Top tips for recruiting adults into your group or unit…

Sending out a flier or email notifying a long list of people about unfilled volunteer positions is information, but not necessarily an invitation to come forward. Never assume everyone knows what help is needed or whether they are right for the role.

Writing a role description forces you to be specific. Avoid the vague approach of "Do you want to volunteer?" This can lead to all sorts of incorrect assumptions about what the tasks might be. Instead try: "Would you be willing to coordinate the...?" It is more appealing to be asked to take on a task – such as keeping badge records, collecting subs or taking notes at a meeting or take on a role – such as an assistant leader, member of a section rota, or some other definable role, than an indistinguishable volunteer.

Tell prospective volunteers about the time and effort the role entails, even if you think it may sound like a lot. Don't minimise the work with comments such as "This will only take a few hours" or try to sway people into acceptance with "Why not try it and see what you think?" If you need someone several hours every week/month, or for a full year's commitment, or willing to drive 25 miles to camp, say so. It may take longer to find someone willing to fill the position, but once you do, you'll have the right person.

Many people are understandably cautious about being thrown in to sink or swim. If they know they are going to get help while they learn the ropes, they'll be more likely to give it a try.

Explain how much the young people will benefit from their help but talk unapologetically about personal payoffs too. Be aware that people have different reasons for volunteering. Some enjoy interacting with young people, others want to learn a skill for career development—the list of possible motivations is extensive. You can share how you've grown personally from your own experiences in scouting and don't forget to point out that they'll have lots of fun!

What skills or personality traits make them a good candidate for the position. After all, you are implying this person has the talent to do the job, and that's quite flattering. In the long run, it is better to live with a vacancy for a while than to appoint someone who is unqualified or reluctant to make a full commitment to the role. A second-choice placement can negatively affect all the other members of your team.

Instead, try to communicate that you don't want them to miss a marvellous opportunity to participate in an important and fun project and that everyone will benefit from their involvement!