Training Busy Staff

to Succeed with Volunteers:

The 55-Minute Training Series
Copyright 2007
Betty Stallings

Energize, Inc.

Handling Volunteer
Performance Problems
2007, Betty Stallings Energize, Inc.
S-1
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-2
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-3
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-4
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-5
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 wont be able to be successful.

Staff will resist utilizing volunteers.

Volunteer may be in wrong position.

Volunteers position may need to be changed.

Volunteer may need to be dismissed.

2007, Betty Stallings Energize, Inc.
S-6
4 Key Concepts
1. 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-7
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-8
What May Impact
Volunteer 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-9
What May Impact
Volunteer 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-10
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-11
Your Experience
Think of a performance problem youve
experienced with a volunteer.

Analyze/identify the problem from a
continuum of variations.
2007, Betty Stallings Energize, Inc.
S-12
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-13
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
2007, Betty Stallings Energize, Inc.
S-14
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-15
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-16
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-17
Rules of Constructive
Confrontation
Dont 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-18

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-19
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-20
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-21
Dismissal
Review your organizations 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-22
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-23
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-24
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-25
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.
Dont 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-26
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.