Volunteer Development Archive - Darren Kizer

An archive of past work focused on volunteer development, team culture, and community engagement.

About This Site:

This page serves as an archive of volunteer development materials I created during earlier seasons of work in nonprofit and community-based organizational development. These resources come from writing, research, and training projects originally produced for educational settings and for a book that is no longer in print. I’ve preserved them here for anyone who may find the ideas helpful or applicable in their own work with volunteers and teams.

About Darren:

I’ve spent more than twenty years working in organizational development, educational program design, and volunteer engagement within nonprofit and community settings. My work has included designing assessment systems, developing training resources, coordinating multi-site programs, and supporting teams across a range of national and local organizations.

My academic background includes an Ed.D. in Organizational Leadership from Nova Southeastern University, an M.A. in Administration from Central Michigan University, and a B.S. from Clarks Summit University. The materials on this site reflect earlier research and writing related to volunteer development and team culture, preserved here as an archive for anyone who may find them helpful.

Archive of Volunteer Development Writings:

Below is a collection of articles adapted from earlier research, training modules, and published work. These pieces reflect concepts and frameworks developed to support volunteers, strengthen team culture, and build sustainable systems of care and engagement.

Note: The first six summaries presented here were adapted from a much longer work and were prepared with the assistance of AI to condense and organize the original material. All core ideas, concepts, and frameworks originate from the original research and writing.

Retention Over Recruitment: Building a Culture Volunteers Don’t Want to Leave

“A volunteer team thrives not because it recruits endlessly, but because the environment makes people want to stay. This post explores how retention-based cultures create stability, belonging, and natural volunteer growth.”

Many nonprofit and community organizations share a common challenge: the demand for volunteer support continues to rise, while volunteer availability and attention become increasingly fragmented. The instinctive reaction is often to intensify recruitment efforts—create more campaigns, post more requests, and widen the net. But organizations that consistently thrive with volunteer engagement share a different approach: instead of endlessly recruiting, they invest in retention.

Retention-centered cultures replace urgency with stability and turnover with continuity. They also attract more volunteers naturally because people talk about organizations where they feel valued, connected, and part of something meaningful. This shift begins with a mindset: volunteers are not a renewable resource, and every hour they give is a deliberate choice. Treating that investment with intentionality reshapes the entire volunteer experience.

The Zero Recruitment Mindset

This post introduces a concept known as a zero recruitment culture, where volunteers stay long-term and organically invite others to join. In these environments, volunteers describe their experience as energizing, purpose-filled, and enjoyable. Leaders in zero recruitment cultures focus less on filling vacancies and more on cultivating an environment volunteers don’t want to leave.

This mindset does not imply that recruitment disappears altogether. Growing organizations always need new team members. Instead, it reframes the priority: retention is the engine that makes recruitment easier. Satisfied volunteers tell their friends. Supportive environments keep people returning. Healthy cultures attract interest without aggressive appeals.

The “Four Before”: Foundational Mindsets That Precede Success

Before any strategy can strengthen retention, four foundational expectations must be present—the approach refers to them as the Four Before: excellence, mission, appreciation, and invitation. These set the tone for the entire volunteer experience.

  1. Excellence. Volunteers notice details. They recognize when systems are smooth, communication is clear, and environments feel well prepared. Excellence does not require extensive budgets; it requires care. Doing the best with what is available signals to volunteers that their time and contributions matter.

  2. Mission. People are motivated by meaningful work. A mission that is clearly articulated, simple to understand, and compelling enough to unify diverse individuals is a strong predictor of retention. Volunteers want to know how their role connects to a broader purpose.

  3. Appreciation. A culture saturated with genuine gratitude keeps volunteers engaged. Appreciation is not an occasional event; it is a posture. Individuals want to feel seen—not only for what they do, but for who they are.

  4. Invitation. A thriving volunteer environment is marked by atmosphere, not pressure. Inclusive, confident invitations draw people in. When volunteers feel welcomed, not coerced, they are more likely to stay and to bring others with them.

Bottom-Line Realities of Volunteer Leadership

Several recurring principles—“bottom lines”—emerge as universal truths of effective volunteer cultures. A few are especially relevant to retention:

  • If there is an excellence problem, there will be a volunteer problem.

  • Volunteers don’t need another job—make it enjoyable.

  • Volunteers feel valued when their time, energy, and strengths are respected.

  • Fulfilled volunteers naturally invite their friends.

  • Volunteers are more than the role they perform; develop the whole person.

These truths form the foundation for retention. They are simple yet transformative when leaders consistently model them.

Moving From Panic to Stability

Organizations often slip into a cycle of “recruit and replace.” When faced with urgent vacancies, leaders pour their effort into finding new people rather than strengthening the experience of those already serving. Over time, that urgency turns into exhaustion—for both leaders and volunteers.

A retention-first model reverses the dynamic. Investing in current volunteers fosters continuity, reduces stress, and increases the amount of time leaders can spend on support, training, and celebration rather than scrambling. Instead of reacting to shortages, organizations proactively build a magnetic culture.

Why Retention Works Better Than Recruitment

Retaining volunteers demands far less energy than constantly onboarding new ones. Orientation, training, and relational integration are resource-heavy; replacing volunteers repeatedly drains capacity. In contrast, retaining engaged volunteers produces:

  • Higher skill competency

  • Greater relational connection within teams

  • More confidence and consistency

  • Increased volunteer-led recruitment

Simply put, retention multiplies, while recruitment merely adds.

A Shift With Long-Term Impact

Retention over recruitment is not just a strategy—it is a leadership philosophy. When volunteers experience significance, support, connection, and empowerment, they stay. And when they stay, the organization strengthens.

This shift begins with one foundational question for leaders:

“What would our organization look like if volunteers consistently felt that their time was well spent?”

The answer to that question becomes the blueprint for a volunteer culture where people don’t just participate—they remain, contribute, and thrive.

Significance: Helping Volunteers See Why Their Contribution Matters

“Volunteers stay longer when they understand the meaning and impact of their work. This post outlines how leaders communicate significance and match volunteers to roles that energize them.”

Organizations often assume volunteers are motivated primarily by generosity or obligation. In reality, most individuals are driven by something deeper: the desire to make a meaningful contribution. When people feel that their time is purposeful and that their efforts genuinely matter, they stay engaged far longer and with far greater energy.

Creating a culture where volunteers experience significance is the first major step toward long-term retention. It is not about filling vacancies—it is about connecting individuals to roles where they can thrive, grow, and see the difference they make.

Helping Volunteers See Their Role in the Bigger Picture

Every volunteer role, whether public-facing or behind-the-scenes, contributes to advancing an organization’s mission. But volunteers do not automatically see the connection between their tasks and the impact those tasks create.

Leaders play a crucial role in making that connection visible. When volunteers understand how their actions create measurable or meaningful outcomes, their sense of significance increases dramatically.

For example, a volunteer performing logistical support may appreciate the task itself, but significance emerges when they learn how their work made it possible for a family to receive services smoothly or for a community event to run without disruption. Meaning comes from understanding impact, not just completing tasks.

People want to know that their time matters. Leaders who consistently communicate the “why” behind every role help volunteers experience pride and purpose in their contributions.

Meaning Begins With the Right Fit

Everyone can volunteer somewhere, but not everyone will thrive just anywhere. The concept of a “sweet spot” is essential: the intersection of a volunteer’s skills, personality, and passions.

When individuals serve in their sweet spot, their experience is energizing rather than draining. They describe their involvement as enjoyable, meaningful, and aligned with who they are. When they serve outside that sweet spot, the opposite occurs—fatigue sets in, motivation fades, and the likelihood of long-term engagement decreases.

Leaders who prioritize matching people with roles where they can flourish create a volunteer culture defined by enthusiasm and satisfaction. This begins with getting to know each individual, asking about their interests, observing their strengths, and being willing to adjust their placement when needed.

One of the most common pitfalls is the “whatever-you-need” trap—accepting someone’s eagerness to fill any role without ensuring it is the right role. Although well-intentioned, this approach often leads to burnout. Instead, thoughtful placement demonstrates respect for volunteers and increases the probability of keeping them long-term.

Why Significance Requires Continual Communication

People measure what they value. Volunteers want to know that their investment is seen—both by leadership and by the organization as a whole. Communicating significance involves both storytelling and numbers:

  • Share the outcomes their work enabled

  • Highlight contributions publicly and privately

  • Frame routine tasks as essential components of success

  • Use data to demonstrate scale and importance

Clear communication elevates the perceived value of volunteer contributions and reinforces their connection to the mission. When leaders intentionally share stories of impact, volunteers gain a richer understanding of how their efforts contribute to real change.

Improvement as a Form of Respect

Significance also grows when volunteers see that the organization is committed to improving systems, processes, and communication. A stagnant environment signals indifference; a learning environment signals value.

Volunteers feel most significant when they know their insights, feedback, and experiences help shape the organization’s future. Leaders who embrace continuous improvement not only enhance the quality of services—they cultivate a climate where volunteers feel respected as active contributors.

This includes evaluating what works, addressing what doesn’t, and inviting volunteers into conversations that refine the organization’s approach. Development becomes a shared journey, and volunteers feel like partners rather than placeholders.

Showing Appreciation in a Way That Resonates

Feeling significant is closely tied to feeling appreciated. Authentic appreciation goes beyond occasional gestures—it requires consistency, specificity, and sincerity.

Volunteers value:

  • Having their names remembered

  • Hearing specific examples of how their contributions made a difference

  • Receiving personalized thanks rather than generic recognition

  • Knowing their presence—not just their work—is valued

A culture of appreciation reinforces significance by reminding volunteers that what they do has real meaning. Even small gestures can fill emotional “buckets” and encourage long-term commitment.

Significance Is the Foundation of Retention

People remain where they feel they matter. By helping volunteers understand the impact of their work, aligning them with their strengths, improving organizational systems, and expressing appreciation with intention, organizations create an environment where significance is not the exception—it is the norm.

When volunteers experience genuine meaning in their service, recruitment becomes easier, turnover shrinks, and the organization benefits from a passionate, stable, and highly engaged team.

Support: Giving Volunteers What They Need to Succeed

“Volunteers thrive when they receive clear communication, thoughtful onboarding, practical training, and consistent encouragement. This post highlights the structures that create a supportive volunteer experience.”

Volunteers step into service with enthusiasm, goodwill, and a desire to contribute meaningfully. Yet even the most motivated individuals cannot thrive without proper support. When volunteers receive clear guidance, timely information, practical tools, and consistent encouragement, they feel valued—and valued volunteers stay.

Support is far more than providing instructions. It is about creating an infrastructure that sets volunteers up for success, reduces frustration, and conveys respect for their time. When volunteers say, “I feel equipped,” or “I know exactly what to do,” retention strengthens and performance improves.

A support-centered culture recognizes that volunteers bring unique strengths, professional experience, and complex lives. Leaders who honor that reality build environments where volunteers can perform confidently and sustainably.

Clarity Starts With Understanding People

Many leaders unintentionally create uncertainty for volunteers by relying on their own communication preferences. Some thrive on flexibility and spontaneity; others require details, structure, and clear expectations. Support begins with acknowledging that volunteers vary widely in how they process information.

Strong leaders become students of people. They observe how volunteers respond, ask what they need, and adjust communication styles accordingly. Instead of assuming volunteers prefer last-minute updates or informal workflows, leaders take responsibility for offering clarity, preparation time, and thoughtfully designed processes.

This is especially important because volunteers fulfill multiple roles outside your organization—employee, caregiver, partner, community member. Support ensures your expectations do not compete with or overwhelm the realities of their daily lives.

A Clear and Welcoming Onboarding Process

First impressions shape retention. If onboarding is unstructured, overwhelming, or unclear, volunteers may disengage before they even begin. A streamlined, thoughtful orientation process signals that their time is valued and their success matters.

An effective onboarding sequence includes:

  1. A Conversation to Explore Interests

    Rather than inserting volunteers into any available role, leaders take time to learn about skills, past experience, and the kind of contribution the individual finds most meaningful. This reinforces the organization’s commitment to matching volunteers with the right fit.

  2. An Opportunity to Observe

    Allowing potential volunteers to watch a program or event helps them understand the environment and visualize their role. Observation reduces anxiety and encourages informed commitment.

  3. Accessible Paperwork and Screening

    While screening processes vary by organization, they should always be easy to complete. Streamlining forms and offering digital options helps volunteers move efficiently from interest to involvement.

  4. Structured Orientation

Orientation materials should include:

  • Clear role descriptions

  • Procedures and expectations

  • Points of contact

  • Safety guidelines

  • A simple explanation of how their role contributes to the overall mission

Consistency is key. Every volunteer should receive the same foundation.

5. Shadowing and Gradual Responsibility

A helpful approach is:

  • Week 1: I do, you watch

  • Week 2: I do, you help

  • Week 3: You do, I help

  • Week 4: You do, I watch

  • Week 5: You do

This builds confidence, ensures understanding, and fosters connection with more experienced volunteers.

6. Follow-Up After a Few Weeks

Volunteers feel supported when leaders check in and ask:

  • “How is it going?”

  • “Is anything unclear or challenging?”

  • “Do you have what you need to succeed?”

  • Support is communicated as much through listening as through instruction.

Communication: Early, Frequent, and Clear

Few things frustrate volunteers more than receiving information late or inconsistently. Effective support requires a communication rhythm that helps volunteers prepare, reduces anxiety, and demonstrates respect for their time.

Consistent communication answers key questions before volunteers need to ask them. Leaders should provide:

  • Weekly updates: What volunteers need to know before they arrive

  • Monthly overviews: Upcoming dates, priorities, and reminders

  • Seasonal vision: The purpose behind the work and any organizational shifts

  • Training resources: Short articles, videos, or tools that elevate competency

  • Real-time changes: Clear explanations when adjustments are unavoidable

An important mindset is this:
If information is not seen or heard, it is not communication.

Organizations that tailor communication to volunteers’ preferred channels—email, text, online platforms, or apps—build trust and reduce confusion. Support thrives when communication is predictable, concise, and relevant.

Weekly Huddles: Setting Volunteers Up for Success

A brief gathering immediately before volunteer shifts can significantly elevate effectiveness. These “Huddles” accomplish three goals:

  • Head: What volunteers need to know

    Short reminders, schedule updates, resources, or last-minute notes.

  • Heart: What volunteers need to feel

    A quick story of impact, a moment of gratitude, or recognition of effort.

  • Hands: What volunteers need to do

    Confirmation that they have the materials, tools, and clarity required for that specific shift.

    Huddles build connection and alignment. They help volunteers reset from the day’s distractions and focus on the purpose of their role. Just as an athlete warms up before competition, volunteers benefit from a moment to prepare mentally and emotionally.

Supporting Off-Site and Solo Volunteers

Not all volunteer roles involve large teams or regular gatherings. Some serve independently, at alternate times, or in remote locations. These volunteers can easily feel disconnected if support is not intentional.

Effective strategies include:

  • Sending a quick, personalized message before their shift

  • Leaving prepared materials or small encouragements where they check in

  • Making occasional in-person visits during their service time

  • Hosting periodic meetups specifically for off-site volunteers

  • Ensuring they know exactly who to contact with questions

Support must reach everyone—not just those who serve within structured programs.

Safety as Support

Clear safety policies protect the population served and the volunteers delivering services. When organizations maintain strong procedures, provide thorough training, and ensure volunteers are never in ambiguous situations, volunteers experience peace of mind.

Safety is not bureaucracy—it is care in action. Knowing the environment is thoughtfully managed fosters trust and long-term commitment.

Support Communicates Value

Volunteers interpret the quality of support as an indicator of their worth within the organization. When they receive clear communication, practical training, accessible tools, and a consistent point of contact, they understand that their contribution matters.

Support is not simply operational—it is relational. It tells volunteers:
“Your time is important. Your role is important. And you are important.”

Organizations that embrace this mindset experience higher retention, stronger morale, and more empowered volunteer teams.