Having conducted a successful recruitment campaign, the same sensitivity to people of diverse backgrounds must be maintained during the process of selecting volunteers and matching them to volunteer assignments. The interview is an important part of the process and offers an opportunity to learn about an individual's skills and experiences. It also gives the prospective volunteer a chance to find out more about the organization.

Before the interview

• Is an interpreter necessary?
  
  Determine this need prior to arranging the interview. If language is a barrier, the interview should be conducted in a quiet place, free of interruptions, to allow both of you to listen carefully and be understood.

• Can children be accommodated at the interview?
  
  Be prepared for this eventuality.

• Are you aware of different communication styles?
  
  Misunderstandings may arise because of language, syntax, facial expressions, tone of voice, physical proximity or lack of eye contact. Cross-cultural training is helpful in understanding differences and similarities.

• Are you familiar with the existing volunteer job opportunities and the qualifications needed for each assignment?
  
  Consider if some jobs can be adjusted to accommodate a different language or skill level. Is there room for flexibility around time commitment, job location and job sharing?

• Have you created a warm and welcoming environment in which to conduct the interview?
  
  Refreshments may help ease social tensions.

• Are application forms, job descriptions, brochures and orientation materials at hand?
  
  It would help if these were translated into several different languages. If this is not feasible, consider having the volunteers write down the information themselves in their own language while the interpreter is present.
  
  If you wish to know about ethnic origin and languages spoken, this can be asked on the application form in addition to the usual questions about availability, interests and experience. This does not contravene human rights guidelines as long as the questions are relevant and relate to a volunteer position.

During the Interview

• Greet applicants by name and ask them how they want to be addressed. Take care to learn the correct pronunciation; ask to have a name repeated until you have it right. Writing the name phonetically will help you to remember it.

• General “chit chat” will put you both at ease. Start with a topic such as the weather and work up to more direct questions.

• People whose experience of volunteering has been less formally structured may require an explanation of your organization's volunteer program. Explain why an interview is necessary. Clarify that what you are offering is NOT paid work, and it is NOT an automatic route to paid employment.

• Talk about the benefits of volunteering, both tangible (meals, bus tickets, parking, child care, letter of reference) and intangible (work experience, skills training, social interaction, language practice). Be direct about any out-of-pocket expenses your organization does not provide.

• Watch for signs that the applicant is offended by or uncomfortable with certain questions.

• If language is a barrier, remember that difficulty with a new language does not reflect on intelligence level or possible value to your organization.

• Ask open-ended questions rather than those which can be answered with a yes or no. "Tell me about your family or interests" may elicit much of the information you will need to know.

• Ask applicants what they hope to gain from this work, their expectations, needs and future ambitions.

• Learn about what skills and experiences they bring, both work-related and ways they have helped in their community. Discuss their interests and hobbies. Find out how they spend their time. Women, in particular, may not place much value on their cooking, sewing or organizational skills, although this expertise may be valuable to you.

• Ask about availability. Will work or family responsibilities make the time commitment unrealistic? What about transportation?

• Explain what assignments are available and what is required in terms of commitment, expectations and responsibilities.

• Clarify that it is okay to decline a position that is not really of interest or may not meet their needs. Volunteers accepting assignments out of politeness rather than genuine interest will not stay long.

At the end of the interview

• Summarize briefly, and provide materials about orientation and training.

• Check that all information has been understood and clarify your own understanding of any agreements made. Simply asking “do you understand?” may not elicit a response that accurately reflects the situation. One suggestion is to ask how they might explain their new assignment to a friend or family member.

• If there are no appropriate assignments available, make suggestions of other places they may wish to try, including your local volunteer bureau.

• Establish evaluation and feedback processes. Set a suitable date for a progress review. Explain that this allows both parties to review their commitments.

Orientation in a general sense might be considered to begin with a volunteer's first exposure to your poster or brochure. It continues through your visit to the ethnic group, your own organization's information session, interviews, and training, and even into feedback and support efforts. Throughout this process, you will give and solicit information as well as listen and act on new ideas.

The formal orientation session which follows recruitment has two functions:

1. it allows a new volunteer to learn more about your organization, its goals and plans, and to understand the purpose of the work being done.
2. it allows current volunteers and staff to discover the skills, experiences, and ideas that minority volunteers will bring to the work at hand.

Politeness or shyness may keep new ethnic minority volunteers from speaking up when they have not understood or when they disagree about something. An orientation session allows for and should encourage open and frank communication. Be receptive to any questions or comments that arise.

If you require an interpreter for a recruit, plan to hold his or her orientation separately. This will avoid embarrassing the volunteer and will prevent delays and confusion at the main orientation session.

As with all volunteers, and especially with those whose first language is neither English nor French, it is important to avoid information overload. Give information a little at a time.

Providing an orientation booklet or package is a good idea. Bear in mind that all information should be clear and free of jargon. Graphics and illustrations can reflect the multicultural nature of your organization.

Too much information at one time is overwhelming. Start with only those items that are critical to the first days on the new assignment. Other information can be distributed on an as-needed basis.

First package:

[ ] mission statement of organization
[ ] goals and objectives of the volunteer services
[ ] maps and floor plans with fire escape routes marked
[ ] fire and safety regulations (including smoking guidelines)
[ ] hours of operation and volunteer's hours
[ ] dress requirements (if any)
[ ] benefits to volunteers, reimbursements and “perks”
[ ] pertinent names and phone numbers

Second package: (to be distributed as needed)

[ ] insurance coverage, liabilities, legalities
[ ] brief history of organization
[ ] client profiles (if applicable)
[ ] list of board, committees and staff members
[ ] roles of board, staff and volunteers
[ ] constitution, by-laws
[ ] details of regular activities (social and organizational)

Depending on the needs and skills required for the job, training can range from short, specific, on-the-job training to a more formal series of sessions. There are two types of training that should be offered to new volunteers:

1. Job training which provides the practical information needed to do the specific task assigned.
2. In-service training which provides opportunities for the volunteer to grow and develop with the organization.

For staff and for current volunteers, cross-cultural training provides insights into cultural differences. Communication styles and attitudes are profoundly affected by our various cultural backgrounds and can affect how we interact with others.

Organizations with good training programs are more likely to maintain a satisfied and stable volunteer workforce. Moreover, volunteers can carry out their assignments more effectively when provided with adequate information and tools.

Training provides opportunities for volunteers:

• to discuss and practice tasks and activities
• to ask specific questions
• to develop a team feeling
• to get to know and appreciate each other

Training sessions can be used to:

• reveal innovative ways of doing a job
• determine what is and is not the responsibility of the volunteer
• serve as a further screening tool in the selection process
• explain policies on such matters as confidentiality or the expression of personal beliefs
• provide information about insurance, liability, trade unions and labour relations (if applicable) as well as benefits and reimbursement procedures

TIPS FOR TRAINING ETHNOCULTURAL VOLUNTEERS

• To ensure that ethnic minority volunteers do not feel singled out, clarify that all volunteers receive training.

• Assign a “training buddy” from among your experienced volunteers to assist the new volunteer. One hospital found that established volunteers enjoy the challenge of training newcomers and often continue as mentors beyond volunteer assignment hours.

• Participatory and interactive training is more effective than the lecture style. Role playing, skits, brainstorming and small group discussions can overcome language differences and allow for suggestions about how the various assignments can be carried out. These methods allow new volunteers to demonstrate what they have learned.

• Experiential training is remembered longer than traditional teaching methods. One seniors' home asks their volunteers to spend part of a day in a wheelchair in order to experience what a client must face.

• Keep the training relevant to the job. Training should never be more complex than the task to be accomplished and sessions should be short, lively and fun.

• When using visual aids, try to include photos or graphics of volunteers doing the required job.

• If possible, try to get your training materials translated into the main language groups. Immigrant aid agencies or community colleges may do this for a small cost.

• Plan training sessions at a time and date convenient to your new volunteers. Be aware of religious holidays, family responsibilities or work conflicts that may affect their ability to attend training events.

• It is a good idea to serve refreshments at a training event as it helps to maintain an informal and welcoming atmosphere, but be aware of possible dietary restrictions. Invite everyone to bring a dish to share.

• Be open about cultural differences and their impact on the workplace. Talk about tensions that can occur as well as some of the humorous things that can happen as a result of misunderstandings between people. Humour can be a valuable tool.

In any successful volunteer program, providing adequate support, supervision, evaluation and recognition is essential. Occasionally a co-ordinator of volunteers is so relieved to have completed a match between a volunteer and an assignment that these additional elements get lost in the never-ending need to fill the next volunteer vacancy.

• It is critical to have someone greet new volunteers on their first day and to welcome them.

• Make sure all the equipment and training needed to carry out the task is provided.

• Ensure that the volunteer is comfortable in the working space.

• Check with the volunteer frequently throughout the first days, and regularly thereafter, to see how things are going or if any assistance is required. A volunteer who is relatively new to Canada may require more feedback and reassurance initially.

• Keep in touch with other members of your organization (volunteers, staff, clients and board) to ensure that your new volunteers are given adequate support and recognition.

Ongoing supervision can be the best form of support for new volunteers, provided that both the supervisor and the volunteer are aware of why this is being done. Proper supervision ensures that minor problems and misunderstandings are corrected before they become major issues. In addition, the supervisor is in a position to observe those things which volunteers are doing well.

Tips for supervisors:

• Explain reasons for supervision so that minority volunteers do not feel they are being singled out.

• As with all volunteers, agree on reasonable but clear guidelines to measure performance.

• Be tactful but candid about shortcomings. Glossing over problems now will only create more difficulties later.

• Handle any conflicts or problems while they are small. Do not wait until there is a major crisis.

• Give only honest and deserved praise. False flattery is an insult.

• Be available.

• Invite suggestions on other ways the job could be handled and establish a positive climate for generating creative solutions to problems.

• Help new volunteers to assess whether the assignment is meeting their needs and be sensitive to their level of satisfaction.

• Give additional assistance and offer resources, support and training as required.

Tactful and appropriate feedback is one of the best forms of recognition.

Feedback is not merely a listing of faults or strengths. It can serve as a powerful learning tool if it is done in a constructive manner.

Tips on Feedback:

• Be aware of your reasons for giving feedback. Are you genuinely interested in helping the minority volunteers meet their needs as well as yours? Ask such questions as “how could this assignment be made better for you?”

• Use “I” messages, not “you” messages. For example, say “I feel uncomfortable when you stand so close to me”, rather than “You always stand too close”.

• Take responsibility for your own reactions and emotions. Your response to a cultural trait, behaviour or language difference is the only thing you should discuss. As an example, you could say “I find it difficult to judge your needs if you don't tell me”, rather than “You are too quiet”.

• Do not give more feedback than the volunteer can reasonably handle. A blizzard of information will simply confuse the listener.

• Take time to make sure that both you and the volunteer understand each other.

Recognition is often the only salary a volunteer receives. Many long-term volunteers will tell you that what they appreciate most are the day-to-day gestures and forms of personal recognition. Recognition helps to keep the volunteers you have and can be a strong motivator for some. Satisfied volunteers are the best recruiters.

Tips on Recognition:

• A genuine appreciation and sensitivity to cultural differences is an important form of recognition to minority volunteers.

• Review what motivated each person to volunteer. For those who wanted work- related experience, ways to show your appreciation can include assistance with a resume, a letter of reference or help with a job application. For others, more public forms of recognition are in order, and for still others a social event such as a banquet or party may be appropriate.

• Find out how the volunteer feels about being publicly honoured at recognition events to make sure they are comfortable with this kind of acknowledgement.

• Ask minority volunteers to help in the planning of an event to ensure that it is culturally sensitive.

• Try to organize joint recognition events with local cultural groups.

• With the permission of the volunteers involved, stories and photos to ethnic media or the local newspaper showing minority volunteers at work may be another way of thanking them.

• Also with permission of the volunteers, notify ethnic groups of the special and valued assistance that their members have given to your program.

• Collaborate with other mainstream organizations to provide recognition awards and materials in a number of different languages.

• Ask if volunteers are interested in representing your organization by speaking to prospective volunteers.

• Provide funds for minority volunteers to attend outside training sessions

• Offer a volunteer who shows leadership potential a more responsible position, perhaps on a committee or the board. Respect their decision if they do not wish to accept such a position.

This handbook cannot stand alone. If your organization is truly interested in making its programs attractive and accessible to ethnic minority volunteers, outreach is an integral part of the process. Making calls, visiting groups, tapping into networks are all necessary in order to establish your organization's credibility and interest in becoming part of the multicultural reality which is today's Canadian society.

We hope that this handbook has shown that, although there may be some costs in adjusting and improving your systems and practices, there will be greater rewards and benefits to your organization. Both the ethnic minority volunteers and the voluntary organization will undoubtedly be “stronger together”.

Cette publication est disponible en francais sous le nom:

Une Force vive A développer dans le réseau d’action bénévole: le partenariat ethnoculturel.

Project Coordinator: Gwenne Goodlet
Writer: Sue Pike
Desktop Publisher: Catherine Thomas
Cover Design: Margaret Corrigall

© 1990 Central Volunteer Bureau of Ottawa-Carleton

Any reproduction of material from this book must display credit to the:

Central Volunteer Bureau of Ottawa-Carleton
256 King Edward Avenue
Ottawa, Ontario
K1N 7M1

(613) 688-2453

Published and distributed by:

Community Partnership Program
Canadian Heritage
15 Eddy Street, 7^th Floor
Hull, Quebec
K1A 0M5

(819) 994-5445

ISBN 0-662-19477-2