Volunteers are often balancing work, family, and even multiple volunteer commitments – they are making choices about how they spend their time.  A volunteer’s decision to stay — and be highly engaged and committed — is based on much more than loving what they do. Here’s what they would say . .

 What Matters To Me .  .  .

• I Serve With Great People
• Roles & Responsibilities Are Defined, It’s Clear Who I Go To For What
• I Understand What Is Expected Of Me
• If There Is An Issue Concerning Me – It’s Addressed Promptly And Directly

I Feel Valued When .  .  .  

• My Time is Respected And Well Spent
• I Have the Tools & Resources To Perform My Role
• I Am Kept Informed – I Know What Is Happening And Why
• My Efforts Are Acknowledged And Appreciated
• I Can Make Suggestions And Raise Issues
• My Leadership is Accessible And Responsive
• My Capabilities and Interests Are Understood
• I Am Given Opportunities To Grow Should I Desire To Do So
• My Leadership Recognizes The Demands And Challenges of My Role

What matters to volunteers is not very different than what matters to employees – but the game changer is there is no compensation to compel them to stay.  Make retention a priority in your volunteer strategy.

©Bloom in Every Garden 2015. Unauthorized use and/or duplication of this material without express and written permission from this blog’s author and/or owner is strictly prohibited. Excerpts and links may be used, provided that full and clear credit is given to the author with appropriate and specific direction to the original content.

Managing volunteer performance is important — especially for volunteers serving in a leadership capacity and for volunteers serving in capacities closest to those you serve.  This is often a challenge for leaders who do not want to appear unappreciative for the volunteers’ contributions; or avoid a tough conversation that could result in the volunteer deciding to leave. Ultimately it’s better for the organization to be short-handed vs. “wrong-handed.”

The basis for managing performance is the job description and specific goals and objectives established with the volunteer.

Where To Start .  .  .

• Be clear about the intent of managing performance: it is to ensure everyone is effectively delivering the mission of the organization;  and to help everyone be better and do better – it is not to penalize or find fault
• Communicate the process during the interview and onboarding process, it can make volunteers more conscious of their performance
• Consider 360-degree feedback: feedback is collected anonymously using an online tool, and compiled and delivered to the volunteer in a way that provides a better understanding of their strengths and areas for development

Specific performance issues have to be acknowledged and promptly dressed.  What’s most important is to understand why before determining a course of action.  

• Is it a single incident or does it represent a pattern of behavior?
• Is it a misunderstanding of responsibilities or expectations? (e.g.  Are they are clear on the what, but maybe not the how?)
• Is it organizational fit – is there a fundamental gap – can it be reconciled?
• Is it an issue of burn-out? (Will lightening their load or an extended break re-energize them?)

Or .  .  .  

• Is it job fit – would they be more effective in another role?
• Has the scope of the role grown beyond their capacity (Do they need help?)
• Is there potential that can be developed? (Are there specific experiences, training, or self-study that will make a difference? Do they need a mentor?)

Consequences of not addressing performance issues:

• It risks a negative experience for those you serve with rippling affects to your brand and reputation in the community
• It may cause other volunteers to serve with less enthusiasm and commitment – or leave entirely
• It may create challenges recruiting & onboarding new volunteers
• Trust and confidence in leadership is affected

Managing performance is a leadership skill and training is often necessary to provide strategies/tools/techniques to ensure consistent application across the organization – which is essential.

©Bloom in Every Garden 2015. Unauthorized use and/or duplication of this material without express and written permission from this blog’s author and/or owner is strictly prohibited. Excerpts and links may be used, provided that full and clear credit is given to the author with appropriate and specific direction to the original content.