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.

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