In this chapter, the author illustrates how critical it is to properly and systematically orient volunteers to the organization in order to establish a foundational relationship that supports a volunteer’s motivation for involvement and for the mission of the organization. This chapter provides rationale and guidance for would be creators of orientation programs including reasons for orientation programs, what should be covered in an orientation, how it differentiates from training, and how to pace programs over time.
At the time that I read this chapter I was volunteering for an animal rescue organization which facilitated the adoption of dogs and cats. They had recently purchased a new facility after roughly 30 years of leasing and boarding help from longtime volunteers. Everything I learned about the organization and my role I learned at the behest of scheduled shift leaders. It was apparent at the outset that there was no formal volunteer program, nor documentation for volunteers to work from. The implication this chapter has for non-profit organizations is really no different than workplace onboarding at most for-profit organizations. Orientation is an organization’s first impression. It’s an opportunity to welcome new members to the community, help them identify with the mission, and convert them potentially into future recruiters and donors to the organization. I would characterize my involvement with the organization as free labor, rather than having had sense of belonging socially or feeling devotion for the cause. I understand that my experience is common to non-profit work, and it would be no surprise to many that the organization has since folded.
LO 2: Demonstrate the ability to assess complex organization environments and achieve communication goals.
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