Volunteers, like most of us, need some form of ongoing support to help them to do their jobs to the best of their abilities. Implementing a good support system will help volunteers claim their rights and carry out their responsibilities within your group, and will demonstrate to volunteers that their work and development is important to you. 

What Do We Mean by Support and Supervision?

Supporting someone is about strengthening their skills, helping them to succeed.

The common definitions of the verb ‘to support’ also include:

• To hold in position so as to keep from falling, sinking, or slipping

• To be able to withstand

• To provide for, or maintain, by supplying with money or necessities

Supervision is about overseeing in terms of management or overseeing the performance or operation of a person or group.

Why have a Support System?

An effective support system will provide a means of tackling problems before they get out of hand.

Support is an enabling activity that focuses on the person rather than the task, and involves:

• Giving people the space and encouragement to share thoughts and feelings

• Hearing what people say

• Being reliably there for other people

• Increasing the other person’s self esteem

• Enabling the other person to cope

• Providing practical assistance

As with most areas of volunteer management, there is no single ‘right’ way to offer support to volunteers. Different volunteer tasks will require different types of support and you will also need to take into account the differing needs of individual volunteers.

For example, volunteer management committee or board members will usually need a different induction and support from volunteers delivering direct services. What is important is that an appropriate support system is in place from the beginning of each volunteer’s involvement with you.

Remember that supporting volunteers includes practical issues such as expenses and making sure volunteers have up-to-date and comprehensive information.

Factors to consider when choosing the right type of support

• The type of group you are

• Resources available to you - time, physical space, staff to volunteer ratio etc.

• Type of volunteer task - driving, office based, lunch club, shop, etc.

• Type of volunteers – skilled, inexperienced, higher support need, confident

• Motivation needs of the volunteer

• Numbers of volunteers – capacity of group to deliver

• Think about how demanding your volunteers’ role(s) might be. For example, if your volunteers are working with people with dementia, consider how you will ensure they have space to discuss how they are feeling.

Managing volunteers will not always be plain sailing. It is important that your community group or organisation is prepared for when things go wrong. There will inevitably be times when the performance or conduct of a volunteer falls below what is expected. 

Problems usually arise because of lack of clarity and a breakdown in your volunteer support structure. Clarity is therefore probably the number one prevention. If people know what they are to do, know how to have their voice heard and know what is expected of them and crucially are thanked then it goes a long way to mitigating any problems. 

Although you cannot plan for every eventuality, if you have a Volunteer Framework Structure you can help prevent some challenges and safeguard against others. This will also mean that if they do occur, you will know what to do and deal with them efficiently. 

A Volunteer Framework Structure 

• A good volunteer framework structure should include: 

• Volunteering policy 

• Effective processes for recruitment and selection of volunteers 

• Volunteering agreements 

• Volunteer task/role descriptions 

• Risk assessments for each task description 

• Effective training and support for volunteers 

• Code of conduct 

• A process for dealing with complaints 

• A process for dealing with a disciplinary issue

Very occasionally, things can go seriously wrong for groups involving volunteers. Having good policies and procedures in place to deal with complaints or accidents will help resolve most issues and limit their impact, but some incidents may be outside the scope of these and have the potential to cause legal or reputational damage to your organisation. 

For example: 

• A volunteer turning up drunk and abusive 

• A volunteer who acts inappropriately with a client 

• An assault 

• Disclosure checks reveal a criminal history of a volunteer that causes alarm 

Remember that serious cases are very rare, but in the unfortunate event of you having to fire-fight a problem, it is far better to have a plan in place rather than reacting when chaos is descending. This type of more serious incident should be part of your risk management strategy, making sure that you are prepared. 

Firstly, make sure that everyone within your group or organisation knows their role. Committee or board members, the chair, managers etc all need to know what to do if serious problems arise. It is vital that you have a person who is responsible for coordinating your group’s response. Your board members are the ones who carry responsibility and liability for your group, so their involvement is crucial. 

If your community group or organisation has a manager in place, they need to know that the chair or another appointed board member can act as a second point of call. 

Dealing with a Serious Incident

Gather the Facts

 

It is not easy to handle a crisis if you are not aware of all the facts. If your role is as a leader, you have to be detached from the emotional side of the crisis and rationally take stock of things in order to move on. 

Get People Together 

Meet up with the relevant people within your group or organisation to discuss the situation. This should include committee or board members. This meeting will enable you to start analysing the facts and preparing your united stand on handling the crisis. Agree a timeline and ensure that internal policies and procedures are followed. 

External Assistance

You might need to appoint external experts to access the situation if the crisis is totally unanticipated or you do not feel that you have the skills to handle it effectively internally. 

Handling the Press

Prepare a statement or press release on behalf of the organisation. If you are comfortable (and authorised) to conduct a press interview, make sure that you have the full details - and that you feel confident that you can deliver it in an unemotional and fair way. You want your organisation to look professional, in control and demonstrate that it is handling the situation well. Remember to be forthcoming with reliable information (without giving away confidential information) and try not to speculate. In extreme cases, it may be necessary to manage the press who may be calling for information and comment following a situation. 

Remember to: 

• Identify a spokesperson and make sure that that person is available to the press 

• Make sure that the spokesperson is well briefed with the facts and the key message that your organisation needs to give 

• Ensure that all other staff, volunteers and board understand that they must not and cannot talk to anyone about the situation to anyone external (including family and friends) and that they should be vigilant for press trying to target them

• The press won’t just go away if you ignore them - consider issuing a statement. A powerful well- crafted statement can help mitigate negative press. Consider engaging a professional if need be. 

• Never say 'no comment' 

• Always be courteous and helpful, but stick to the agreed line, no matter how demanding the press are 

• If you do not know the answer try and find out – always check with/agree with someone senior on what the responses to questions should be 

After the Dust Settles 

It is very important that you recognise the impact that a serious incident can have on the rest of your team. Although the details of an incident might be too sensitive to share, it is important that you have a debrief session with your staff and volunteer team: 

• Meet with the team informally 

• Cover the issue of confidentiality outwith the organisation 

• Give information about the situation 

• Reassure the team and offer additional support It is also advisable that you record the events, in the way you would record any other confidential matter. 

Make sure you have the details of what has happened, the action taken and the outcome.

Motivating volunteers is a key part of your role as a volunteer coordinator/manager and it is one of the most challenging aspects of volunteer support. Likewise, it is a critical factor in keeping volunteers committed to their roles. The success of motivating volunteers comes from understanding the motivation of volunteers in the first place and managing them according to their needs.

Typical things that might motivate a volunteer are:

• Feeling connected

• Common goals

• Common values

• Mutual respect and trust

• Pride in the team

• Equity

• Having a say

• Feeling effective - able to see something through to completion, having some control

• Feeling unique - having particular individual strengths recognised, being given challenges which use particular strengths

If we understand what motivates both our staff and volunteers, we also need to recognise where motivation may be lagging.

Signs that your volunteers may be feeling demotivated include:

• Increased absenteeism

• Persistent lateness

• Irritability

• Drop in performance or standard of work

• Petty grievances

• Lack of co-operation, seeming to disagree for the sake of it

• General increase in volunteer turnover

Keeping your volunteers motivated

One of the most important aspects of maintaining motivation is to address the way in which you recognise and reward your volunteers. The best way is to encourage and foster a culture of rewarding and recognising your volunteers as early into the development of your volunteer framework as possible.

Fortunately, motivating volunteers is not that hard.

There are tools you can have at your disposal that you can use to reward and recognise your volunteers that include:

• Saying 'thank you'

• Making sure you know and use each volunteer’s name

• Remembering the more personal things about them such as the names of their children and pets

• Giving them time – not just formal support sessions

• Celebrating major achievements

• Involving them in decision making

• Offering relevant training and progression

• Making sure that you settle expenses claims quickly

• Providing food and/or refreshments

• Nominating them for awards, or having your own awards ceremony – remember volunteers’ week is the first week of June each year

• Making sure that the whole organisation recognises what volunteers do and make sure this is reflected in external media

• Mentioning their achievements at committee meetings and in reports

• Remembering their birthday

• Sending cards at Christmas and other appropriate holidays

• Organising social events

• Providing any equipment they may need to do their jobs

• Keeping a record of individuals achievements so you have that information on hand

• Using special events such as Volunteers Week to celebrate their work

• Saying ‘thank you’ again

Community groups involve volunteers in a variety of ways. Some are comprised entirely of volunteers. Some organisations inherit volunteers by default. Not every group or organisation will be happy about involving volunteers – others simply cannot get enough of them.
 

Why would your group involve volunteers?

For any group or organisation to build a successful framework which engages and supports volunteers, everyone from the Trustees (who after all are volunteers themselves) to a paid member of staff (who may not have any contact with volunteers) needs to understand the reasons why involving volunteers is a positive thing and how it can help your group.

Involving volunteers:

Helps forge strong links between the group and the community

Means your group can use them as ambassadors for your cause

Engages supporters/funders/stakeholders

Offers a different and unique relationship with your clients that paid staff may not be able to (such as mentoring or befriending)

Relieves staff pressures

The benefits volunteers bring

Understanding the benefits that volunteers bring, can really help everyone in the group understand why volunteering is so important.

Benefits of involving volunteers might include:

Enhancement of your services

Ability to provide a more flexible service

Support for staff to provide more services

Support with events – such as fundraising and awareness raising

Bringing diversity to the organisation

Bringing a new perspective to your group or organisation

When it is clear why your group involves volunteers and what benefits that brings, it is important to reflect this in your group’s core values and aims:

Is the value and benefit of involving volunteers reflected in the purpose and mission statement of your organisation? If not should it be?

Are you communicating the importance of volunteers to your paid staff, committees, volunteers, users and the general public?

You may wish to consider reflecting these values in your practices, publicity and written materials produced by your organisation: for example, annual reports, strategic plans, publicity.

Why not schedule 10 minutes at your next board meeting to ask your Directors or Trustees these questions?

What happens when the relationship between your volunteer and your organisation is no longer working and has to come to an end? 

‘Counselling out' 

When the relationship between volunteer and organisation breaks down and the decision is made that a volunteer should leave (for whatever reason), your approach should enable that volunteer to see that it is not appropriate for them continue to do voluntary work within your particular organisation anymore. This is sometimes referred to as ‘counselling out’, although there is some debate as to whether or not 'counselling' (or ‘to help others help themselves’) is the most appropriate word to use. 

However it is referred to, the procedure needs to be carried out tactfully and with sensitivity and not be seen simply as a case of ‘getting rid of’ or ‘finishing’ a volunteer. You group should consider including 'counselling out' procedures within your Volunteer Policy. 

Offering Alternatives 

There could be one or several reasons why a volunteer is deemed unsuitable for a specific role. Yet, given the opportunity, the same volunteer may prove more than adequate at achieving other tasks. Attempts should be made to offer volunteers alternative opportunities. Further training may be needed, but investing the time and effort will hopefully bring rewards. If no alternative roles can be found, refer the volunteer on – perhaps to another community group or organisation that may be more suitable. Or suggest that they contact their local Volunteer Centre or Third Sector Interface organisation where there may be a much wider range of opportunities to consider. 

Which other issues need to be considered? 

Complaints Procedures 

Ideally as part of your 'Volunteer Policy', volunteers should have access to the organisation's 'Complaints Procedure'. 

Personal Issues

 

The person responsible for asking a volunteer to leave should do so in a straightforward but sensitive manner. The reasons may well be 'clear cut' but a volunteer still needs something positive to take with them. 

Sharing Information 

There may be instances where an organisation obtains information on a person which they feel needs to be shared with others. For example, there may have been a complaint made against a volunteer by a client. If, after investigation, this is substantiated and the volunteer asked to leave, it may be appropriate to share this information with certain other organisations, despite the issues raised regarding confidentiality and prejudice. 

This situation may be difficult, and will entail careful consideration, however if it is felt there is a possibility of placing an already vulnerable person at potentially even greater risk, then the reasons for disclosing this information will be justified. This does not, and should not, necessarily mean the volunteer is prevented from doing any further voluntary work. Rather, work undertaken in the future should be concerned with not placing clients (or the volunteer) in an unnecessarily vulnerable/stressful situation.

No matter what your structures there may be times when the performance or conduct of a volunteer falls below what is expected. Having a clear and established disciplinary process in place will prevent misunderstandings and seek to protect the volunteer and the organisation. This should be shared with all your volunteers.

The aim of the policy should be to encourage improvement in individual conduct and performance, and reduce the need for 'counselling out'. Do not be tempted to use any existing Disciplinary policy that you have for paid staff. Your volunteering Disciplinary policy has to be specific to volunteers.

Best Practice Guidelines for a Volunteer Disciplinary Procedure

The following are suggested best practice guidelines. How your committee or board chooses to tailor or adapt these will depend on the scale and management structure or your group or organisation.

Informal Meeting

Before any policy and procedure is invoked, conduct an informal meeting. Most problems can be resolved by informal discussions or counselling, and often this can avoid the need for formal disciplinary action. This may include mediation or additional training or support for the volunteer.

An informal meeting would not be recorded as disciplinary action and would be seen as a process of constructive dialogue. If the problem cannot be resolved informally with your volunteer, it might then be appropriate to invoke a disciplinary policy and procedure.

Stage 1 - Formal Verbal Warning

A formal verbal warning may be given to the volunteer if, despite informal discussions or training, the conduct or performance still does not meet acceptable standards. This should follow an appropriate disciplinary meeting delivered by the person within your group or organisation who is most relevant - this may be a committee member or perhaps a Volunteer Coordinator/Manager.

A brief note of the warning should be kept but, subject to satisfactory conduct and/or performance, this would lapse after 6 months.

Stage 2 - Written Warning

If there is no improvement in standards within the prescribed time, or if a further offence occurs, the volunteer should receive a letter from their manager inviting them to attend a further disciplinary meeting. The disciplinary meeting should take place as soon as is reasonably possible, but with sufficient time for the volunteer to consider their response to the information contained in the letter.

The meeting should be an opportunity for both the volunteer (with their representative) and the manager to talk about the issues or allegations being made, consider the information with a view to establishing whether to progress the disciplinary action.

Following the disciplinary meeting, if it is decided that no further action is warranted, the volunteer should be informed in writing.

Where the volunteer is found to be performing unsatisfactorily or their behaviour is deemed unsatisfactory they will be given a written warning. A copy of the written warning should be kept on file but the warning will lapse after 12 months subject to satisfactory conduct and/or performance.

Where a written warning is given, the Chair of the Board of Directors  should be advised and kept up to date with any progress.
 

Stage 3 - Final Written Warning

If the conduct or performance still remains unsatisfactory by the stipulated date, or if the misconduct is sufficiently serious to warrant only one written warning, a further disciplinary meeting (where the Director will be present) should be called with the employee and their representative. The disciplinary meeting will be an opportunity for the volunteer to answer the issues raised.

Where this meeting establishes that there has been a failure to improve or change behaviour, then a final written warning should be given to the volunteer.

Final Stage – Dismissal

If the volunteer’s conduct or performance still fails to improve or if further serious misconduct occurs, the final stage in the disciplinary process may be instituted and the volunteer dismissed.
 

Gross Misconduct

Where a volunteer is found guilty of gross misconduct, they would normally be subject to summary dismissal (instant dismissal without notice) and the above procedures regarding progression of warnings should not apply.

Examples of gross misconduct might include:

• Deliberate falsification of expenses claims

• Disclosure of confidential information (see confidentiality policy)

• Convictions of a criminal offence that undermine a person's suitability for volunteering

• Provision of false information relevant to a person's volunteering position

• Consistently poor attendance on a project, without appropriate notification

• Use of abusive or offensive language or behaviour

• Bullying or harassment

• Being under the influence of alcohol or drugs

• Theft of property or misuse of equipment or materials

• Failure to abide by policies and procedures

• Failure to satisfactorily perform assigned duties
  
  

Appeals

If a volunteer wishes to appeal against any disciplinary decision, this should be made in writing within five working days of the decision being communicated to them, to the relevant person on the board.

All volunteers should have a named person who will offer on-going personal support that allows them talk through any issues and problems that they have.

This can be offered in a variety of ways, including:

• Regular, pre-arranged one-to-one support sessions

• Informal day-to-day support, for example, checking in with volunteers at the end of each session

• Telephone support

• Review/development/evaluation sessions at fixed points during the year

• Getting in touch at key points, for example, after a potentially stressful session

• Group support – getting volunteers together to share ideas and experiences

• Peer support – using experienced, long-standing volunteers to support new volunteers

• Training – all volunteers should have the training necessary to equip them with the skills and knowledge they need to carry out their tasks safely and effectively

The way in which your organisation offers support to volunteers will be determined by a variety of factors, such as:

• The type of organisation

• The nature of the volunteer task

• The needs of individual volunteers and the resources available

A good support system will incorporate elements of practical, organisational, information and personal support to volunteers. At the start of a volunteer’s involvement with the project you should take the time to discuss what they think their support needs will be and what you feel is appropriate to their role and agree on the best method of providing support.

Remember that a volunteer’s support needs may change during their involvement with you and so it is important to review regularly the way in which support is offered.

A good support system for volunteers will:

• Ensure volunteers can claim their rights

• Ensure that volunteers can carry out their responsibilities in line with their role or task descriptions and the volunteer agreement

• Set objectives

• Assess and identify training needs

• Exchange information and ideas

• Allow early intervention in problems or issues

• Help you gauge the stage and needs of the volunteer

• A time to praise particular aspects of their work or conduct etc.

Making the support effective

When considering how you are going to structure your support and supervision sessions, it is a good idea to think about what factors can affect how effective the session will go with your volunteer, particularly if you need to address something with them.

For a session to be effective you should:

• Schedule enough time

• Ensure there is privacy

• Have clear structure

• Assure confidentiality

• Keep appropriate records

• Set date for next session

• Agree future plans where appropriate

• Finish on a positive note

A good support session is essential and therefore you should avoid:

• Noisy environments

• Late starts

• Appearing like you are in a rush, distracted or allow interruptions

• No summary at end of session

• No agreement when next session will happen

• Finishing on a non positive note

Remember that your support and supervision structure has to suit your organisation and your volunteer roles. It is a chance for you and your volunteer(s) to have space to look at all aspects of their volunteering.

It is also an opportunity to:

• Obtain information

• Empower and coach your volunteer

• Evaluate how the relationship and role is working

• Motivate

Having grievance procedures for volunteers may sound rather formal, but they intend to promote fairness in the treatment of volunteers and ensure that as far as possible volunteers have the same rights as paid staff. 

Most difficulties can be settled through the normal channels of communication. Where this is not possible, the purpose of a Volunteer Grievance Procedure is to provide for the orderly resolution of joint problems in a fair and open way. 

Informal Discussions 

In the first instance, if any volunteer has a grievance about their volunteering or a colleague they should discuss it informally, as soon as possible, with their line manager (or another manager if the grievance involves the line manager). Their grievance should be taken seriously and everything done to try to resolve the issue informally. The majority of concerns are likely to be resolved at this stage. 

Best Practice Guidelines for a Volunteer Grievance Procedure 

The following are suggested best practice guidelines for Volunteer Grievance Procedures. How your committee or board chooses to tailor or adapt these will depend on the scale and management structure or your group or organisation. 

Stage 1: If a volunteer feels that the matter has not been resolved through informal discussions, they should be able to put the complaint in writing to the appropriate person within your group or organisation. Follow this up with a meeting to allow an opportunity for the volunteer to explain their complaints and share how they would like them addressed. The volunteer will have a right to be accompanied to this meeting. Following this meeting, the line manager (or other appropriate person) will give a written response usually within 5 working days of the meeting outlining how the complaint(s) will be responded to. If the complaint requires further meetings or investigations, the 5 working days limit may need to be extended. The response will follow this meeting and include a reference to the right of appeal. 

Stage 2: If the volunteer feels the issue has still not been resolved satisfactorily, they should raise the matter, in writing, to the committee or board. The volunteer will be invited to a meeting where they can discuss the matter and establish how best to resolve the situation. The volunteer has a right to be accompanied to this meeting. Following the meeting, the Director will give a written response within 5 working days of the meeting outlining how the complaint will be responded to. If the complaint is against another member of staff or volunteer, or requires further investigation, the Director will need to carry out further meetings or investigations. In this case, the 5 working days limit above, may need to be extended. The response will follow this meeting and include a reference to the right of appeal. 

Right of Appeal

If the volunteer wishes to appeal against any grievance decision, they should do so in writing within five working days of the decision. Your board may choose to set up an Appeals Sub-committee to hear the volunteers appeal. The volunteer should be given the right to be accompanied to the appeal meeting. The Appeals Sub-committee’s decision will be final.