Training Busy StaffTraining Busy Staff to Succeed with Volunteers: to Succeed with Volunteers:

The 55-Minute Training SeriesThe 55-Minute Training Series

Copyright © 2007Betty Stallings

Energize, Inc.

Handling Volunteer Performance

Problems

© 2007, Betty Stallings – Energize, Inc. S-2

Definition of “Performance Problems”

►Performance problems are gaps between what is expected from volunteers and what is actually happening.

© 2007, Betty Stallings – Energize, Inc. S-3

Purposes of Module

►Identify some of the causes of volunteer performance problems.

►Examine options for dealing with volunteer performance gaps and support for changed behavior.

© 2007, Betty Stallings – Energize, Inc. S-4

Learning Objectives►Appreciate why it is critical to deal with

performance gaps in a timely and effective manner.

►Describe the range and types of frequent volunteer performance problems.

►Confront and explore appropriate solutions for a volunteer performance problem.

►Apply tips and techniques of dismissing a volunteer.

© 2007, Betty Stallings – Energize, Inc. S-5

Warm-up Questions

►Why do we often hesitate to deal with performance problems?

►Why is it critical to deal on a timely and effective basis with volunteer performance issues?

© 2007, Betty Stallings – Energize, Inc. S-6

Why deal with performance issues?► Other staff/volunteers are effected.► No accountability otherwise.► Holds volunteer work in high regard.► Poor behavior is reinforced when not noted.► Volunteers won’t be able to be successful.► Staff will resist utilizing volunteers.► Volunteer may be in wrong position.► Volunteer’s position may need to be changed.► Volunteer may need to be dismissed.

© 2007, Betty Stallings – Energize, Inc. S-7

4 Key Concepts1. It is important to determine if there are inadequacies in

your volunteer program that are impacting the number of volunteers displaying performance problems.

2. It is important to understand the range and types of performance problems that are most likely to occur in volunteer programs.

3. Use constructive rules of approaching difficult volunteer performance issues and explore options for diminishing the problem or supporting changed behavior.

4. When all options fail, it may be in the best interest of the organization and the volunteer to dismiss the volunteer.

© 2007, Betty Stallings – Energize, Inc. S-8

Key Concept 1► It is important to determine if there are

inadequacies in your volunteer program that are impacting the number of volunteers displaying performance problems.

© 2007, Betty Stallings – Energize, Inc. S-9

What May ImpactVolunteer Performance Problems►Clear position descriptions►Tailored and honest recruitment►Placement of the right volunteer into the

right position►Organizational and position screening►Clear, written, shared volunteer policies and

procedures►Excellence in delegation

© 2007, Betty Stallings – Energize, Inc. S-10

What May ImpactVolunteer Performance Problems►Organization held accountable for supporting

volunteers and volunteers held accountable for what they agreed to perform

►Mutual performance reviews►Honest, timely feedback system►Volunteers given opportunity for input into work

assignment►Effective, supportive supervision►Ongoing appreciation

© 2007, Betty Stallings – Energize, Inc. S-11

Key Concept 2► It is important to understand the range

and types of performance problems that are most likely to occur in volunteer programs.

© 2007, Betty Stallings – Energize, Inc. S-12

Your Experience►Think of a performance problem you’ve

experienced with a volunteer.

►Analyze/identify the problem from a continuum of variations.

© 2007, Betty Stallings – Energize, Inc. S-13

Range of Performance Problems

1. From bothersome to dangerous or seriously impacting the volunteer, clients, staff, program/organization.

2. From unusual behavior for that person to an ongoing pattern of behavior

3. From behavior stemming from inability to carry out work to irritating personality traits.

4. From behavior characteristic of many folks to those which you recognize as behaviors which “push your hot button” for any number of reasons.

© 2007, Betty Stallings – Energize, Inc. S-14

Difficult Types of Behavior Unable to do the work Undependable Drop in skill level Confidentiality breach Behavior offensive to others Burnt out, martyr behavior “Founder syndrome” Working beyond boundaries of position

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Difficult Types of Behavior Misrepresenting organization Too long in same position Unfriendly to new volunteers Not following policies/procedures Personal problems Excessively dependent Resisting change Losing interest/dedication

© 2007, Betty Stallings – Energize, Inc. S-16

Activity► Identify a real performance issue with a

volunteer and answer the following questions: What might have been caused by any

ineffectiveness on the part of the organization and what might primarily be behavior that the volunteer brought to the situation?

What has been done to improve the situation and what has been the result?

What may be a new approach to the situation to achieve a different result?

© 2007, Betty Stallings – Energize, Inc. S-17

Kay Concept 3► Use constructive rules of approaching

difficult volunteer performance issues and explore options for diminishing the problem or supporting changed behavior.

© 2007, Betty Stallings – Energize, Inc. S-18

Rules of Constructive Confrontation► Don’t attack personality; focus on performance► Be specific. Do your homework and have specific

examples of the behavior to share.► Keep conversations private.►Make intervention timely but do not approach until

you are calm and rational.► Reiterate expected behavior using “I” not “you”

language.

© 2007, Betty Stallings – Energize, Inc. S-19

► Get agreement on the problem. (Allow volunteer to share own perspective.)

► Determine a shared commitment for finding a solution to the problem.

► Agree on a mutual plan to solve the problem► Arrange for a follow-up meeting to determine if

the issue is resolved or needs an alternate solution.

Rules of Constructive Confrontation

© 2007, Betty Stallings – Energize, Inc. S-20

Alternatives► Re-assign to new position in your organization.► Train/coach or re-train.► Provide a more motivating climate if volunteer

has lost interest in the work/mission.► Give information on where and how to find a

better-suited volunteer position in another organization.

► If age or disability prohibits carrying out the position, retire the volunteer with style.

© 2007, Betty Stallings – Energize, Inc. S-21

Key Concept 4

►When all options fail, or when an infraction is extremely serious (one listed in policies as cause for immediate dismissal), it may be in the best interest of the organization and the volunteer to dismiss the volunteer.

© 2007, Betty Stallings – Energize, Inc. S-22

Dismissal►Review your organization’s policy/views

on dismissal and share your procedures for carrying it out.

►Dismissal can be initiated by either the volunteer (yes, they can fire us!) or the organization.

© 2007, Betty Stallings – Energize, Inc. S-23

Volunteer-Initiated Dismissal►When the volunteer chooses to leave the

organization, bring closure to the relationship through an exit interview to: Gain a better understanding of the problems that

the volunteer experienced with the organization. Thank them for their service. Pinpoint problems with some staff, departments

or divisions of the organization. Prevent or mitigate any bad feelings traveling out

to the community.

© 2007, Betty Stallings – Energize, Inc. S-24

Organization-Initiated Dismissal►Appropriate systems must be in place to

fire a volunteer. When in doubt, use the standards and procedures for dismissing a paid employee.

►Each volunteer must understand from the start that certain standards and expectations must be met for success and continuation of the relationship.

© 2007, Betty Stallings – Energize, Inc. S-25

Procedures for Releasing a Volunteer

1. Official warning letter sent to volunteer including specific information of what behavior needs to change and by when.

2. Provide assistance to help volunteer change the behavior – and document changes.

3. Give probation with special goals.4. Dismissal if goals are not achieved.

© 2007, Betty Stallings – Energize, Inc. S-26

Tips for a Dismissal System► In orientation, volunteers should receive agency policies

which include information on dismissal, suspension, and grievance procedures.

► With only a few clear exceptions, a volunteer should not be dismissed without an investigation to make certain that policies were violated or performance was well below standard. (Can suspend while investigating.)

► Dismissal should be handled fairly and with utmost diplomacy. Don’t apologize. Allow for appeals process.

► Provide notification to staff, clients and other volunteers that the volunteer will no longer be working at the organization.

© 2007, Betty Stallings – Energize, Inc. S-27

Summary►Handle volunteer performance gaps

quickly and fairly.►Evaluate if a problem is caused by

management inadequacies, issues personal to the volunteer, or a combination of both.

►Develop a mutual plan with the volunteer to diminish the problem.

►If problem persists, dismissal may be needed.