A volunteer coordinator usually recruits the volunteers in a non-profit organization. This means that the volunteer coordinator has screened people for certain skills, experience, and interest in various positions. They try to make good matches, but it is left to the actual job supervisor to make the relationship work out for everyone's benefit.
The supervisor follows the same process with a volunteer as she would with a regular staff person to orient, train and offer supportive supervision.
Orientation to a Volunteer Job
A volunteer is usually given a general orientation by the volunteer coordinator for the organization. This would include all the history, mission, and purpose of the non-profit's service in the community. It is the supervisor's responsibility to put the volunteer's job in the context of that larger picture.
Performance Expectations of the Volunteer
It is important that performance expectations be clear from the beginning of the volunteer's time with the organization. This can be done by:
- reviewing the job description
- explaining in detail what it means to fulfill the various responsibilities
- explain the structure of the work unit and how the volunteer fits in (e.g. he is sorting donations that the truck drivers have picked up around the city; once they are sorted, the floor staff stock the shelves of the thrift store)
- clarify that the volunteer is not expected to replace staff, but rather to add value to the regular staff work; this is particularly important in a unionized environment
- identify who has what authority and can make decisions about the work the volunteer is doing
- review all the housekeeping details (e.g. hours of work, ID badges, free lunches, where to park).
Expectations of the Supervisor
The supervisor can also outline what the volunteer can expect of her. This might include:
- accessibility at any time during the work day
- fair and equitable treatment
- honest feedback in a timely manner.
Training the Volunteer
Depending on the work to be done, on-the-job training for volunteers might include a variety of methods:
- reading about procedures and forms to understand the work (e.g. volunteer receptionist in a seniors' home reads documents about all the services, activities, specialized staff available, how to transfer calls, take messages, page someone and emergency procedures)
- shadowing an experienced volunteer or a staff person
- doing the actual work with coaching and support from an experienced person, perhaps the supervisor herself, depending on the size of the work unit.
Feedback for the Volunteer
In the ideal world, the feedback would all be positive reinforcement. However, that is not always the case. Here's a review of different forms of feedback from the supervisor to the volunteer in a non-profit:
- positive reinforcement should be realistic and specific. This means that the supervisor tells the volunteer that the work has been done well only if she can honestly say it. It is also important to be specific, not just 'you did a good job today,' but, rather, something like, 'I noticed that Mrs. Hill really responded when you were reading to her. That is a significant change for her.'
- instead of thinking of negative feedback, it is usually more effective to think in terms of constructive criticism. This means that the supervisor acknowledges that something the volunteer did was not as effective or appropriate as it could have been, but it is immediately followed up with ideas of how to achieve better outcomes. This will be much easier to handle if the expectations have been laid out specifically at the beginning of the relationship when the job description is reviewed.
- regular supervisory meetings are always a good idea. These can be informal chats every few weeks, but with serious intent. This is the time to provide coaching advice on how to better do the work and to provide both positive feedback and constructive criticism. If there are regular meetings, then there should be no surprises when it is time for a more formal review.
Performance Appraisal of the Volunteer
Just as the supervisor conducts annual performance appraisals for regular, paid staff, supervisors in some non-profit organizations will do the same with volunteers. It might not be as detailed an appraisal but will still cover those key elements. These are:
- specific feedback on how well the volunteer has done for each area of responsibility on the job over the past review period
- a review of communications and interpersonal relationships
- identification of areas in which the volunteer might need further coaching or training to do the best work possible.
Discipline of Volunteers
Unfortunately, even volunteers might be noncompliant with the organization's procedures or rules of conduct. In such cases, the supervisor will have to begin a disciplinary process that might even lead to the dismissal of the volunteer. If there is such a significant breach of the volunteer contract, it is important that the supervisor keeps notes of incidents, with dates, time, and people involved. The supervisor then consults with the coordinator of the volunteer program and follows organizational procedures.
For the benefit of the organization, the volunteer, the clients, and the staff, it is important the supervisor understand her role, responsibilities and relationship with the volunteer in her work unit, and act accordingly. Review the expectations, make sure all necessary training is done, that there is supportive supervision with corrective action, if necessary.
Supervising volunteers can be time-consuming, but it is investing in the future of the non-profit. It is volunteers who always add value both to direct client service and to the necessary support work. And, it is fulfilled volunteers who spread the word in the community about all the good work done in that particular non-profit organization.
Constance Woloschuk - 30 years experience in management and organizational development; extensive volunteer work with faith-based organizations.
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