Succession Planning In Your Local Section

Volunteers are the building blocks of many organizations. They form the backbone of local sections and many aspects of the American Chemical Society (ACS). Large and small organizations alike find it increasingly difficult to attract volunteers who are willing to spend their already-dwindling amounts of spare time for volunteer efforts. With any organization, only about 5% of members will volunteer in the hope of becoming leaders, 15% will volunteer actively, and about 75% will volunteer occasionally. The basic business rules of supply and demand are truly in play here. If volunteers are to spend their precious time with an organization at any level, they must recognize the value in their efforts.

Volunteers can be sought by many different means. The following are just several examples of where and how volunteers can be found:

• Submitting articles and advertisements in local section newsletters;
• Using posters in the chemistry building of local universities, teachers’ lounges, and chemical facilities;
• Making phone calls and sending e-mail to colleagues (direct invitations work very well);
• Writing articles for an employer’s newsletter or magazine;
• Forming partnerships with other organizations (e.g., Student Affiliates chapters, a senior chemists group, other scientific organizations);
• Making announcements at local section meetings or departmental seminars and bimonthly membership rosters (provided to each local section secretary).

Volunteers have several basic needs if you want to get them involved and retain them in the organization. Shown below are several tools that can be used to prepare volunteers:

1. After finding someone who is willing to volunteer, assign a specific manageable task that is clearly understood and has a beginning and an end. No one wants to volunteer for an un-ending job!


2. Make sure to match the specific job or task to the level of expertise and interest of the volunteer. Professionals do not want to volunteer for jobs that are either beneath them or greatly exceeds their level of experience.


3. Make sure that the volunteers have specific instructions, in writing if necessary, on what is required. Let the volunteers ask questions about what they will be doing.


4. Make sure the volunteers have sufficient resources to succeed, whether it is money, equipment, etc.


5. Not all volunteers will have all the expertise to determine whether a job is done correctly. Don’t assume they know everything. Give them the proper training so that they are prepared to accomplish the task adequately.


6. Volunteers need to know that what they are doing is significant and that they made a difference in the organization. Make their importance known.


7. Volunteers are very busy people and need to be informed of deadlines. At the onset, make sure that the volunteer can meet the deadlines. Set up a reasonable timeline for the job, and follow up periodically to assess any additional needs.


8. Try to communicate as much as possible, by e-mail or phone. Volunteers are continually stretched for time and do not need to attend lengthy unnecessary meetings.


9. Give volunteers the opportunity to offer feedback and share their experiences. Require a written report for follow up.


10. Finally I cannot overemphasize the importance of recognizing your volunteer’s efforts no matter how large or small. Recognition is the compensation for volunteers. Make sure that they are rewarded in the presence of their peers. Advertise the success of their efforts in local newsletters at regular meetings and by e-mail. A personal note of thank you is also very effective and encouraging. Send a letter of thanks to the boss or higher official in the volunteer’s affiliate company or university.

Alan B. Cooper
Tools & Technology Subcommittee
ACS Committee on Local Section Activities

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