Can We Fire A Volunteer?
Guest Blog by Ann Marie Eckert
Note from Mary Beth: I was with a group of people talking about the work of a nonprofit and how they had dealt with morale problems due to a few very negative volunteers. My sister, who is the author of this blog, chimed in that she has provided training on how to fire volunteers several times. I know many of my clients struggle with this idea. So, I asked her to write a blog on the subject. Do you have a volunteer that needs to be fired? Read on.
Volunteers are supposed to make things easier—right? So why does it sometimes seem that a particular volunteer is making everything harder? There are a variety of ways this can happen:
Late Luis can’t seem to show up on time and is forever causing people to scramble to fill his position until he finally arrives.
Critical Clarisse has a strong opinion about everyone and everything. She frequently speaks negatively about organizational partners and other volunteers, creating tension and damaging relationships.
Boundary-less Bob often sticks his nose into situations that he has no business being involved in, frustrating staff, and making confidentiality a serious concern.
Half-way Helen usually does some of the job she is assigned, but rarely completes all of it, leaving other volunteers to fill in the gaps—often at the last minute.
Edgy Evan likes to live on the edge. He is not afraid to bend or break the rules, teaching the children he works with that they can do the same.
Clarisse, Bob, Luis, Helen, and Evan may all have gifts and talents, and they may have made meaningful contributions to your organization. Their hearts may even be in the right place. But the problems they bring are not simply a nuisance—they can have a significant negative effect on your organization.
When nonprofit leaders fail to address problem volunteers, they communicate to good volunteers that their time and commitment are not valued. When people repeatedly fail to show up for a shift and there are no consequences, other volunteers may begin to think that showing up is optional. When some volunteers are professional and dependable while others are not, the volunteers who take their responsibilities seriously may eventually leave for an organization where their professionalism is valued.
If you want great volunteers, you need to train and mentor them, support and celebrate them, and provide them with the tools they need to succeed. But you also need to be willing to address behavior that is not working and, when necessary, ask people to leave. Your organization should be a place that is worthy of the time, energy, and talent that your best volunteers have to offer.
What to Do with Problem Volunteers
Let’s say this up front: It is absolutely okay to ask a volunteer to leave. Not everyone is the right fit for every organization, and the fact that someone wants to volunteer does not mean that you are obligated to find a place for them.
There are, however, practical steps you can take that may help a struggling volunteer move from being a problem to becoming an asset. Before ending a volunteer’s service, there are several things to consider and several steps you can take.
Starting at the Right Place and Helping Them Grow
When Late Luis started volunteering at your organization, did he receive a written job description that clearly stated what time his volunteer shift began? When he showed up late the first time, was he reminded of his start time? When he was late a second time, did you pull him aside and explain how his lateness affected the other volunteers? When he was late a third time, did you meet with him privately and explain that if the problem continued, you would either need to find him a different volunteer position that did not require him to arrive at a specific time or replace him altogether?
If you have not done some or all of these things, it may not be time to fire Luis. Instead, it is time to have a private conversation that gives him an opportunity to understand why arriving on time is an important part of his volunteer role, how his lateness affects the organization, and why you want to give him a chance to meet your expectations moving forward.
When you first realized that Critical Clarisse was being consistently negative, did you remind her of the code of conduct that all volunteers were asked to sign when they began volunteering? Did you explain how her comments were inconsistent with that code of conduct? When the behavior happened again, did you clearly explain what needed to change and how her behavior was damaging relationships with organizational partners?
If you have had these conversations and Clarisse's behavior has not changed, it may be time for one final warning before asking her to leave. Sometimes people simply cannot or will not change, and it is time to let them go.
Before bringing Boundary-less Bob into your organization as a volunteer, did you interview him for the position? Did you conduct reference checks? When a volunteer has access to sensitive information, it is your responsibility to make sure that person is a good fit for the organization and can be trusted with that responsibility.
If Bob has demonstrated that he is not a good fit, even after coaching and conversations, it may be appropriate either to end his volunteer service or to find him a position that gives him less access to staff, confidential information, and the day-to-day operations of the organization. Is there an off-site job he might excel at? Is there a special project he could help with? Sometimes a change in responsibilities can make all the difference.
Half-way Helen may need help if she is going to become an asset to your organization. This might be a good time to sit down with her and try to understand why she is struggling. Does she lack computer skills that you could help her develop? Does she need help with organization? Is she simply inexperienced or immature?
The more you listen, the better you will understand how to respond. Finding a mentor who can teach her new skills may be a great help. Pairing her with a project partner who is more organized may also give her the support she needs. Volunteer positions can be wonderful opportunities to learn new skills and develop professionalism. Don't be afraid to invest in people who have the capacity and willingness to contribute.
If you simply do not have the time or capacity to invest in this person, however, asking her to leave may be the best option.
Edgy Evan gets one chance before it is time to cut him loose. The safety of the children he works with is essential. As soon as Evan crosses a line, he should have an immediate disciplinary conversation with very clear limits placed on what he is and is not allowed to do. It is then your responsibility—or the responsibility of another staff member or trusted volunteer—to keep an eye on him until he has demonstrated that he can be trusted.
A second violation should result in immediate termination of his volunteer service. Losing a volunteer may also need to be addressed with the children he has been working with. This can be an opportunity to help them understand that actions have consequences while reaffirming the rules that exist to protect their emotional and physical safety.
Preparing to Ask a Volunteer to Leave
If you have done everything you reasonably can to help a volunteer become an asset to the organization and the problems continue, it may be time to begin preparing to end the volunteer's service. Before you call the volunteer in for a termination meeting, consider the following:
Double-check your assessment. Talk with other staff members and a few trusted volunteers to make sure your impression of the volunteer is accurate. Sometimes a person simply rubs us the wrong way while others have no problem working with them. If you are the only person who sees the volunteer as a problem, ask yourself whether the behavior is something you can reasonably manage.
Consider the volunteer's importance to the organization. Talk with your supervisor, Board chair, or another organizational leader to make sure you understand the volunteer's role and relationships within the organization. For example, a volunteer who is difficult to work with may also be a significant donor, community connection, or source of valuable knowledge. This does not mean that poor behavior should be ignored, but it does mean that organizational leaders should understand the full picture before making a decision.
Document your efforts. Make sure you have documented the problems that have occurred, the conversations you have had, the coaching that was provided, and the steps taken to help the volunteer improve. If this was not done previously, create a clear record before moving forward.
Have someone with you. When possible, ask another staff or Board member to join you for the termination meeting. Ideally, this person should be someone who has supervised or worked closely with the volunteer.
The Termination Meeting
Schedule a private meeting. Meet with the volunteer in your office or another private location. Do not have this conversation in a public setting. You cannot predict how someone will react, and the volunteer deserves privacy and dignity.
Acknowledge their contribution. Thank the volunteer for the time and talent they have given to the organization. Be sincere, but avoid being overly effusive, as excessive praise can send a mixed message about why the meeting is taking place.
Explain the concerns. Clearly describe the problems that have previously been brought to the volunteer's attention, as well as the corrective actions and support that have been offered. Be specific about the steps that have already been taken.
Clearly communicate the decision. Let the volunteer know that you have not seen enough improvement and, as a result, you need them to step away from their volunteer role. If necessary, clearly state that their volunteer service is being terminated and that they are not permitted to return.
End with respect. Acknowledge that you are sorry the situation did not work out. Thank the volunteer again for the time they contributed, and then respectfully bring the meeting to a close.
What to Do After the Termination Meeting
1. Write a Termination Follow-Up Letter
Include a brief thank-you paragraph outlining what the volunteer contributed and why it was helpful.
Include a brief summary of the issues that led to the termination, including references, when appropriate, to the organization's written rules, code of conduct, or job description that were not followed. Include the date, time, and location of the termination meeting.
If appropriate, offer options for future volunteer involvement if the circumstances that caused the termination change. For example: If your schedule changes and you feel you can meet the requirements of the position, we would be happy to discuss future opportunities to volunteer with our organization. Obviously, do not include this if you cannot imagine the person being a good fit in the future.
Sign and date the letter.
2. Communicate with Other Volunteers
In most situations, simply tell other volunteers that the person will no longer be volunteering. There is no need to say more. Your silence communicates professionalism and protects the former volunteer's privacy.
However, if the volunteer caused significant problems within the organization and some amount of healing is needed, it may be important to meet with affected volunteers to talk through the situation, acknowledge the harm that was done, and strategize about how to move forward. This should be done without gossiping about or speaking negatively about the former volunteer.
3. Take Time to Debrief
Talk with a friend or colleague outside your organization if you need to process what happened. Ending a volunteer relationship can be difficult, especially when you know that the person had good intentions or made valuable contributions in the past. Talking with someone you trust can help you process your own feelings, gain perspective, and feel more confident if another difficult volunteer situation arises.
4. Learn from the Experience
Use the experience as a learning opportunity for your organization. Review your volunteer recruitment and screening practices, code of conduct, job descriptions, training, supervision, and other policies or guidelines. If you discovered that something was unclear or missing, make the necessary changes.
Conclusion
Managing problem volunteers is not about being punitive or getting rid of people who are difficult. It is about creating an environment where volunteers understand what is expected of them, have the support they need to succeed, and are held accountable when those expectations are not met. Good volunteer management requires both compassion and courage: compassion to recognize that people may need coaching, mentoring, or a different opportunity, and courage to act when a volunteer's behavior continues to harm the organization. When leaders address problems fairly, consistently, and respectfully, they protect the organization while also showing their most dedicated volunteers that their time, talents, and commitment truly matter. Ultimately, the goal is not simply to have more volunteers—it is to build a volunteer community where people can contribute, grow, and work together effectively for the good of the organization and the people it serves.
