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Home » Education Articles » A Helping Hand For Teachers

A Helping Hand for Teachers

There is no secret that volunteering activities at the school level enable families to share their time and talents to support the school, teachers, and students. It matters not if volunteers are working at the school, in the classroom or in the community, they are essential to promoting parent involvement and student achievement.

It's no secret that some teachers can be territorial when it comes to letting someone into their classroom or accepting assistance from individuals not employed by the school district. Sometimes it is easier to just do everything alone or ask family or friends to help out on weekends or after school hours. What would happen however if a teacher took a chance and decided to consider working with one or two committed volunteers?

Various strategies may be used to recruit and train volunteers and to match their time and talents to the needs of teachers, students, and administrators. Two years ago a middle school in Michigan recruited six parents as "Den Mothers" responsible for contacting parents about issues and concerns addressing the grade they were assigned. Two sixth grade parents would create flyers for the sixth grade teacher concerning field trips, remind parents about upcoming parent meetings and conduct fundraisers used to purchase items the teacher needed in her classroom. There were two parents assigned to the seventh grade and the eighth grade. The group of "Den Mothers" met twice a month to talk about parent communication methods and met once a month with each teacher. Additional correspondence was made via email and phone calls. The principal met with the teachers and their assigned "Den Mothers" every six weeks.

Each "Den Mother" was responsible for creating a Parent Resource Directory for their assigned grade. The directory was used to solicit volunteers for field trips and special school events. There is little doubt that parent volunteers who serve as assistants and contributors to school and classroom programs and as audiences at school activities and events help strengthen school programs. By organizing and training volunteers to assist in the schools, educators are sending a clear message that parents and others are welcome and that their time and talents are valued.

Here are a few rules you might want to remember when planning a volunteer initiative.

- In operating a volunteer program, it is important to keep a broad view of potential volunteer involvement. Do not assume that the only people who are likely to volunteer at your school are the same types of people who previously volunteered.

- Program planning and design begins with an initial assessment of why the school wishes to use volunteers and what benefits and problems are likely to be resolved with the use of volunteers.

- What are the benefits of having school volunteers? Delivery of service at a reduced cost – There are a number of volunteers that will be able to assist the school in areas that might otherwise topple a school's budget. If the school in able to create a pool of retired volunteer teachers to help in the reading or math lab, or with students one-on-one sessions, this is a great benefit to students, teachers and parents at virtually no cost.

- Teachers and parents can not do everything that is needed to increase student achievement. Volunteers are needed to assist in listening to a poor reader, acting as hall monitors, walking through the neighborhood before and after school and planting flowers so the school and community can take pride in their school.

- Additional eyes and ears in the school and in the community – Parents, business owners and other community members are the eyes and ears of the school community and when something is not what it should be; rest assured someone in the community knows the story.

- "Training" is the process of instructing volunteers in the specific job-related skills and behavior that they will need to perform their particular volunteer job. This is particularly important in a school setting because staff and students will focus on the task and behavior exhibited by the volunteer in the school setting.

- Volunteer training at the school level should be practical, and tailored to the individual needs of the volunteer. If a parent is not a good reader, do not have her read to a group of 2nd graders while the teacher is administering a make-up standardized test.

Contact your principal or a school district administrator to see how to start a parent volunteer initiative at your school. If you do not have a volunteer initiative plan, contact the Red Cross. They wrote the book on volunteer initiatives and will be able to create a skeleton plan for your school. Remember to include parents and community members on your school volunteer initiative planning committee.

And here is another random article you might be interested in...

Boosting Employee Morale With Employee Surveys

Do you know exactly how your employees feel when Monday morning approaches?

Are they eager to get back to a satisfying workplace and to perform important tasks?

Or, do they sit home Sunday night dreading another week of unimportant work performed for an ogre of a boss?

The truth is probably somewhere in between; but without actual knowledge of the facts, it's hard to improve anything.

The ideal workplace provides employees with empowerment and direction when needed, but shies away from unnecessary micro-management. Employees feel they are contributing to meaningful goals in a significant way. The ideal workplace offers compensation and benefits that meet the needs of employees and cause them to remain loyal to an organization for the long term.

If you don't know where your employees' morale level stands, you can't make life better or productivity higher. Better morale means greater productivity which translates into an improved bottom line. Unhappy employees miss more work and produce inferior work.

By measuring your employee morale level through an Employee Satisfaction Survey, you can learn how your employees feel â€" provided your employees believe that their honest input will result in appropriate change where needed. The danger of conducting Employee Satisfaction Surveys, of course, is that if you do not allow change where change is needed, you may well cause employee morale to drop even lower.

Suppose, for instance, that one result of a survey is that your employees feel your management style inhibits effective production of quality work. Would you be willing to alter your management style and more proactively empower employees?

If you're not willing to change, you will likely be wasting time and money by performing surveys. If you're willing to keep an open mind, surveys can lead your organization to greater heights and result in decisive morale increases.

Some questions that can reveal a great deal about employee satisfaction include:

(1) Do you feel that management listens to your ideas on how to best accomplish tasks?

(2) Is there a recognizable tie between how well you perform your job and your monetary compensation?

(3) Do you often feel you could do a better job if management would only get out of the way?

(4) Do you feel, once assigned a task, that you are empowered to perform that task?

(5) Do you feel that innovative thinking or "outside the box" thinking is encouraged and rewarded?

(6) Are there enough recognition programs for recognizing outstanding accomplishments on the part of employees?

An effective Employee Satisfaction Survey should not be too lengthy; 20 to 40 questions ought to reveal what you need to know about your employees. Whether you select yes/no questions or choose a 1 to 5 scale (where 5 means complete agreement and 1 means complete disagreement with a survey statement), you should, upon survey completion, compile the results using a database that will let you to analyze the results and convert them into bar charts or other graphics which make them easier to understand.

Once you've analyzed the survey results, feedback to the employees is crucial. Otherwise, they will likely conclude that what they have to say doesn't matter, resulting in an additional hit to morale.

Hopefully, some of your survey results will indicate areas of high employee morale. Those areas are not likely to need significant attention. The areas where employee morale gets low scores offer the greatest potential for improvement. Develop an action plan and implement that plan with full knowledge of employees. Better yet, involve employees directly. Employee involvement in the development of the action plan and its implementation can lead to positive outcomes and creative solutions to identified challenges.

Most importantly, be aware that you can only fix what you know is broken. Once you've identified areas of low employee morale, you can zero in on those weak spots and achieve measurable increases in employee morale, productivity, attendance and loyalty on the part of your employees.

Copyright 2005 Bill Roche