In this series of blogs, our Volunteering Development Officer, Dave Thomas, takes an overview of the five key steps of the volunteer journey. In the first one, he emphasises that leaders of volunteers need to be thinking from the perspective of a brand-new volunteer who has never heard of your organisation. In the second, he encourages them to act quickly and decisively to harness the new volunteer’s interest.
In this third blog, Dave addresses how to maintain the initial interest and develop an engaged and committed member of the team.
Building confidence, connection and commitment
Once a volunteer has completed their induction, the real journey begins. This is where they start contributing meaningfully to your organisation’s goals, but it’s also when motivation can waver if they don’t feel confident, supported, or connected. Leaders of volunteers play a vital role in making sure volunteers are not just 'kept busy' but actively engaged.
Why support matters
Volunteers are people first. They want to feel that what they’re doing is worthwhile, that their contribution is valued, and that they’re part of something bigger. Without support, even the most enthusiastic new volunteer can quickly become uncertain or disengaged.
Providing good support doesn’t mean micromanaging - it means creating an environment where volunteers feel equipped, informed, and comfortable asking questions or raising concerns.
The key ingredients of effective support
- Clear communication
- Keep volunteers informed about what’s happening in the organisation, any changes to their roles, or upcoming opportunities.
- Use multiple channels - not everyone checks email daily. Consider WhatsApp groups, newsletters, or face-to-face updates.
- A named point of contact
- Every volunteer should know who they can go to for help or advice.
- Ideally, this is the same person who welcomed and inducted them, or someone they’ve met early on.
- Access to the right tools and resources
- Whether it’s a toolkit, a handbook, or a list of FAQs, ensure volunteers aren’t left guessing how to do their role.
- If digital systems are involved (e.g. for logging hours), offer light-touch training and follow-up support.
- Feedback — both ways
- Regular check-ins show you care and help you spot issues early.
- Equally, invite feedback from volunteers. Ask what’s going well and what could improve — then act on it when you can.
- Social and peer connections
- People often stay volunteering because of the people they meet.
- Create informal opportunities to connect — tea breaks, WhatsApp chats, or occasional socials can work wonders.
Keeping volunteers engaged
Engagement is about more than satisfaction — it’s about connection, purpose, and growth. Think about:
- Meaningful work: Are they doing tasks that use their skills or developing new ones?
- Stretch and variety: Could a long-term volunteer take on a mentoring role or help shape a new project?
- Voice and influence: Can volunteers contribute ideas or help shape how services are delivered?
A volunteer who feels heard, challenged, and appreciated is much more likely to stay.
Spotting the Warning Signs
Sometimes volunteers go quiet, drop out suddenly, or seem less enthusiastic. If you notice these signs:
- Check in gently, privately, and without blame.
- Ask how they’re finding things and listen carefully.
- Be open to making small changes that might improve their experience.
Often, it’s something simple - they didn’t understand a process, felt underused, or had a clash with another volunteer. A timely chat can make all the difference.
Embedding a culture of care
Ultimately, the aim is to build a culture where support is part of the DNA - not an add-on. This means:
- Training staff and volunteer leaders in how to support volunteers.
- Including support as a standing item in team meetings.
- Making it OK to ask for help—and OK to say when things aren’t working.
Support doesn’t have to be formal or time-consuming. It just needs to be thoughtful, consistent, and human.
