Supporting Success: Communicating with Non-Performing Volunteers

Volunteers are the lifeblood of many community organisations, generously giving their time, skills, and energy. However, just like in any workplace, not every volunteer will perform to expectations. Whether it's missed shifts, lack of engagement, or poor-quality work, dealing with non-performance can be challenging for volunteer-involving organisations. But with the right approach, communication, and systems, leaders of volunteers can support volunteers to succeed—or exit them respectfully when needed.

This article outlines practical, strengths-based strategies for communicating with underperforming volunteers and creating an environment where volunteers can thrive.

1. Lay the Foundation for Volunteer Success
Before addressing performance issues, it’s crucial to ask: Have we set this volunteer up for success? Many performance concerns arise not from unwillingness but from unmet expectations or unclear roles.

Ensure the following are in place:

• Clear role descriptions that outline duties, time commitments, and expectations.
• Thorough onboarding and training, including health and safety, organisational values, and role-specific skills.
• Supportive supervision with regular check-ins, not just reactive conversations when something goes wrong.
• Open channels of communication, so volunteers feel comfortable asking questions or flagging concerns.
• Recognition and feedback systems to make volunteers feel valued and informed.

By building these elements into your volunteer programme, you create a strong foundation for accountability and success.

2. Identify the Issue Clearly and Promptly
When non-performance emerges, the first step is to clarify what the issue is and how it’s affecting others. Is the volunteer unreliable with time? Are they not following processes? Are they disengaged or behaving inappropriately?

Be timely. Don’t let issues fester. Avoiding the conversation can lead to resentment, lower morale, or broader impact on service delivery. Early intervention prevents small issues becoming serious problems.

3. Hold a Respectful and Constructive Conversation
Approach the conversation as a supportive check-in, not a reprimand. Many volunteers may not even realise there’s a problem.

Steps to follow:

1. Choose a private, relaxed setting.
2. Lead with appreciation: “Thank you for the time you’ve given so far…”
3. State the concern objectively: “I’ve noticed that there have been several missed shifts without notice…”
4. Invite their perspective: “Is there anything going on that’s made it difficult to participate recently?”
5. Listen without judgment. There may be personal, health, or situational issues at play.
6. Reaffirm your shared goal: “We both want to make sure your time here is meaningful and supports our community.”

The key is to avoid blame. Use “I” statements, focus on behaviour (not personality), and ask questions with curiosity, not accusation.

4. Explore Solutions Together
Once the issue is understood, explore what support or adjustments may help. Ask:

• Do they need further training?
• Would another role be a better fit?
• Is the time commitment too much?
• Are personal issues temporarily affecting their availability?

In some cases, volunteers may need a break or might want to transition out of the role altogether—and that’s okay. Part of successful volunteer leadership is helping people step away gracefully when the time is right.

If continued volunteering is appropriate, agree together on:

• Clear next steps and support needed.
• Timeframes to review progress.
• Consequences if no improvement is made.

Document the plan in a simple follow-up email or note to avoid misunderstandings.

5. Follow Up and Follow Through
Accountability is key. After your conversation, stay in touch:

• Check in at the agreed times.
• Acknowledge any improvements.
• Gently revisit if issues persist.

If there is no improvement despite support and clarity, you may need to move towards ending the volunteer role. Do this respectfully, recognising their contribution, and offering alternatives such as other roles, reduced commitment, or re-engagement at a later date.

For example:
“We really appreciate the time and energy you’ve given. At this point, it seems like this role isn’t quite the right fit, and that’s okay. We’d love to stay in touch if other opportunities arise that suit your circumstances better.”

6. Foster a Culture of Clarity and Kindness
To prevent ongoing issues with volunteer performance, embed a culture of open feedback and clear expectations from the outset:

• Normalise feedback during volunteer meetings and check-ins.
• Train supervisors in supportive communication and conflict resolution.
• Ensure policies on performance, conduct, and grievance are accessible and up to date.
• Encourage two-way communication, so volunteers feel safe giving feedback too.

Volunteers who feel respected, supported, and part of a shared mission are far more likely to perform well—and speak up early if they’re struggling.

Final Thoughts

Communicating with non-performing volunteers isn’t about confrontation—it’s about care. Volunteers are giving their time, often with the best of intentions. As leaders of volunteers, our role is to coach, guide, and sometimes make the hard calls with compassion.

By putting the right structures in place and approaching difficult conversations with empathy and clarity, you’ll not only resolve issues—you’ll build a more resilient, empowered, and motivated volunteer team.