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.

Thoughtfully and purposefully selecting volunteers is the basis for a rewarding experience for both the organization and the volunteer.

Take the time to develop job descriptions and define the skills, experience, commitment and behaviors that roles require.  It’s the basis for screening, interviewing, and managing performance.

Actively seek new talent (before you have an opening) to manage organizational growth, succession planning, or a sudden vacancy.  Your leadership and best volunteers are “talent scouts.”

Make application screening a top priority, speed of response and professionalism of interactions are critical. The process has to be well defined (who, how, & when) including application intake & acknowledgement, application review, reference checking (if applicable) and  communication with the volunteer.

Consider a team interview process using a interview worksheet for each interviewer to assign a score for each aspect of the role outlined in the job description.  Discuss their motivation (which drives their commitment) and how they expect to contribute.

Trust your instincts – is there an overwhelmingly positive impression or an unexplained cause for concern?

Placement makes all the difference, consider where the volunteer will best serve the organization now and in the future.  Beyond qualifications & organization fit – how well can this individual’s personality and style fit the team they will work with?

Close the loop and provide prompt feedback – the volunteer should not have to wonder where they are in the process.

Invest in onboarding, revisit the job description and commitment, confirm availability for scheduling, plan training, describe how they can share ideas/feedback, and schedule introductions to the team. Also schedule a touch point 30 days after they start to ensure things are on-track.

Remember the volunteer is watching for indications of how your organization operates as a signal of what their experience will be serving with you.  The quality of their experience will impact how they talk about your organization – especially to other potential volunteers. Their experience should make them even more excited and motivated to join your team.

©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.