Some matches are not made in heaven. How do you handle a situation where, six months in, you or a new volunteer recognizes that the person and the task are not suited to each other?
Joe’s daughter was born with spina bifida and he feels compelled to “give back” to your organization which has been helpful to his family. He volunteers to drive the day camp bus for the summer. Everybody has looked at the job as “transportation,” but when Joe does it, he gets emotionally involved with his passengers—and he doesn’t handle that well.
Sally has volunteered to man the box office from 1-3 pm on Mondays. But she’s often late because she isn’t able to break away from her morning job in time to arrive by 1pm. The disruption in box office coverage is taking a toll on other volunteers and on staff members who have to fill in.
Charlie’s a retired Personnel executive who’s come to your office through a Senior Volunteer placement program to cover the phone and reception desk one day a week. But Charlie is too much of a manager and can’t resist meddling in employee issues—taking up a lot of your time and upsetting your otherwise well-oiled office wheel.
Three rule for supervising volunteers:
Make a new match carefully. Consider a “trial” period, or ask the volunteer to cover the job for a day or two while someone is on vacation—to give you and the volunteer to test the waters.
Check in with volunteers regularly so you’ll see for yourself what’s working and what’s not. You need to be the one to start the conversation: “is there anything about this work that you don’t like?”
When there is a parting of the ways, no matter who initiates it, be sure it is handled with respect and consideration. That same volunteer may cross your path again, or might be in a position to “recommend” you to a future volunteer or donor.
Once again, fundraising is friendraising.
