VOLUNTEER EMS RECRUITING

When we asked EMS volunteers through the Rural Health Network survey, what issues their department needed the most improvement in, their overwhelming response was Volunteer Recruitment (survey question 2.1). Some departments, however, spend more time discussing the paint scheme of their new ambulance or truck than developing, piloting, implementing, conducting and evaluating a method to increase volunteer members. In some cases, recruitment would be a non-issue if they had good volunteer retention programs. Still, other department leaders have given up on recruiting. These leaders appear resigned to the fact that there are no more volunteers in their community. It is disappointing to see this. Department leaders should know that they are in control of their own destiny. People who lack the confidence of destiny-control are at a great disadvantage.

The recruitment of volunteers is unquestionably linked to the issue of community support. A topic for another section, people typically do not join organizations they believe "stand on shaky legs" or have poor reputations.

Along with the service's community image, the recruiting efforts of active members have a tremendous impact on attracting new volunteers. This statement is supported as well by the volunteer survey. When asked, EMS volunteers stated overwhelmingly that a "friend or family member in EMS originally attracted them to volunteering" (survey question 1.4). People like to work with people who have integrity and understanding, and who are competent and compassionate. Therefore, every opportunity should be taken to portray volunteers in a positive light. Often, recruits are recent "customers" who were impressed with the department and its members. Departments should provide business cards for their members for the purpose of "spontaneous" recruiting. Some services provide recruiting rewards to their members. This works well if the reward is valued.

Some recruitment efforts are triggered by a sudden loss of personnel. Typically, a department prepares a recruitment notice for the local newspaper. The volunteer survey suggests that this manner of recruiting is of little value. If the notice successfully attracts attention, usually there is no plan for the department to follow. Often what happens is that the potential recruit is directed to a department member for more information. An informal meeting occurs at the firehouse and the meeting often has little structure to it. This results in inconsistent messages being delivered to the recruit. This is a critical point in the recruitment process. At this point the recruit decides whether he/she wishes to be associated with the department. Sometimes recruits receive a confusing or incomplete message and, as a result, hesitate to fill out the membership application that has just been thrust into his/her hand.

For those who do sign on, the first few weeks are crucial. Training must be conveniently available. Recruits should not be asked to drive 40 miles to a training class that doesn't start for six months. How long does the membership approval process take? Delays like these often creates a sense of uncertainty and may cause the new member to wonder, "It appears they do not need or want me very badly". What could be done to make the recruitment process smoother?

There are three distinct elements within the recruitment process: planning, selling and "closing the deal".

The planning elements includes:
1) an internal analysis of the department and its needs;
2) an analysis of the community; and
3) the preparation and trial of the messages you wish to communicate to the community.

The selling element includes the actual delivery of the message to the community and any targeted individuals and groups. "Closing the deal" includes the enrollment and orientation component of the process. Combined, these three elements will ensure successful recruiting efforts.

PLANNING

The planning process of recruitment needs to begin with an analysis of the department and the community. The department analysis will result in the development of several resource materials.

They include:
1) A one-page informational sheet about the department;
2) A booklet that describes the department in detail;
3) A new member algorithm to track each prospect;
4) A checklist for department recruiters to use in interviews;
5) A job description for each position to be filled.

The informational sheet will list the department's mission, its responsibilities, its methods, its needs, and list a contact phone number or open house times for additional information. These informational sheets will be distributed at general and targeted meetings, handed out during open houses, provided in "Welcome Wagon" packets, provided to other community groups for distribution, and handed out when department "ambassadors" speak at community gatherings.

A booklet with a detailed description of the department also needs to be developed. Information about the department's history, member requirements, training opportunities, membership benefits, application process, calendar, childcare opportunities, testimonials from customers, patients, physicians, etc. The booklet will be available to people who respond to initial canvassing. This booklet ensures your message to potential members is complete and consistent.

A new member algorithm is utilized successfully by some departments. An algorithm provides a "road map" for the department to track the status of applicants. This method of tracking will aid in keeping the membership process moving forward, while also assist to explain the application process to the recruit. Departments should do everything possible to streamline the application process.

Checklists are helpful for department members who are the first line of contact. This checklist is helpful for use either on the telephone or during the initial meeting with potential members. Checklists can assist existing members during the recruiting process. Again, it helps to ensure that an appropriate message is communicated.

A job description for each open position will need to be created. These job descriptions provide potential members with an idea of the tasks, reporting structure, evaluation process, etc. It is important that all department documents are of high quality and not third generation copies. Spelling and grammatical errors are unacceptable as they reflect poorly on your department.

The community analysis is another essential aspect of the planning process. A careful analysis will reveal important aspects and elements of a community, which may have impact on the recruitment program. For example, which community organizations would benefit from a department "ambassador" who delivers the recruitment message? Organizations may include churches, synagogues, schools, civic, businesses, retired worker groups, etc. The department "ambassador" provides these groups with a consistent recruitment message and distributes the one-page informational sheet. Community employers may also be identified and targeted as an outlet for distribution of informational sheets to employees.

The community analysis will include the development of a media contact list that will be needed to communicate the department's recruitment message. This list includes the contacts from the local and school newspapers, radio and TV, chamber of commerce, professional organizations, community newsletters, civic groups, etc. Departments also make use of posters, billboards, and grocery store bag inserts for communication. County and State EMS or Fire offices should have some prepared artwork that can be utilized in the design process.

Some volunteer departments use "honorary memberships" to elicit media and community attention to their department. For example, the fact that a well-respected local resident is a member will draw attention to the department. Once the department has prepared the department and community analysis, it is time for the message to be delivered (the selling).

SELLING

The selling is comprised of person-to-person contacts and group presentations. A good plan makes the selling easier. Person-to-person contact can be very successful if the member is prepared and a plan is in place. This form of recruiting is probably the most common and can be very effective.

For group presentations, the department needs to feature an accomplished speaker. Local groups may not expect an orator, but they will expect a well-prepared message and for it to be delivered in a clear and concise manner. Visual aids can enhance the delivery if utilized properly. Piloting this presentation on a small outside group will prevent failure. All handouts must be combed for error and clarity.

"CLOSING THE DEAL"

"Closing the deal" is the third element of the recruitment process. Once the message is delivered to the community, the department must be prepared to handle the prospects that result. The recruitment message must include a name and telephone number for the prospect to call. Every effort should be made to ensure this contact would be available during the specified time.

The planning phase of the recruitment process should result in a simple worksheet for the department contact person to utilize. The initial telephone call should be a concise conversation, which leads to the scheduling of an interview. Of course the prospect's name, address, and telephone number are correctly recorded, as well as all previous training and experience. The prospect should be asked to identify which department position(s) they are interested in. Next, an interview is scheduled followed by a written confirmation. The department can select the most appropriate member to conduct the interview. Selection of the interviewer should be based on and compliment the prospect's interests and background. In advance of the interview, the prospect should be mailed the prepared department materials.

The 1:1 interview should also have moderate structure. A checklist will help to ensure all-important items are discussed. The interview is most effective when conducted at department headquarters. Be certain the department headquarters sends the appropriate message. Nothing but a clean facility will do. If volunteers are not responsible to clean the headquarters, then a cleaning vendor must be retained.

The interview should be informal, yet organized, and free from interruption or distraction. Frequently, there exists a tendency for the interviewer to do all the talking and overwhelm the prospect with a mass of information. Sticking to the checklist and focusing on what the recruit says is important. Active listening needs to include the overall assessment of the prospect's background, desire and needs. The department's interview checklist should include a question to directly ask the prospect's intentions. If the response is favorable, then the interviewer may proceed. Once the recruit "signs-on", the department must follow-through to complete the application and enrollment process.

In some cases, the period between the prospect interview and membership enrollment is too long. This may elicit feelings of doubt from the recruit. Every opportunity must be seized to involve the recruit immediately in department activities. Placing them in the ambulance or the rescue truck on the next call is inappropriate, however they may become active on a committee, as well as immediately enrolled in an orientation and training program. Many departments successfully utilize a "buddy-system", by which the recruit is paired up with an existing member. This can enhance the orientation process for the new member as well as boost enthusiasm for the new member of the team.

Many departments make the mistake of believing the "battle is won" when new people are enrolled. They are sadly mistaken, for it is the retention of quality members that may be the most important job in managing a volunteer department.

Conclusion

We have seen that the recruiting process is made up of three distinct elements; planning, selling and closing. The success of any recruiting process is dependent on these elements being in place and properly managed. All too often, volunteer departments spend a minimum amount of time and effort in this area. The result is low membership, increasing the responsibilities of existing members, which eventually may lead to the loss of good members. Retention begins the moment a prospect signs-on.