1
Introductory Cover Letter
To Leaders of All AIChE Entities
Volunteerism, now more than ever, is the lifeblood of AIChE. Everyone involved in
AIChE recognizes the importance of recruiting, rewarding, and retaining volunteers, but
yet every entity struggles to maintain the necessary volunteer base. The impact is not
small. Many local sections have moved to inactive status, in large part due to burnout
of the few remaining volunteers; the activity of some Committees and Divisions has
been severely limited by available volunteer resources; and the national organization is
struggling to provide the same value to its members that it once did with a much larger
paid staff as volunteers are not available to perform many of these activities.
The CEOC developed this packet as a means to help our AIChE leaders build and
maintain a solid volunteer base. We have drawn from the Volunteer Participation
Workshop held at the 2002 Leadership Development Conference, the discussions of the
2001 Critical Issues Task Force, and the experience of our members as part of a
comprehensive review. We offer no easy answers or quick fixes, but we believe this list
of Best Practices can be converted to concrete specific actions that will have an impact
and can be, adapted to the needs of any organization. In general, they are not
expensive and require minimal effort. Many seem obvious, but chances are they have
not been put into daily practice.
This package has also been provided to the National AIChE Board of Directors, for their
review and action. We recommend that the leaders of every AIChE entity review and
discuss this package and use it as the basis for strengthening their volunteer base.
CEOC welcomes your comments and suggestions to strengthen this package. We view
it as a living document that will be continually updated as feedback is received and new
Best Practices are identified. We welcome your comments and suggestions, including
actions CEOC can take to help you. We plan to update these Best Practices as we
receive feedback.
This document, prepared by AIChE's Career & Education Operating Council (CEOC),
may be used as guidance for AIChE Volunteer Leaders. The content has not been
officially addressed by the AIChE Board of Directors.
1
Volunteerism
B
B
e
e
s
s
t
t
P
P
r
r
a
a
c
c
t
t
i
i
c
c
e
e
s
s –
R
R
e
e
c
c
r
r
u
u
i
i
t
t
m
m
e
e
n
n
t
t
,
,
R
R
e
e
t
t
e
e
n
n
t
t
i
i
o
o
n
n
,
,
R
R
e
e
c
c
o
o
g
g
n
n
i
i
t
t
i
i
o
o
n
n
&
&
O
O
p
p
p
p
o
o
r
r
t
t
u
u
n
n
i
i
t
t
y
y
A
A
w
w
a
a
r
r
e
e
n
n
e
e
s
s
s
s
General
1. The leaders of any volunteer organization must take primary responsibility to attract,
reward, and retain volunteers. They should consider it a part of their job, and a key
measure of their success.
2. Collaborate with other professional societies. This not only greatly leverages the
individual efforts, building a critical mass of resources and enthusiasm; it also
enables one group to learn from the experiences of the other. The same applies for
collaboration with individual employers, alumni departments, and vendors.
3. Take advantage of meeting methods other than face-to-face to make the most
effective use of volunteers. Consider email, teleconferences and web-based
NetMeeting or WebX. For example, the Professional Development Committee has
very successfully used teleconferencing to conduct its business. Consider using
shared servers or web pages to store / transfer / collaborate on documents.
Consider breakfast rather than lunch or dinner meetings that cut into the work day or
family time.
4. Encourage volunteers to bring forward ideas to improve existing work processes to
reduce the time and effort required to achieve routine tasks.
Recruitment & Retention
1. Provide clear, specific goals and definition of success. Ask for a specific
commitment (“3 hours of phone calls”, “take minutes at 4 Board Meetings per year”,
“Our objective is go have 3 corporate sponsors”). It is a lot easier to ask for help on
several small tasks then one big one.
2. Whenever possible, provide volunteers with an official title and position within the
enterprise (“General Arrangements Chair for Annual Symposium”). This makes it
much easier for them to obtain their employer’s support, particularly if travel is
involved. The title may also be a valuable addition on their resume. Of course, an
official title can also be a motivator for the individual. Career Services used this
approach with the Career Ambassador Program. We gave them the title of career
ambassador or placed their names in the technical program to help them convince
their employers to let them attend national meetings.
3. Include Volunteers on the program as speakers to facilitate getting employer
support.
4. Set up an informal mentoring program for new volunteers. Make sure they are
working with, or at least have access to, an experienced volunteer who recognizes it
is in everybody’s best interest if the new volunteer has a successful experience. In
this day and age, it is not necessary that mentor and new volunteer always meet
face to face.
5. Make sure there is a specific, focused transition plan in place. Part of every leader’s
duties is to make sure the resources and plan for transition are in place before a
change in leadership. Resources might include an evergreen list of duties,
manageable files, bank signature cards, contact lists, email lists, passwords, income
tax forms, USPS account information. Of course, an effective transition also
2
requires providing up-to-date status information and guidance to the new leader at
the time of transition. Each leader should ask them self “what did I wish I knew or
had when I first took over?”
6. Where entities have co-chairs, staggered transition of each chair helps to ensure
continuity in leadership and provides a resource for ‘on the job training’ for the new
chair.
7. Volunteerism has to be marketed and sold as much if not more than a commercial
product. A persuasive message of what’s in it for the employer and the volunteer is
essential. To some extent, this message and the task itself should be customized to
meet the needs of the “customer”. Included in the Appendix are some useful hints
on tailoring the message to the personality/ needs of the volunteer. Before
requesting help from a potential volunteer, spend a few moments thinking about
what will motivate them, and draft your request accordingly. Also, provide all the
help you can in selling the idea to his/her boss, particularly when a large time
commitment is involved (e.g. officers of committees).
8. Where appropriate, top AIChE officers can send a formal “recruitment letter” to top
management of the volunteer’s employer, explaining why the project is important
and the volunteer’s role is so vital.
9. Build a unique training / development opportunity specifically for volunteers into
large events. For example, set aside time during the set-up phase of a 3 day
conference for a program of special interest exclusively for volunteers, such as
media (public relations) training or an informal session with top National AIChE
brass.
10. Publicize that committee meetings are open to anyone interested. Invite potential
volunteers to attend for specific agenda items.
Recognition
1. Local Section Chair or National Committee Chair should send a letter of appreciation
to all volunteers and their employers.
2. Section / Committee Chair offers anyone who has made a significant contribution a
letter to their boss recognizing the contributions of the volunteer and the employer
3. Recognize volunteers (and their employer) in newsletter, website, announcements at
meetings, etc.
4. Recognize any special contributions, monetary or non-monetary, of employers in
newsletter, website, announcements at meeting, etc.
5. Sections / committees establish special (Shining Star?) awards for outstanding
volunteers. Publicize heavily with photo, etc. AIChE President sends special thank
you letter congratulating them on the award with optional copy to employer.
Company and alumni newsletters, local newspapers are provided with press
releases of the award announcement.
6. A volunteer recognition page is set up on local websites and aiche.org and CEP to
publicize outstanding volunteers.
7. Specific ideas for local sections
a. “Shining Star” award winners and Local Section Chairs are recognized at a
special event at a National AIChE meeting. By receiving a special invitation
to the recognition ceremony, they receive greater recognition in the
3
workplace, and are more likely to get permission to attend. Recognition
would include a special ribbon on their registration badge. A listing in the
program would also give them and their employer more recognition.
b. Local Section provides small award for Shining Star winner, such as free
dinner meeting, or gift certificate for dinner for two for winner and spouse, or
tickets for the family to attend a local sporting event.
c. Local Sections might have a special luncheon just for managers of employees
that have supported the Section. The luncheon would allow the Section to
recognize these people / companies, enable a two way dialog between
employers and Section Officers, and enable managers to network with each
other. Have a National AIChE officer attend the event where possible.
d. Local Sections Committee elects one “Volunteer of the Year”, with special
write-up in CEP, same treatment as Shining Star award, plus National offers
to pay transportation cost for spouse to attend National Meeting and award
ceremony.
i. Name after someone like Bill Hencke and seek support from
companies.
Opportunity Awareness
1. Communicate /post AIChE volunteer opportunities among the entities using ‘job
descriptions’ and estimated time commitment. This also promotes visibility of
activities across entities. Options might include a bulletin board at national meetings,
or tables at the student conferences and reception.
2. Build a webpage on the national or local AIChE website for volunteer postings (e.g.
Craig’s list for volunteers)
3. Host a roundtable at each national meeting for entities to share best practices,
identify continued challenges, and network with each other. CEOC will host at least
the first one.
Other Potential Activities
1. If practical, record volunteer participation in a database. This can be used to
spread the workload and better match volunteers to tasks.
2. CEOC develop a project proposal at the AIChE National level to implement an
institute-wide database of volunteers. Implement when budget allows.
CEOC Volunteerism Task Force
April 2005
rev 2
A1
Appendix A
Ten Concepts for Improving Volunteer Participation
The following document was prepared for the 2002 Leadership Development
Conference (formerly known as Local Section Officer’s Conference). It was presented
to meeting participants but was not otherwise widely distributed. These general
concepts were the inspiration for CEOC’s Best Practices, so it is included here for better
understanding of the motivation for the Practices.
1. A volunteer program that recognizes volunteers and their employers,
provides clear goals, and provides a record of volunteer activity
• A recognition program for volunteer participation
Some volunteers are recognized often within the Institute. Others are
not. The need exists for continuous recognition of all volunteers. This
can be done in a variety of formal and informal ways. Letters of
appreciation can be written to employers and the accomplishments of
volunteers can be detailed in AIChE publications. More tangible rewards
might also be offered. For example, every volunteer effort has a point
value attached. Once a specified number of points are earned, the
volunteer can cash them in for discounts, products, or services,
analogous to “Frequent Traveler” programs.
• Recognize employers and supervisors of volunteers
By recognizing and thanking supervisor and employers, AIChE
members may actually be encouraged to volunteer more. This
recognition can be handled in publications, letters, and mementos.
• Provide clear goals and criteria for success
All volunteers, but especially engineers, appreciate knowing exactly
what is expected. It is not enough to ask for “volunteers for a
fundraiser.” Instead, consider asking for a 3-hour commitment for
setting up the space, a 6-hour commitment for soliciting area
businesses, or a commitment to call 11 local section members. More
people are likely to volunteer if time commitments are clearly stated
(and kept to a minimum), and guidelines are given to measure success.
• Record volunteer participation in a database
By keeping track of who volunteered when, and for what task, AIChE
will be able to recognize Institute volunteers. Such a database will also
eliminate individuals from being “burned out” by being asked to
volunteer over and over. It can additionally be used to match the right
volunteer to the right task. (Note that an AIChE database was discussed
by the CEOC in 2004 and does not appear as a near term
recommendation due to budgetary constraints)
2. Collaborate with employers, alumni departments, vendors, and other
professional organizations.
There are many organizations that share goals similar to those of AIChE. The
Institute and its many groups can take advantage of this synergy by
partnering with other organizations. Such partnerships can extend to hosting
A2
receptions, participating in “career day” efforts, science fairs, community
emergency response committees, and fundraising ventures. This will heighten
awareness of AIChE among these groups, while expanding networking
opportunities for AIChE members.
3. Provide support for and foster volunteer attendance at national meetings
AIChE meetings have a great deal to offer and are ideal settings for
committees and divisions to meet. They also demand a good commitment of
time. AIChE can offer letters of support to employers, encouraging attendance
of volunteers. Volunteers have been invited guests at special receptions
during AIChE meetings. These can be expanded and made even more
inclusive. The Institute might also consider providing greatly reduced meeting
registration for volunteers who attend meetings only to do volunteer work for
the Institute. An important consideration in deciding to volunteer is how much
time it will take away from family. By providing childcare during AIChE
meetings, more people may be willing to contribute their energies to the
Institute.
4. Establish a comprehensive mentoring program
AIChE presently offers mentoring programs for students and young engineers
who are seeking employment. Mentoring here is different. It would focus on
guiding members and connecting their interest to AIChE volunteer activities.
AIChE can help to identify and make introductions between members in Local
Sections, Divisions, and Committees. Mentors with experience would offer
personal advice to those who want to get involved in an activity.
5. Cultivate and integrate local section volunteerism
The Institute can play a key role in supporting volunteer efforts at the local
level. There could be incentives for volunteering locally. These might include
special recognition, invitation-only events, discounts on conferences or
seminars, etc. Local sections can help bolster volunteer support by creating
manageable tasks for individual volunteers that don’t require a great
investment of time.
6. Establish an AIChE Ambassador’s program
The Institute last year announced the creation of a new volunteer position:
International Ambassador. AIChE’s Career Services Department has a
successful history of using Career Ambassadors to make presentations to
chemical engineers seeking employment. The AIChE Ambassador’s Program
would expand the current positions to include Public Awareness
Ambassadors. These funded positions would include trained spokespersons,
all members of AIChE, who could serve as resources for local media. They
would also be equipped to make presentations to community organizations.
These high profile Ambassadors will offer concrete connections between
AIChE, local sections, committees, divisions, and the general public. The
Ambassadors will be chosen via a competition.
A3
7. Market Volunteerism
Volunteers do just that—they volunteer. That means that every volunteer has
big demands placed on his or her time. How, then, can AIChE attract more
members committed to furthering the work and the mission of the Institute.
The answer lies in explaining the personal benefits of volunteering with
AIChE. These might include expanding communications skills through
presentations; broadening of one’s professional and personal network; the
ability to mine new ideas on jobs and work-related issues. As important as
these benefits are, they must be communicated. AIChE can make public the
many areas in which members may volunteer. Institute leaders from all AIChE
groups can play a very important role by simply asking people to volunteer for
specific tasks or projects. It is important to provide a specified time period,
too. This way, potential volunteers will feel more comfortable about
committing to a project.
8. Have performance accountability for volunteerism
There are hundreds of volunteers throughout AIChE, and potentially
thousands more. Who is responsible for keeping track of volunteer efforts,
and rewarding AIChE volunteers? A staff person could be made accountable
for all volunteer activity within the Institute. This will include maintaining an
active database of volunteers, as well as specific tasks or projects. By having
a centralized volunteer focus, more members can become involved, and be
recognized for their efforts.
9. Provide grants for volunteer proposals
A great idea can come from anywhere. In fact, AIChE’s three operating
councils were established to foster the work of local sections, committees,
and divisions—all great places to develop ideas. To stimulate thinking—and
action—of volunteers, the Institute can make available grants for specific
projects. These projects would all include highlighted volunteer opportunities.
Whether it be public outreach, k-12 discussions, career nights with college
students, or retirement investing for seniors, volunteer opportunities abound.
The Institute will reward those AIChE groups who develop unique programs to
foster volunteerism.
10. Provide alternative ways to have meetings
Many groups within AIChE have experienced solid success with
teleconferencing. This eliminates travel time and cost, and is less of a time
drain. Another alternative for people who work in the same geographic area is
to have a meal meeting. While lunch is still a popular working meal, consider
breakfast. It can be less rushed and less expensive, without cutting into work
or family time. Saturday mornings can be a surprisingly good time for
committee or work group telephone meetings. Consider an early start and a
commitment to end in an hour or less.
B1
Appendix B
Motivating Volunteers
There is no way any volunteer organization can survive without motivated
volunteers. You need to motivate someone to get them to volunteer; you need to
motivate them to do a good job; you need to motivate them to reenlist. You even
need to motivate them to recruit other volunteers.
What is presented here are a few simple tools to help motivate the potential
volunteer, based on the theories of David McClelland, and a lecture by Bill
Hawkins. The underlying assumption is that people are motivated by different
things; they should not all be treated alike. People are separated into three types.
Of course, people are not exclusively one type or the other. However, each
individual is primarily motivated in one way. It is critical that their primary needs
are addressed; where possible their secondary needs should be addressed also.
To a small extent, you have to match the right person to the right job. But most of
the time all that is really required is to match the right management style, sales
pitch and rewards to the individual. As you can see from the Suggested Sales-
Pitches sections below, it is quite possible to pitch the same job to different
people in completely different ways. Each style is attracted to a different
approach. The Respond Best To sections give you some idea of the optimum
management style for each.
How can you tell which category the volunteer fits into? If you happen to work with
this person, or know someone who does, you probably have a good idea. If not,
you can generally learn all you need to know from asking them one question like
“what about your past volunteer experiences or job that gives you the most pride
and satisfaction?” Typical answers to this question as well as some comments
you might hear them make are included in the Indicators sections.
Appendix B by
A Zagoria, May 2004
B2
Achievement
Motivation
People who are motivated by
achievement want to work in a
situation where challenging goals
are clear, they can demonstrate
their skills, and learn new ones.
Respond Best To
Challenging work; opportunity to
learn, opportunity to use their
skills; concrete specific goals;
unambiguous feedback. The worst
thing you can do is pull this person
off a project before it is completed.
Indicators
“I am bored.” “My talents are
b
eing wasted.” “It’s not clear what
is expected of me.” What I am
most proud of is the results I
achieved.” “What I like best about
this job is that it gives me the
chance to learn something new.”
Sales Pitch
“This will be a great chance for
you to learn how to …” “Let’s
see if we can even beat the amount
of money we raised last year.”
Power
Motivation
People who are motivated by
power want to work in a situation
where they have autonomy, can
impact their working
environment, demonstrate their
uniqueness, and earn the respect
of others.
Respond Best To
Opportunity to persuade /
influence others; autonomy;
recognition for their success;
opportunity to be recognized by
and persuade those higher up in
the chain.
Indicators
“Don’t micro-manage me.” “It
would be nice if I got some
p
ositive recognition around here.”
“What I am most proud of is
overcoming all those obstacles to
get the project done on budget.”
“What I like best about the job is
that I can do things without
having to follow a lot of rules and
detailed instructions.” “I want to
capitalize on my unique
strengths.”
Sales Pitch
“I picked you because I know you
can get this done. Go ahead and
do it as you think best.”
Affiliation
Motivation
People who are motivated by
affiliation want to work with
others, gain their approval, and feel
that they are making a significant
contribution.
Respond Best To
Opportunity to work as part of a
team of great people; feel that they
are contributing; feel that the
mission of the team is important;
situation where team building is
valued, personal interaction and
cooperation is encouraged.
Indicators
“Not everybody on their team is
pulling their weight.” “Some of
the people on the team are not
team
players.” “What’s the vision for
the team?”
Sales Pitch
“Would you assemble (hand pick)
a group of people to take on this
task? It’s really important, and
your success will really help the
Institute”
People are Motivated By Different Things
