Paddy Browne looks at how volunteer managers can deal with situations like this - and how they can stop them happening in the first place.
Discipline and volunteering dont sit well together; they feel uncomfortable in the same sentence. Discipline implies authority, control and regulation - the very opposite of volunteering, which is deeply rooted in freedom. Yet, paradoxically, it is the tight preparation and training on which some voluntary organisations insist that make those organisations highly respected, trusted and much in demand.
But surely a small group of like-minded people who get together for some mutual venture wont need such a rigid form of discipline? Well, nothing is ever that simple. Even those who, for a bit of fun and relaxation, may just want to start playing five-a-side football on a regular basis, need to lay down some rules before they kick off. All right, so they neednt adopt the full Football Association Handbook of Rules - but nevertheless, should a player commit an offence, s/he would wish to be adjudged in a fair and just manner.
Part of the difficulty volunteer managers face is the embarrassment factor. How can you take issue with someones work or behaviour when theyre giving their time for nothing? Unfortunately, it is often this embarrassment that prevents problems being dealt with at an early stage, when they could be resolved swiftly. Avoiding tackling a problem usually only results in it getting worse and increasingly difficult to deal with. Putting it off can also lower the morale of other volunteers and paid staff who see that the problem is not being resolved.
If you take the bull by the horns as soon as a problem becomes apparent, in the vast majority of cases it can be sorted out satisfactorily and quickly through informal discussions. Most grievances are the result of misunderstandings and bad communications. However, should the circumstances be more serious, then the procedures outlined below ought to ensure that volunteers have their cases fairly heard.
For the majority of voluntary organisations, large or small, offences by volunteers might include:
- persistently bad timekeeping
- taking on tasks which go outside the agreed remit
- failure to respect clients/customers confidentiality, dignity, independence and individuality
- breach of health and safety regulations or agreements
- misuse of the organisations equipment or facilities
- theft
- discrimination on grounds of disability/ race/gender, abuse, or other offensive behaviour
- arriving for work under the influence of alcohol or drugs, or other substance abuse.
Horses for courses
A disciplinary policy will need to take into account the size and commitments of the particular voluntary organisation. Larger organisations are likely to have their own disciplinary codes and procedures that reflect their own ethos. On the other hand, a full assortment of options such as written warnings, which are necessary in a system where hundreds of volunteers are deployed, would hamper the flexibility needed by a small community group.
For guidance purposes, a disciplinary code or procedure should go through the following stages:
1. Informal or oral stage
Here, mitigating circumstances can be discussed. Should s/he wish, the volunteer may be accompanied by a friend. Careful notes must be taken, and a time frame for improvement agreed.
2. Written warnings
If there is insufficient improvement, or in the case of a very serious offence, a further meeting should be arranged, after which a written warning clearly stating what further improvements are expected should be issued to the volunteer. It is very important that everything is fully explained and understood. Once youve got to this stage, its unlikely the relationship can survive. Try to do all you can to keep the goodwill of the person involved, and also of the other volunteers.
3. Dismissal
If there has been no improvement at the conclusion of the previous stages or in the case of gross misconduct, the volunteer can be asked to leave and any further offer of help from them refused. This must be put in writing to the volunteer within one week, giving reasons and details of the right of appeal. In this case, an appeal must be received within 14 days of the effective date of the letter of dismissal. The volunteer will not be allowed to continue giving help pending his/her appeal.
4. Appeals
A right of appeal should be included at every stage and carried out within the agreed time limits. The volunteer - accompanied by a friend if s/he wishes - the person in charge of the volunteer and another senior manager should attend the appeal.
Having to discipline a volunteer can be daunting and not to be entered into lightly. In many ways, it might appear that there is very little difference between disciplining volunteers and disciplining paid staff. But thats for another article!
Paddy Browne is a volunteer management consultant
Preventing problems
Adopting good practice measures from the start can help prevent problems from arising in the first place.
- Think about why you want to involve volunteers
- Ensure there is valuable work for them to do
- Think about what the work involves, so that you can make a good match between the volunteer and the placement. You may wish to draft a voluntary work outline and a person specification
- Have clear procedures for selection. Where possible, make sure anyone responsible for interviewing potential volunteers receives specialist training. In interviews, make it clear what might make the work of value to that particular volunteer, and take the time to find out what his/her motivation is
- Set out clear expectations on both sides
- Be flexible - try to offer a variety of time commitments, and/or a 'trial period'
- Make sure volunteers receive appropriate support. For example, regular supervision can enable potential difficulties or concerns to be detected and resolved at an early stage, before they become a real problem.
