Mobilizing and activating members: recruitment and retention 101: Difference between revisions
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If you're a university-based group, check out [https://www.powershift.org/sites/default/files/resources/files/%5BResource%5D%20Recruitment%20Ideas.pdf this resource by Divest Ed] for '''more strategies'''! | If you're a university-based group, check out [https://www.powershift.org/sites/default/files/resources/files/%5BResource%5D%20Recruitment%20Ideas.pdf this resource by Divest Ed] for '''more strategies'''! | ||
== One-on-one recruitment <ref>https://futuregroundnetwork.org/resource/how-to-recruit-new-members/?wpdmdl=1502&refresh=639b7f5ed5b1b1671135070</ref> == | == One-on-one recruitment <ref>https://futuregroundnetwork.org/resource/how-to-recruit-new-members/?wpdmdl=1502&refresh=639b7f5ed5b1b1671135070</ref> == | ||
Revision as of 00:50, 17 December 2022
The following resource was compiled using existing organizer databases and resources by movement thinkers on mobilizing new members, and using thoughts from grassroots organizers who attended our learning circle on navigating turnover in student groups. This guide was developed in response to request from grassroots groups asking for tips on growing their membership, that is, on effective recruitment and retention strategies.
Beginning the planning process [1]
Before you begin building or defining your recruitment and retention plan, reflect as a team on the following:
• Why are we here, and how did we get here?
• Who used to be around and why did they leave?
• What keeps people sticking around?
Models to help guide recruitment and retention strategies
Each stage, depending on where folks fall in the following models, requires a targeted set of strategies.
Ladder of engagement [2]
The ladder of engagement can be a helpful tool for describing calls to action folks who are not involved in your group can take to become engaged, whilst also considering how people can increase their engagement towards becoming more active members. Someone who is a “1,” or at the bottom of the ladder in the model has no connection to your campaign or issue, and a “5” is someone who is ready to show up at an action.
Actions on the ladder escalate in intensity and/or demand or requirements of the individual as they move up and become more active. Consider what people might need to feel confident in moving up the ladder, and how you can support.
Of course, the ladder should serve as an outline only. Some people might be more willing to participate in an action that make phone calls. The idea, however, is to paint a picture of which actions have the fewest barriers to entry, that can encourage folks to get more involved as active members.
Image by: 350.org
Circles of commitment [3]
The circles of commitment helps to model the involvement of people engaging with or in your group, by acting as an outline for you plan to move people from the outer circles (low commitment) to the inner circles (high commitment).
Diagram from: Momentum Training Community
Levels of the circles of commitment
Community targets |
Audiences you try to reach out to and engage; those not yet involved with your group in any capacity. See the section on community mapping for more on defining your targets. |
Crowd |
Your mailing list and/or social media following. |
Membership |
Those who regularly participate; i.e. those who respond to calls to action. |
Committed |
High action takers and people who would consider themselves formal 'members' of a group. |
Core | Steers a lot of the group's direction; typically includes those who have been in the group the longest, or who have the most lived and/or organizing experience. (In smaller teams, the committed and core may be combined). |
Strategies for moving people from community targets to the crowd/membership
Strategies used here should fall primarily on the lower end of the ladder of engagement (meaning engagement isn't a huge commitment). For example:
Social media |
|
Passing by actions |
|
Local news coverage |
|
Postering |
|
Direct, one-on-one recruitment conversations |
(See the below section for more details) |
The following strategies were suggested from participants in our navigating turnover in student groups learning circle:
Take over space! |
|
Take your time |
|
Outdoor gathering spaces |
|
If you're a university-based group, check out this resource by Divest Ed for more strategies!
One-on-one recruitment [4]
Canvassing means "talking to someone on the street, inviting them into your shared purpose or campaign goal and trying to get their signature and contact information." -The Future Ground Network. Stay tuned for more from our 'deep canvassing' offering. In the meantime, you can learn more about how to engage with people directly to join your group through this resource.
Your recruitment pitch
A recruitment pitch, which shouldn't be longer than about 30 seconds, should include [5] :
a) An explanation of the purpose of your team in general.
- Who are the people being called to action? What challenge do you hope to inspire others to take action on? What is your vision of successful action? How can we act together to achieve this? And how can they begin now, at this moment? Describe this in two or three sentences.
b) An explanation of why you chose to be a part of the team and why you care about the issue.
- To what values, experiences, or aspirations of your community, will you appeal when you call on them to join you in action? What stories do you share that can express these values? Describe this in two or three sentences.
c) Your hard ask
- Explain what’s happening at the next meeting and directly ask them if they'd like to attend. Specify the time, place and location of the meeting. Make them feel that you want them to be there, but not like they are doing you a favour.
- Make sure your ask is not just a suggestion or statement, but a clear and direct question that elicits a specific commitment. i.e. Will you come out on Tuesday evening at 7pm to our meeting?
Responding to 'no' [6]
Your response will depend on the type of no communicated. Is it a not now, not that, or not ever?
- A 'not now' no might sound something like... "Sorry, those times don’t work. Can you email me later?" Make an explicit follow-up plan. i.e. "Can I set up a time with you to check in again in a couple of weeks?"
- A 'not that' no might sound more like... "I don’t really feel comfortable doing xyz." Listen to your person’s concerns, and try to find a solution that will work for them. i.e. "Is there a way I can support you, such as if we meet early to go over the script together? Or would you prefer to come for data entry this Friday at 5 p.m.?"
- A 'not ever' no might be as simple as something line... "I’m not interested." If appropriate, asking why may yield helpful feedback. i.e. "Sure, that's no problem. Do you mind if I ask why?"
Strategies for moving people from the crowd into membership/committed circles
Strategies used here should fall primarily on the mid to upper end of the ladder of engagement. For example:
- Holding regular social/meet up/welcome events for new or interested members to learn more about the group, and more about those involved
- Promoting positions or tasks that need filling on social media
- Developing a teach-in presentation for folks to deliver
- Asking others to facilitate a team decision making process
- Asking folks to participate in or sharing opportunities to help organize an event
The following strategies were suggested from participants in our navigating turnover in student groups learning circle:
- Divest McGill made a document to inform incoming members of who the board of directors (the targets) for their campaign were, complete with their names, photos and info on each. Helps new members plug in.
- In some schools, a bootcamp (3 day online intensive) to get people up to speed on information, and bring the information to new people, is helpful. The important thing is to keep the relationships!
Welcoming new committed/core members
Have a welcome plan prepared for new joiners to welcome them and provide the information they need about the group they're joining! This might look like a welcome presentation or meeting to review key documents and inner workings, for example.
A simple structure for a welcome meeting is as follows [7] :
• Scheduled in advance, 20-40 minutes in length.
• Between few people if possible, to gain more personal connections.
• A loose agenda could look like...
- Sharing stories. i.e. why you care and why you want to be involved now, more about the group
- Share goals, strategy, project plans and/or emerging directions.
- Explain the different roles available on the team, and discuss the skills or interests they have that might fit. Come up with creative ideas for how they can use their unique skills and passions to further the purpose of the team.
- Give them a specific task to do, based on the role they want to take on and what tasks the project needs.
- Share the next meeting date!
For more on welcoming new members see this resource by Beautiful Trouble.
Retention suggestions
- Take action! Actions are not only a great opportunity to hand out flyers to people passing by; they also give existing members the feeling of having an impact, which keeps everyone motivated (rather than sitting through endless meetings).
- Don't neglect the value of joy and connection in mobilizing. These are the elements that both draw people in and help them to stay. Invest intentional time into getting to now one another, and having fun together! Examples might include going out for coffee together, having a potluck, attending a local music event etc.
- Ask people for their accessibility needs; what is keeping them from attending meetings or actions? How can you make engagement more accessible to them? See our wiki on making your activism accessible for more.
- Include various forms of participation. People should take on roles and tasks that suit their availability. Check in with one another often. Is anyone overextended or willing to take on more?
- Articulate purpose often. Include a quick mention of the purpose of each meeting in your agenda, and every so often it can be helpful to remind of the group's mission.
Summary
The engagement paradox (from a study done on the organizers and volunteers involved in Barack Obama’s Get Out the Vote campaign) works under the assumptions that [8] :
- You SHOW UP because somebody asked.
- You COMMIT because of the relationships.
- You WALK AWAY when you don’t feel effective
If you have any suggested revisions or additional resources to share related to the above content, please email them to kenzie@lehub.ca.
- ↑ https://futuregroundnetwork.org/resource/how-to-recruit-new-members/?wpdmdl=1502&refresh=639b7f5ed5b1b1671135070
- ↑ https://trainings.350.org/resource/increase-your-volunteers-involvement/
- ↑ https://www.momentumcommunity.org/
- ↑ https://futuregroundnetwork.org/resource/how-to-recruit-new-members/?wpdmdl=1502&refresh=639b7f5ed5b1b1671135070
- ↑ http://marshallganz.usmblogs.com/files/2012/08/Public-Narrative-Worksheet-Fall-2013-.pdf
- ↑ https://futuregroundnetwork.org/resource/how-to-recruit-new-members/?wpdmdl=1502&refresh=639b7f5ed5b1b1671135070
- ↑ https://futuregroundnetwork.org/resource/how-to-recruit-new-members/?wpdmdl=1502&refresh=639b7f5ed5b1b1671135070
- ↑ https://futuregroundnetwork.org/resource/how-to-recruit-new-members/?wpdmdl=1502&refresh=639b7f5ed5b1b1671135070