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.