topics from a year’s worth of episodes:!

This episode features highlights from five past episodes, you which you can listen to here:

• Episode 1 – Barriers faced by volunteers, with Lisa Robinson from Volunteer Toronto
• Episode 2 – Year-round recognition, with Andrea Field from Bata Shoe Museum
• Episode 5 – Social media for volunteer programs, with Cara Eaton from Volunteer Toronto
• Episode 6 – National Volunteer Week special, with Adriane Beaudry from Heart and Stroke Foundation
• Episode 9 – Volunteer management software

Thanks for listening, and keep snacking!

As Volunteer Toronto's Training Specialist, Sammy Feilchenfeld develops and delivers in-person, online and on-demand training in order to support managers and coordinators of volunteers in Toronto’s non-profit and charitable organizations.

Estimated reading time: 5 minutes

I’ve had a complicated relationship with self-care. While I agree that everyone should be caring for themselves, I also know that self-care can turn into as much of a burden as it is a tool.

What if instead we create communities of care rather than letting care be an individual responsibility. By engaging in a support structure—forming social bonds and being available to each other—we can help to make sure that no one slips between the cracks.

As volunteer coordinators and managers, we have the opportunity to form these communities of care. Sometimes the difference between feeling alone in caring for your mental health and feeling like you have a team behind you can be astounding.

So how can you, as a volunteer leader, create a community of care?

Change the conversation

Rather than asking how someone is caring for themselves let’s ask how we can care for each other. By shifting the conversation to focus on mutual care we can form stronger bonds and work towards powerful support networks. We’ll all be healthier for it.

Talk one-on-one

If a volunteer seems off, then ask them how they’re doing. Trust your instincts, if you think a person’s behaviour or mood has changed it’s worth checking in on them. Reaching out can make all the difference.

Talk as a group

Start each shift with a group check-in. Consider everyone’s energy level and see how people are feeling, both emotionally and physically. Be open and authentic with what you share so that you set the tone for everyone else to share comfortably.

Know that you won’t make it worse.

Don’t be afraid to start the conversation with your volunteers, people will often avoid bringing up an issue themselves because they are worried about being bothersome or upsetting. You will only improve the situation by asking about it. In fact, if your volunteer is dealing with mental illness they may be isolating themselves from many other support systems. You might be the only other person they’ve seen that day. So ask, always ask.

Accept your limitations

We’re all human, we all struggle. It’s okay to say that you don’t know how to help someone but that you see them and you care. It’s not your job to have all the answers—it’s your job to support your volunteers, and I bet you’re pretty great at that already.

As you begin to build your community of care remember—the better we support each other the better we can serve our communities. Looking for more information about helping your volunteers be all they can be? Check out the Supporting Volunteers: Motivation, mentorship, and management course in our online learning centre.

Estimated reading time: 6 minutes | Written by Jess Gillis, Former Communications & Administrative Assistant at Volunteer Toronto

Grassroots groups and non-profits are often strapped for resources, and it's not uncommon for volunteers, members and staff to wear many hats. Is your Kitchen Assistant managing your website? Are you tweeting two weeks' worth of content at 2 a.m. on Friday because that's the only time you have to do it?

Some say, "Never judge a book by its cover," but many of us still do. The same can be said for your online presence. Not everyone is going to care if your Facebook cover photo is badly cropped and pixelated, but ignoring comments, having impossible-to-find contact information, or being invisible on Google may cost you clients, followers and/or legitimacy. If this sounds familiar, these tips and tools are here help.

Five tips

Get branded

Getting branded is less painful than it sounds. Your organization's brand is essentially colours, fonts, shapes, messaging, language and–ideally–a logo that represents your mission, vision, values and voice. Even selecting colours and fonts to use consistently can improve your digital image and reputation. If you'd like to dive deeper into, check out this resource.

Have a website

Your website doesn't have to be fancy, or complicated, but it should exist. Think of it as your central hub that holds your contact information, links to your social media, information about your organization, and even a "donate" button. When you're out connecting with folks, you can simply direct them to your site. While it's not free, consider registering a custom domain for your site (they cost around $15 per year).

Get on social media

Social media can be intimidating, even for us pros. Though it can ask a lot in terms of time and energy, it also gives back, like a platform for conversation, and unique insights into your crowd. Social media platforms are super accessible to anyone with a device and Wi-Fi, and entire social movements are being built there.

Maximize your socials

Social media works best when you have a large–or a smaller, but highly engaged–network. The most effective way to achieve that (without a huge budget) are to provide the following:

• Good quality content — Relevant to your audience's interests and the channel (e.g. GIFs on twitter, photos on Instagram)
  

• Strong engagement — Responding to comments and messages, directing your audience with calls-to-action (e.g. "tag a friend who would cuddle this cute dog!"), and most important: listening to your audience so you know what they like and what they don’t!

• Consistency — If you're radio silent for 3 weeks then post 10 things in 10 minutes on Facebook, your content will get lost and your audience will get confused. (Also, Facebook's algorithms like around 1 post per day).

Schedule!

Lastly, make a calendar like this one and plan when you’ll post certain content for your website or socials. Use your spare time to bank content (articles, links, event postings, etc.) for the week, or even the month ahead, and use an app or website (listed below) to schedule it on social media. Then, hop online during your commute or when you have a spare minute and share, retweet and respond to inquiries. Use free tools like Google docs and Trello to stay organized and communicate with your team.

Five tools

Canva

Canva is an accessible tool with pre-made templates for all of the common social channels, in addition to free images, clip art and fonts. They also have a wide selection of templates for printed assets, like brochures, envelopes and posters. Canva has a free option for non-profits that allows you access to the upgraded premium option for free (it's well worth it to upload your brand colours and fonts, and use the "magic resize" function).

Check out these tutorials:

• 60 Second Design
• Branding Basics
• Intro to Canva for Work

Wix

Need a website? Wix is a great free option. With intuitive drag and drop functionality and hundreds of free templates and apps to choose from, its HTML-based sites are also optimized for mobile. It's also super easy to preview what your site will look like live. Click here for a quick intro lesson.

• Pexels
• Pixabay
• StockSnap.io
• Unsplash
• Gratisography

• 1001 Free Fonts
• DaFont
• FontSpace

Remember! You don't have to jump into every social media channel, app, or website builder right away. Some of these tips and tools may work for you, some may not. Maybe the conversation you want to have is on Twitter, or maybe you have a visual presence that would do better on Instagram or Pinterest. Start small, and build your presence as your knowledge and capacity grows.

Toronto is home to more than 200,000 college and university students across multiple campuses and programs. While these students vary in age and experience, many are looking for volunteer opportunities that align with their education. Wondering how to connect with this dedicated cohort? Check out these considerations.


Recruitment
Don’t wait for students to find you, go directly to them: attend job and volunteer fairs at colleges and universities, and connect with groups, programs and offices that align with your work.

Connect to career paths: Be clear about how volunteering with you can align with a student’s career and education goals.

Adjust your engagement process: Provide upfront information about how long screening and onboarding will take, and consider how exam periods and breaks will interrupt the process.


Scheduling and Commitment
Be flexible: Volunteering won’t be most students’ top priority, so enable self-directed scheduling, project-based engagement, and built-in breaks when engaging these volunteers.

Focus on shorter commitments: As with any volunteer, a commitment of six months or longer will be difficult. Ask for shorter-term opportunities that fit within student schedules over summer, breaks, or during semesters.


Designing Roles
Focus on impact: Create volunteer roles where students can see the impacts of their efforts clearly, and share that impact with volunteers.

Provide autonomy: Give volunteers real responsibility and trust them to succeed. This includes appropriate training and supervision when needed, and also being “hands-off” to give volunteers the space to try and succeed. Consider how volunteers are treated as valuable members of the team and valued by everyone at the organization.

Ask for Input: Find out from existing post-secondary volunteers what they like about the role, what they want to see, and how roles can be enhanced for future volunteers. 

Volunteers can burnout when their work becomes too draining, demanding, or mentally challenging. This can happen when there’s too much work or not enough to do. It can happen when they take on too much emotional load without support. And it can happen when volunteers feel like they aren’t heard, or their efforts don’t make a difference.


It’s important to recognize the signs of burnout as they happen – volunteers saying they have too much to do in the role, or a change in behaviour matched with a reduction in excitement or energy when volunteering. When you notice a change, talk to the volunteer. They may tell you that they’re having trouble with the role in a particular way, or that they don’t enjoy volunteering anymore. Volunteers may not know when and how to come to you when something is bothering them with volunteering!


If a volunteer is already burnt out and considering leaving, make it as easy for them as you can. Offer time off or invite them to complete an exit survey/interview, and thank them for their time.


If a volunteer is burning out but still wants to remain with you, then work with the volunteer to understand the issues leading to burnout. It’s your job to address the things that you can change, like workload or emotional supports. You also need to recognize – and help volunteers understand – that not everything is within your or their control. Sometimes people will give too much or simply run out of energy or passion, and that’s ok! You can only do what you can to support volunteers. 

Estimated reading time: 2 minutes 

Whether they are the front-line and driving force of your organization, or they play an integral role in putting smiles on your seniors’ faces, engaging high school volunteers can be a challenge. But it doesn’t have to be!

Helen Lin - Youth Audtior

For our August Subscriber Circle on “Engaging Youth Volunteers” we asked high school student and Volunteer Toronto Youth Auditor Helen Lin to attend and offer her perspective to the discussion. Here’s Helen’s thoughts on three of the main questions discussed at the circle. 

Question 1: Some of my volunteers come intermittently, how can I get them to maintain regular shifts?

Helen’s Observation: Two volunteer managers shared that they do not sign any papers until the volunteer has reached the minimum commitment that they signed up for. I think it is certainly acceptable to be strict with your no-show policies, but attendance and punctuality can also be enforced by letting your volunteers know how important their work is to the organization.

Question 2: How can I convince volunteers to stay beyond their 40-hour mark?

Helen’s Observation: There are two types of volunteers: the ones who just want to complete the bare minimum, and the ones who want to seek meaningful opportunities. For the first group, have a conversation about the meaning behind volunteering. Lead them to an epiphany! When I started volunteering, I was caught up in the number of hours, but since then I have been able to think more deeply about my work and what it all means – to myself, the organization, and the community.

Question 3: What if it’s just not working out for the volunteer?

Helen’s Observation: They tell you networking is the most important skill these days, and it can really be beneficial for your volunteers. From the application and interview, you will know what volunteer’s goals are, or why they applied for your organization. Unfortunately, sometimes it doesn’t end up working out. One volunteer manager shared that she had many interested volunteers but no place for them because the organization is centred around heavy conversations concerning death. If you know another organization that could use an enthusiastic volunteer, being that connection could help make a perfect match.

Need more help? We’ve got you covered! This post only scraps the surface of ways to better engage youth in volunteering with your organization. If you are looking for some solid advice and next steps, we would highly recommend booking a Youth Audit, where our Auditors go into detail on the topics that are involved with youth in volunteers, such as selection and training, communication, benefits and perks, and promotions and advertising!

Helen Lin is a grade 10 students at TOPS - Marc Garneau Collegiate and she is a Youth Auditor at Volunteer Toronto. She started formally volunteering at age 12, and hasn't stopped her community involvement since. Helen has also volunteered at SickKids Foundation, TEDxYouth@Toronto, Ladies Learning Code, and Baycrest Hospital. Her passions include gender rights, sustainable development, global health, social innovation, engineering, and entrepreneurship."

Estimated reading time: 10 minutes 

Building connections between volunteers is a great way to foster better engagement. This empowers volunteers to develop relationships that continue even when they stop volunteering.

To start building your volunteer community, try:
- Discovering the motivations for volunteering and aligning volunteers around shared goals

- Sharing volunteer experiences and stories, including quotes, photos and videos from volunteers and clients

- Bringing in community animators to bring your spaces to life

- Centring the volunteer’s impact in everything they do


Online Communities
You can use a social media or instant message tool to help you build your community virtually. This can allow volunteers to connect with each other, share ideas, and build their relationships. A volunteer-specific newsletter can let volunteers know what’s happening and create spaces for volunteers to contribute and share.


During On-Site Shifts
Set aside a space for volunteer communication, like a whiteboard or post-it wall. Offer optional learning and gathering sessions for volunteers, and opportunities for volunteers to connect with people from different programs. If you’re able, provide a shared space for volunteers (and staff) to gather on breaks and build relationships.


Between Shifts
Offer training that is both role-related and helps with volunteer’s own development goals. Host appreciation events for a variety of recognition preferences, including those where volunteers can bring friends or family. If possible, provide discounts or free admission to partner events, encouraging volunteers to attend together.


These tips are just the start, and it’s important to learn from volunteers around how they want to connect and build community.

Estimated reading time: 10 minutes

Every year, you might find it easy to share the number of volunteers your organization engages, or how many hours these volunteers gave. However, these numbers don’t tell the full story of the impact your volunteers are making. You may not even realize it, but you might have a wealth of data already at your fingertips to help you communicate the real impact of volunteers! Here are a few steps to get you there:

Step 1: Get to Know Your Volunteers
Whether you have volunteers providing direct service to clients, or people sharing time helping with data entry and donor communications, your volunteers are making a difference across the organization. This also includes your Board of Directors, a vital volunteer role that every non-profit and charity must rely upon. To share everyone’s impact, get to know all of your volunteers and encourage your manager, senior leadership and other staff to build these relationships as well.


Step 2: Collect the Data You Have
Alongside volunteer hours and shifts, look for program-specific data. Think of things like how many meals volunteers delivered in a specific time period, the number of clients assisted, or the amount of funds raised. Your organization may be tracking this information in different places, so it’s good to collect all the important data that shows what your volunteers actually did while volunteering.


Step 3: Evaluate to Discover the Data You Don’t Have
You may not have all the data you need, so a program evaluation could be helpful. For instance, you could ask program participants or clients a question about their health, wellbeing, knowledge or some area before they get support from volunteers, then ask the same question again afterward. If the response changed, you now have an “impact measurement” to show what the volunteers did.


Here's an example for a Friendly Visiting program, where volunteers meet with clients in their homes once per week to provide social interaction:

- When a client joins the program, they fill out a short survey. One of the questions asks how much they agree or disagree to the statement “I feel socially isolated” on a scale.

- Let’s say the client answered “strongly agree”, meaning they felt very socially isolated.

- After a month or a few months of volunteer visits, the client is asked the same questions.

This time, the client said “disagree”, meaning they no longer feel the same degree of social isolation. The organization can now measurably share that the volunteer made an impact!


Step 4: Change the Reporting Narrative
As you collect more data, you’ll find ways to go beyond basic volunteer numbers to show staff, leadership and your community the impact volunteers are making. Share a story or impact measurement in team meetings and newsletters, highlight volunteer impact across your communication channels, and consider going beyond a single page in Annual Report to a greater celebration of volunteer impact.

Check out some examples of Volunteer Impact Reports from the Ottawa Food Bank and Ottawa Community Housing.

Estimated reading time: 10 minutes

When we review volunteer role postings on our website, we sometimes notice volunteer managers asking for “fluency in English” among the requirements. You may not realize it, but asking for “fluency” could shut the door on a huge pool of potential applicants with a lot to offer.

That’s because being “fluent” in a language is not an easy thing to quantify. Many people may feel they don’t have perfect mastery of the language, even if it’s their first or only language. There are also potential volunteers who may be looking to improve their English, and they might already have the level of English proficiency you’re looking for. Although some roles may need “complete” fluency, most can be accomplished with varying levels of language skills. Changing your approach to asking for language skill can help make your volunteer community more accessible.

Start by asking yourself:
- What will the volunteer in this role be doing? What are their specific tasks?
- How much communication is needed as part of the role? How will this communication happen? (In-person, online, over the phone, in writing, etc.)
- How much communication will be spontaneous (such as clients with possible questions) or prepared in advance (such as leading a practiced presentation)?

What jargon or technical language will this volunteer need to know? How much should they already know and how much will you train them?

Once you’ve considered these questions, update your position descriptions based on the specific skills you need. For example:

If a front desk will be greeting clients and helping them feel welcome, say that the volunteer “must have good conversation skills and a friendly approach”.

If a communications assistant volunteer will be writing blog posts or articles, say that the volunteer “must be able to write and proofread clear, concise and engaging content”.

If an outreach volunteer will be doing group presentations, say that the volunteer “must be comfortable with public speaking and be able to clearly explain our services to a group”.

You may even discover that some of your positions don’t have specific language requirements after all! Don’t forget to also write your position description in the clearest possible language to ensure volunteers will understand. A tool like Hemingway Editor can help, letting you know how easy or difficult your position description is to read.

Not only is being specific and direct about the real requirements of the position a fairer and more inclusive way to recruit, but it will also broaden your applicant pool and help you find the best volunteer for the role.

 Estimated reading time: 10 minutes

One of the common questions Volunteer Toronto gets from volunteer managers is “How do I get my colleagues, senior leadership and others to buy-in to volunteer engagement?” A lot of volunteer managers are a team of one, leading or supporting a large and essential volunteer engagement approach. This means that others in the organization need to show support and sometimes supervise volunteers. While you might face some resistance to supporting volunteer engagement, it’s important to help other see the value of volunteers. Here are some helpful responses to the most common statements that staff and senior leadership might use when it comes to volunteer engagement.

“It’s more trouble than it’s worth”
Volunteers bring great benefits to:
- The organization by increasing the efforts, skills & perspectives contributing toward achieving your mission.
- The community by changing the quality and types of services you provide.
- The volunteers by providing valuable experience, skills and community.
- The staff by providing opportunities to practice supervision and management skills along with additional resources available to their area of work.

“I don’t want someone else to do my job.”
 Volunteers shouldn’t be brought in to do the same work as paid program staff. They should support that work by adding value for clients & the organization. When appropriate, staff can help identify volunteer roles based on needs.


“I don’t know how to work with volunteers.”
You may need to provide or find training for staff on some elements of volunteer management, but the added benefit is that this training will give staff a better understanding of the value of volunteer engagement.


“I don’t have the time.”
Staff shouldn’t supervise volunteers unless it’s part of their job description. Senior leadership should also provide support to these staff to develop management skills and recognize their contribution.


“We don’t really need volunteers.”
Remember your organization’s mission – if the strategic and work plans include volunteers to achieve your goals, then the benefits are clear and volunteers should be brought on board!

 
It may be difficult to get staff to buy-in to volunteer involvement – being prepared with answers to their comments can be a great start. If you really want to get a head start on getting staff ready for volunteers, check out Volunteer Toronto’s Custom Training. Our knowledgeable and dedicated trainers will come to your space to provide training on the topics you need.

Estimated reading time: 3 minutes 

Orientation and training are important for all volunteers to perform their duties effectively and safely. Providing good training helps volunteers make an impact right away. It’s important to remember that everyone learns differently, and the same format of training may not work the same for each volunteer.

If you want to make sure you’re providing effective orientation and training for your volunteers, take note of these helpful tips:


Keep Training Practical
Hands-on, practical approaches to learning will help you bring training to life. Use discussions, role play, scenarios and critical inquiry activities to empower your volunteers to learn by doing.


Cater to Different Learning Approaches
Some volunteers may prefer visuals to help them learn, while others may prefer to listen. Learning approaches change throughout the day – so ask your volunteers how they like to learn to provide the training possible!


Connect to Personal Experiences
Learning happens best when people can apply new knowledge to their own experiences. Give opportunities for new volunteers to discuss and share perspectives, and for existing volunteers to provide their own experiences.


Think about Motivations
Every volunteer will be drawn to your organization for their own reasons. A lot of these motivations to volunteer can overlap, and you can use these in your training. If volunteers are looking for social opportunities, for instance, give plenty of chances to connect in learning.


Anticipate Needs
Volunteers may be more engaged knowing there’s food on the way, or refreshments available. Others may want multiple breaks to stretch, move around, or even socialize. Think about the needs of your volunteers to provide the best learning experience.


Provide Reminders
It won’t be possible for volunteers to remember everything you teach them. Provide reminders in the form of follow-up emails or messages, additional resources, and refresher training to keep learning front of mind.


These tips can help you develop and deliver volunteer training that will keep volunteers focused and ready to make an impact.

In the lead-up to International Volunteer Managers Day on November 5th, we decided to help the novices in the field with a little advice from those who remember what it's like to be new at Volunteer Management. 


Check out our final installment with advice from Abha Govil, Coordinator, Volunteer Services at Scarborough Centre for Healthy Communities.

What advice would you give? Write your thoughts in the comments section below.

Estimated reading time: 10 minutes

While it can feel counterintuitive to dismiss or fire a volunteer, it’s an important and formal part of the engagement process. When there’s a volunteer performance or conduct issue, you want to take steps to provide feedback, suggest solutions and continuously follow up. When an issue becomes insurmountable, dismissal is the only path forward. Here are a few important considerations when planning for dismissal:


Focus on Prevention
Ensure volunteers have a clear understanding of their expectations and responsibilities. This should come alongside effective onboarding and training, including ongoing training to refresh volunteers on their duties and boundaries. While not every volunteer can be supervised regularly, you want to have processes in place to stay up to date on volunteer activities. This can help you prevent issues from worsening.


Understand the Cause
If there is an issue, it’s important to understand the underlying cause. There may be a disconnect between the volunteer’s expectation of what they should be doing in the role, or maybe they don’t feel properly equipped to fulfill the duties. Also consider how a volunteer’s personal life may impact their ability to perform the role. Ask volunteers if they know what they did wrong and if there’s anything impeding their ability to succeed.


Document the Plan
When you talk to a volunteer about an issue, make sure you focus on why the issue is a problem for the volunteer, client or organization. Also, be specific about changes you want to see. Then, write down that the conversation took place, and follow up with volunteers regularly. If they’re not able to make changes or improve, you have a clear path forward.


Consider the Alternatives
In a lot of cases, a volunteer may leave on their own, but they need the encouragement to know this is alright. Offer time off so a volunteer can deal with any personal matters, and keep in mind that they may not come back. Look at different roles or formats that could be a better fit, or refer them to another organization or program if appropriate.


Follow the Dismissal Procedure
You must have a dismissal policy BEFORE you dismiss the volunteer. This policy will clearly lay out the grounds for dismissal and the procedure for dismissal. For example, you may have a two-warning approach. Or you may determine that certain behaviour, conduct or performance leads to immediate dismissal. In any situation, follow this process exactly and document everything. This will include a formal letter to the volunteer informing them of dismissal.


While it can be hard, it is acceptable and appropriate to dismiss volunteers. It’s a real part of volunteer engagement and can’t be left as an afterthought!

What do you think? To get in on the discussion, join the next Subscriber Circle, where we will be discussing Volunteer Orientation.

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