If it comes for free, you must find a way to use it!! That view pretty much sums up most why most organisations rarely turn away a person who has volunteered to contribute. But stop! if your organisation is not ready and prepared adequately to take on volunteers, you might actually be getting into bigger trouble by taking the person on.

Let's face it. The voluntary sector in India suffers from a dearth of professional and skilled people. So anyone who offers to help must be obviously welcome to. Right? Well, of course. But, the two key things to do before recruiting a volunteer are to assess the need for one and use the volunteer's time and skills effectively so that it's a rewarding and sustainable relationship for both the volunteer and the organisation.

Assessing the need

• The two key things to do before recruiting a volunteer are to assess the need for one and use the volunteer's time and skills effectively.
  Learning from past experiences: If you have worked with volunteers in the past, in your organisation, and have had unsatisfactory experiences, explore reasons why the relationship failed. Some likely causes: the volunteer didn't have anything 'concrete' to do, s/he had to 'create' tasks, didn't have a definite job description, wasn't given a formal orientation, didn't need to 'report' to anyone, wasn't ever evaluated, wasn't given any feedback, his/her skills were inappropriately used. This list, in fact, can go on much longer. However, the most likely reason might have been that the organisation in fact didn't need the volunteer at that time.

• Determine staff vs volunteer tasks: Keep your organisation chart in front of you - determine the tasks that staff do and determine the tasks that need extra support and the staff that need extra help. Draw up a list of both and assess whether the support can be solicited form a volunteer or whether you would actually need to 'hire' someone - remember some skills are simply not easily available for free and often not for long periods. An example of such a skill might be a special educator for a group of mentally challenged children. You might, in the rare case, find a volunteer with the specific skills needed but you must additionally ask yourself if s/he can commit long term to offering those services.

• Divide the tasks/project into short term activities and long term activities: Break down the project or tasks for which the volunteer is being sought into short term and long term ones, and determine the skills, commitment and other characteristics needed for each separately.

• How many volunteers?: Determine exactly how many volunteers you will need to accomplish the task - the golden rule being the more volunteers you recruit the less you are likely to accomplish. Distinguish between how many volunteers you 'want' and how many you 'need'

• Oganisational culture and volunteer input: Organisations tend to have cultures of their own - cliques are formed, relationships set, working patterns vary between organisations - make sure that your organisation is 'open' to working with volunteers.

Using your volunteers effectively

• Understanding the volunteer: If the volunteer has approached you, then spend time to find out why the person wants to volunteer and why with you. Often, organisations tend to be presumptuous - for example, if a chartered accountant has volunteered, you are likely to presume it is to help with your finances - instead it might be that s/he wants to use a skill that regular work does not allow - like teaching children to sing or dance.

• Orient the volunteer: Spend the time and energy to take the volunteer through the organisation, its activities, staff, programmes - irrespective of whether all of this will be relevant. It helps the volunteer get a complete picture and also helps him feel respected and important.

• Appropriately assign specific tasks: Ensure that the volunteer has specific tasks assigned. Often, organisations tend to use volunteers as 'the odd jobs person'. Give the 'high risk' tasks to experienced volunteers rather than first timers. Make sure that there is a written job description that has been discussed and get the volunteer to sign on to it.

• Assign adequate supervision: Make sure that the volunteer is supervised. Be sensitive to issues of age and experience, especially if the social and cultural setting is such that status and hierarchy are assigned by factors such as age and experience. For example, if you have a 60 year-old retired school teacher volunteering in your non formal education centre, make sure that the person who is supervising him is not a 23 year-old young teacher trainee! Make sure that the staff person has the time and the inclination to support/supervise the volunteer.

• Provide feedback: Volunteers must be given feedback - both positive and negative - about their performance. Do not hesitate to 'pull up' a volunteer if s/he slips up or fails to deliver. Often, this makes the volunteer feel more a part of the organisation and that their contributions are taken seriously. Give appropriate positive reinforcement. Acknowledge volunteer contributions in your annual report, at public fora, etc.

• Say goodbye when appropriate: If you find that you no longer have need for the volunteer, do not be afraid to say goodbye. Warn the volunteer, try and find a meaningful alternative placement either within or outside your organisation. Give the volunteer an appreciation farewell and a thank-you letter, or whatever else is appropriate, and let the volunteer know you will be in touch when the need arises again.