How to Avoid Firing a Volunteer

1. How to Avoid Firing a Volunteer Jill Vogel AWAG Annual Conference jill.marie.vogel@us.army.mil

2. Course Objectives • Discuss volunteer job descriptions. • Discuss confidentiality statements. • Discuss volunteer Standard Operating Procedures (SOPs) and After Action Reports (AARs). • Discuss how to properly discipline a volunteer. AWAG Annual Conference jill.marie.vogel@us.army.mil

3. Why have Job Descriptions? • Job descriptions are essential. • A job description defines a person's role and accountability. • The process of writing job descriptions is actually quite easy and straight-forward. • Starting with a list 8-12 tasks is ideal. • Job descriptions should refer to the SOP. • Ask the volunteer to sign the job description. AWAG Annual Conference jill.marie.vogel@us.army.mil

4. Job Descriptions (continued) • Network - no need to reinvent the wheel • Google – military sources • Operation Ready (FRGs) • http://www.au.af.mil/au/awc/awcgate/army/frg_hdbk.pdf (Army) • http://www.scribd.com/doc/1460340/US-Air-Force-frg-hdbk (Air Force) • http://www.cnic.navy.mil/navycni/groups/public/@hq/@ffr/documents/document/cnicp_a197800.pdf (Navy) • My Army One Source • https://www.myarmyonesource.com/default.aspx AWAG Annual Conference jill.marie.vogel@us.army.mil

5. Guidelines for Developing Volunteer Job Descriptions • TITLE This will be the volunteer’s identification.  Give this as much prestige as possible. • MAJOR OBJECTIVE:A short and concise statement reflecting the ultimate goals of the service to be performed. AWAG Annual Conference jill.marie.vogel@us.army.mil

6. Job Descriptions (continued) • QUALIFICATIONS (Knowledge, Skills and Abilities)Include all things necessary for the effective performance of duties, listing requirements from physical (i.e. lifting) to skills desired. Be careful not to over-qualify the position. You could lose some excellent volunteers due to stringent educational requirements.  Specifics such as a car, insurance needed, etcetera should be noted. AWAG Annual Conference jill.marie.vogel@us.army.mil

7. Job Descriptions (continued) • RESPONSIBILITIESList each duty and responsibility of the job as specifically as possible. • ORIENTATION/TRAININGThis includes the nature, specific content, and the approximate hours for orientation and training. Identify and contact the individuals who will conduct the training. AWAG Annual Conference jill.marie.vogel@us.army.mil

8. Job Descriptions (continued) • TIME AND PLACEThis should include the exact duty hours, which days of the week and the place where the volunteer is to perform the services. Be specific. • COMMITMENTThe minimum number of months you need from the volunteer based on your investment in training. A maximum time commitment should also be specified for the volunteer (number of hours per week, month, etc.). AWAG Annual Conference jill.marie.vogel@us.army.mil

9. Job Descriptions (continued) • ON-THE-JOB SUPERVISIONName the position of the supervisor. In most cases, this will be the person with direct responsibility for the service.   • BENEFITSList any available benefits to the volunteer such as childcare, phone call reimbursement, parking, coffee, mileage reimbursement, training, materials usage, etcetera.  AWAG Annual Conference jill.marie.vogel@us.army.mil

10. Job Description Points to Remember • Take the time to review and/or create job descriptions. It will save you time in the long- run. • Job descriptions should give a realistic job perspective. • Job descriptions are great communication tools for both the organization and volunteer. • Remember to have the volunteer sign the job description. AWAG Annual Conference jill.marie.vogel@us.army.mil

11. Why have a Confidentiality Statement? • Confidentiality statements are essential. • Defines the expectation of confidentiality • Remember to include a consequences statement if confidentiality is not met. • Google “confidentiality agreement” to find many templates. No need to reinvent the wheel. • Remember to have the volunteer sign the confidentiality statement. AWAG Annual Conference jill.marie.vogel@us.army.mil

12. Sample Confidentiality Statement This agreement applies to all volunteers associated with and/or involved in the activities or affairs of Community Action Agency of St. Louis County, Inc (“CAASTLC”). This includes all activity associated with CAASTLC at its main office and all outreach sites locations. All data, materials, knowledge and information generated through, originating from, or having to do with CAASTLC or persons associated with our activities, including contractors, is to be considered privileged and confidential and is not to be disclosed to any third party. All pages, forms, information, designs, documents, printed matter, policies and procedures, conversations, messages (received or transmitted), resources, contacts, e-mail lists, e-mail messages, client, staff or public information is confidential and the sole property of CAASTLC . This also includes, but is not limited to, any information of, or relating to, our staff, clients, operations and activities. This privilege extends to all forms and formats in which the information is maintained and stored, including, but not limited to hardcopy, photocopy, microform, automated and/or electronic form. Client information, including all file information, is not be disclosed to any third party, under any circumstances, without the consent of the CAASTLC employee that is supervising you and the Executive Director. Any disclosure, misuse, copying or transmitting of any material, data or information, whether intentional or unintentional, will subject you to disciplinary action and/or prosecution, according to the procedures set by CAASTLC and any applicable laws. My signature signifies I agree to these terms and will abide by, adhere to and honor all of the above. ______________________ ______________________ ____________________________________________ __________________ Signature of Volunteer Date Signature of employee supervising volunteer Date AWAG Annual Conference jill.marie.vogel@us.army.mil

13. Why have a Standard Operating Procedure (SOP)? • A Standard Operating Procedure (SOP) is a set of written instructions that documents a routine or repetitive activity followed by an organization. • SOPs detail the regularly recurring work processes that are to be conducted or followed within an organization. • The use of SOPs needs to be reviewed and re-enforced by management. AWAG Annual Conference jill.marie.vogel@us.army.mil

14. Standard Operating Procedure (SOP) (continued) • Current copies of the SOPs need to be readily accessible for reference in the work areas of those individuals actually performing the activity either in hard copy or electronic format. Otherwise, SOPs serve little purpose. • When historical data is being evaluated for current use, SOPs can also be valuable for reconstructing project activities when no other references are available. AWAG Annual Conference jill.marie.vogel@us.army.mil

15. Standard Operating Procedure (SOP) (continued) • SOPs should be written in a concise, step-by-step, easy-to-read format. • The term "you" should not be used but implied. • Information should be conveyed clearly and explicitly to remove any doubt as to what is required. • Any checklists or forms included as part of an activity should be referenced at the points in the procedure where they are to be used and then attached to the SOP as annexes. AWAG Annual Conference jill.marie.vogel@us.army.mil

16. Standard Operating Procedure (SOP) (continued) • Those SOPs should then be written by individuals knowledgeable about the activity and the organization's internal structure. These individuals are essentially subject-matter experts. • A team approach can be followed, especially for multi-tasked processes where the experiences of a number of individuals are critical. This also promotes “buy-in” from potential users of the SOP. • Whenever procedures are changed, SOPs should be updated. AWAG Annual Conference jill.marie.vogel@us.army.mil

17. Standard Operating Procedure (SOP) Format • There is no one “correct” format. Internal formatting will vary with each organization and with the type of SOP being written. • Title Page • Table of Contents • Text • Attach any appropriate information, e.g., checklist(s), forms, etc… AWAG Annual Conference jill.marie.vogel@us.army.mil

18. SOP Points to Remember • Hopefully, you will get SOPs from your predecessor. • Read these documents. Important! • The information presented should be unambiguous and simple. • SOPs should also be systematically reviewed on a periodic basis. For example, every 1-2 years. • Have the volunteer sign the SOP. AWAG Annual Conference jill.marie.vogel@us.army.mil

19. Why have an After Action Report (AAR)? • The After Action Report (AAR) is a simple process used by the volunteer to capture the lessons learned from past successes and challenges with the goal of improving future performance. • AARs should be carried out immediately after an activity while the team is still available and memories are fresh. • AARs should be incorporated at key points during a project, activity, event or task in the early planning stage though they are often completed at the end. AWAG Annual Conference jill.marie.vogel@us.army.mil

20. What to include in an After Action Report (AAR)? • What was supposed to happen? • What actually happened? • Why were there differences? • What worked (what do you want to sustain)? • What didn’t work? Why? • What would you do differently next time? AWAG Annual Conference jill.marie.vogel@us.army.mil

21. After Action Report (AAR) Points to Remember • Participants of an AAR should include all members of the team. • Volunteers should write individual AARs. • On team projects, a facilitator should be appointed to help create an open environment, promote discussion and draw out lessons learned. • Timeliness is key. AWAG Annual Conference jill.marie.vogel@us.army.mil

22. How to avoid firing a volunteer? • Document, Document, Document! • Start with job descriptions, confidentiality statements and SOPS signed by the volunteer. • Generally, dismissal is a response to one of three areas of concern: performance problems, attendance problems, or behavioral problems. • Holistic person Performance AttendanceBehavior AWAG Annual Conference jill.marie.vogel@us.army.mil

23. Communication with a Volunteer • How do volunteers vote with their feet? • Success in volunteer involvement requires providing a rewarding experience both for volunteers and for the organization in which they serve. • It is the manager’s responsibility to provided constructive feedback with a volunteer. AWAG Annual Conference jill.marie.vogel@us.army.mil

24. 6-Steps for Giving Constructive Feedback • Step 1: State the constructive purpose of the feedback session. For example: • "I have a concern about..." • "I feel I need to let you know..." • "I want to discuss..." • "I have some thoughts about..." • Step 2: Describe specifically what you have observed. For example: • "Yesterday afternoon, when you were speaking with Mrs. Smith, I noticed that you kept raising your voice.” AWAG Annual Conference jill.marie.vogel@us.army.mil

25. 6-Steps for Giving Constructive Feedback (continued) • Step 3: Describe the impact of the behavior. For example: • “Shouting at our customers hurts the reputation of our organization and decreases business.” • Step 4: Give the other person an opportunity to respond. For example: • "What do you think?" • "What is your view of this situation?" • "What are your reactions to this?" • "Tell me. What are your thoughts?" AWAG Annual Conference jill.marie.vogel@us.army.mil

26. 6-Steps for Giving Constructive Feedback (continued) • Step 5: Offer specific suggestions. For example: • “If somebody is ‘pushing’ my buttons, I remind myself to BREATH and stay CALM. Then I ask for a break after that person has left the office.” • Step 6: Summarize and express your support. For example: • “I am glad we had this talk. I feel better knowing you will make a strong effort in providing better customer service.” AWAG Annual Conference jill.marie.vogel@us.army.mil

27. Avoid Firing • All of us are devalued when the behavior or performance of another person, even a well-meaning volunteer, is allowed to continue unchecked and unaddressed. • Effective supervision should spot and address shortfalls before they grow into problems. • The organization should outline a disciplinary process. • Most processes involve a graduated process moving from verbal warnings, to written warnings, suspension, and finally dismissal. AWAG Annual Conference jill.marie.vogel@us.army.mil

28. Avoid Firing (continued) • Each stage of such a process should involve a supervisory meeting where the performance, behavior or attendance problem are addressed and an improvement plan is outlined. • Critical to the success of the improvement plan is the thoughtful follow-up at designated intervals to review progress. • In most cases, the verbal warning and initial supervisory session is sufficient to correct the problem. • In more intractable situations, the supervisor will find that additional steps must be taken. AWAG Annual Conference jill.marie.vogel@us.army.mil

29. Avoid Firing (continued) • Document, Document, Document! • Document the verbal meeting with a note to file. • Written and suspension meetings should be documented and signed by the volunteer. • Letter/memo format should be prepared for formal disciplinary actions and include: • What the person did wrong • What the person needs to do right • Consequences if standards are not met • Signature block for the volunteer AWAG Annual Conference jill.marie.vogel@us.army.mil

30. Avoid Firing (continued)(Follow the KISS principle.) • Letter/memo format for formal disciplinary actions include: • what the person did wrong (Keep it simple.) • Focus on the situation, issue, or behavior, not on the person. • what the person needs to do right (Keep it simple.) • Focus on policy and/or procedures. • consequences if standards are not met (Keep it simple.) • State the next step in the disciplinary process and a deadline. • signature block for the volunteer (Keep it simple.) • statement the volunteer has received and read the memo. AWAG Annual Conference jill.marie.vogel@us.army.mil

31. Steps in Firing a Volunteer • Schedule a meeting with the person in a private setting. Have a witness present. • Be prepared. There is nothing left to debate. • Script your comments, and stay on task. • Do not apologize; it is a business decision based on that volunteer’s performance, attendance or behavior. • Focus on the situation, issue, or behavior, not the person. • Treat the person with respect and support. AWAG Annual Conference jill.marie.vogel@us.army.mil

32. Steps in Firing a Volunteer (continued) • Secure the return of any keys, parking passes, name tags, or other work-related items from the person before you conclude the meeting. • Current personnel practices generally include escorting the person from the premises following the meeting. • Do everything you can to stay calm. • Be sure to exercise damage control. • Remember to protect the confidentiality of the person dismissed. You want to prevent gossip and mis-information. AWAG Annual Conference jill.marie.vogel@us.army.mil

33. Steps in Firing a Volunteer(continued) • While firing an employee is far more likely to be litigious than firing a volunteer, firing a volunteer is tantamount to telling the person that the "gift" of himself or herself made to your organization is not sufficient. • Remember to have a third party available to witness the meeting. • Remember to request the volunteer to sign the termination letter. • Remember to stay calm. AWAG Annual Conference jill.marie.vogel@us.army.mil

34. 6-Steps for Giving Constructive Feedback Exercise • Count off 1, 2. • 1 will be the volunteer. • 2 will be the supervisor. • Take a minute to discuss a past or make-believe scenario. • Practice the 6-steps of Constructive Feedback. • Discuss. • Role-play for a total of 10 minutes. AWAG Annual Conference jill.marie.vogel@us.army.mil

35. 6-Steps for Giving Constructive Feedback • Step 1: State the constructive purpose of the feedback session. • Step 2: Describe specifically what you have observed. • Step 3: Describe the impact of the behavior. • Step 4: Give the other person an opportunity to respond. • Step 5: Offer specific suggestions. • Step 6: Summarize and express your support. AWAG Annual Conference jill.marie.vogel@us.army.mil

36. Review of Course Objectives • Discuss volunteer job descriptions. • Discuss confidentiality statements. • Discuss volunteer Standard Operating Procedures (SOPs) and After Action Reports (AARs). • Discuss how to properly discipline a volunteer. AWAG Annual Conference jill.marie.vogel@us.army.mil

37. Name one take away message! Questions? AWAG Annual Conference jill.marie.vogel@us.army.mil

38. How to Avoid Firing a Volunteer Jill Vogel AWAG Annual Conference jill.marie.vogel@us.army.mil