Time and money will have been spent, and confidence in the volunteer programme may suffer, both internally and in the eyes of clients. Therefore recruitment should be seen as an ongoing process that ensures people who donate their time retain their enthusiasm after the first weeks of volunteering.

Looking at how your organisation can sustain volunteer involvement means looking at why people volunteer, why they stay volunteering and why they stop.

There area many reasons why people volunteer, gaining work experience and improving a CV, increasing self confidence, combating loneliness, or feeling valued, or simply wishing to contribute to their local community for example.

People are more likely to remain volunteers if their work is satisfying and enjoyable. Knowing that a contribution is making a difference is important, perhaps more so than with money. Like paid workers, volunteers need to feel valued and supported. Getting on with the people they work with is important too. Fulfilment of expectations, such as the chance of learning new skills, will obviously keep volunteers motivated.

Reasons for stopping volunteering can be quite universal, or related to specific problems within an organisation. Volunteers may fell unappreciated, management of volunteers may be poor, with people unsure of their roles and many people have unrealistic expectations of what they hope to achieve from volunteering. Those with realistic aspirations may feel that they are stagnating if they are not learning new skills or being fully involved in the work of the organisation.

Discussing these issues internally within the organisation can help with the preparation of the recruitment process, enabling to focus attention on why it is necessary to involve volunteers, and their roles. It also means people expressing an interest in volunteering can be given a clear, honest picture of what to expect.

American researchers Rick Lynch and Steve McCurley have identified five key times when volunteers are likely to give up volunteering. By discussing these key times, organisations can work towards sustaining volunteer involvement over the long term. Some suggestions follow, but it is important for the issues to be tailored for individual volunteer projects.

• The initial contact should be welcoming. People appreciate when a genuine interest is shown in them. Give a fair picture of what volunteers can expect from your organisation. Don’t keep an enthusiastic volunteer waiting. It can be demoralising if you put off getting back to your potential volunteer about the work you wish them to do.
• During the first month, make sure volunteers go through an induction process. Assume nothing – they may think they know about what your organisation does, but do they really? Give a clear picture of your organisations aims, how it functions and make it clear that support and help is on hand. Introduce some training but don’t overwhelm the volunteer! Recognise the volunteers’ contribution.
• After one/ three/ six (whichever suits the situation) months review the period with the volunteer. Do they want to leave but don’t know how to say ‘no?’ Look at whether the need a change of role or responsibility. Discuss training needs.
• The first anniversary can be celebrated in some way. Always say thank you – make them feel special and valued. Share their achievements with others including the management committee.
• When people have been volunteering for over a year, it is important that they are not taken for granted. They have skills that should be utilised, perhaps by providing support for less experienced volunteers.

Valuing volunteers should be an integral part of an organisations policy. Combining good management with an organisational culture that recognises volunteers makes for an environment that encourages sustained volunteer involvement.