• Print this page

Managing performance is an ongoing process

step oneAsk yourself these questions

Is the volunteer fulfilling the tasks of their role?
Is their behaviour reflective of TSA values and policies?

Review the Role Profile you created for this volunteer (See Plan)

Review the Values and Polices

blue line

step two
Ask yourself

Why are they performing well or poorly?

Download the Volunteer Resources Procedure and the Process for managing performance gaps Docx for example discussions.

7Pt Process for managing performance gaps

Template 7Pt. Process for managing performance gaps

VR Procedure: Performance/Conduct Management and Termination

blue line

Step three
Action for performance excellence

Various actions have been suggested for possible situations.

Above the line

Above-the-line Examples

1. Volunteer is recognised as an expert in the field   

Possible Actions

  • If possible and if they are interested, stretch their tasks beyond their current role – more high profile.
  • Provide opportunities for them to be the ‘highly valued expert.’ For example, ask them to deliver a presentation to the corps/centre, seek their input, trust them.

2. Volunteer demonstrates interpersonal skills and emotional intelligence critical of a leader, volunteer sets a high bar for excellence and motivates others

Possible Actions

  • Ask if they would like to mentor or teach others.
  • Offer additional responsibilities possibly with a management component.
  • Invite them to high level meetings.
  • If possible provide them with development opportunities (trainings etc.).

3. Volunteer requires minimal supervision even on new tasks, volunteer gains new skills and abilities more quickly than peers

Possible Actions

  • Trust them, offer for them to be in charge of new initiatives or provide them with opportunities to extend their role.

blue line


Action for meeting expectations

On-the-line performance is when volunteers just meet the standards and expectations of their role.

on the line

Ask yourself, and, if appropriate, the volunteer: Do they want to perform at a higher level or are they happy doing what is expected?

blue line

Step five
Performance Gaps

Performance gaps is when a volunteer is not meeting expectations. For example, not acting in line with the Code of Conduct and/or not fulfilling the duties of their role profile. 

 Where there is a performace gap, be mindful to find the balance between compassion and accountability.

Identify the root reason the volunteer is ignoring, breaking or is otherwise unable to meet expectations and then take appropriate action - firmly, professionally, creatively and compassionately.

Ask compassionately and firmly - Are these expectations understood? Is there a reason why these are not being met? Ask people what they need.

Below the line

Below the line Examples

Volunteer does not undertake tasks as required, showing signs of apathy and laziness.

Possible causes

  • Role content and design
  • Inappropriate role fit
  • Individual or external characteristics

Possible Actions

  • Begin with informal performance coaching but make notes of discussion
  • Be clear about the role requirements and expected contribution of the role to the work of the organisation
  • Explore options for opportunities in other areas of the corps/centre or externally
  • Terminate volunteer from their role (see VR Procedure: Disciplinary Action and Termination)

Volunteer will not follow directions or perform tasks as required

Possible causes

  • Failure to understand what is required
  • Inability to perform tasks
  • Individual or external characteristics

Possible Actions

  • Be clear about expectations for dealing with other people, refer to Volunteer Handbook
  • Explore reasons behind behaviour, consider personal situation, workload, role appropriateness, options for another volunteer role, some time off
  • *Make notes of any interaction/meeting
  • Model, respect and support the volunteer - be the example.
  • Terminate volunteer from their role (see VR Procedure: Disciplinary Action and Termination)

Volunteer exhibits aggressive behaviours which impact on team cohesiveness

Possible causes

  • Unsatisfied with volunteer conditions/role
  • Individual or external characteristics
  • Personal or health problems

Possible Actions

  • Examine your own management style
  • Start with discussions around what is required in the role, as outlined in their Role Profile
  • Look at possible options for training and development if a skill deficit is identified. Setting them up with a mentor may also be an option.
  • Assess whether behaviour is a breach of the Code of Conduct
  • *Make notes of any interaction/meeting
  • Terminate volunteer from their role (see VR Procedure: Disciplinary Action and Termination)

Volunteer does not complete tasks to the required standard

Possible causes

  • Lacks the required skills and capabilities

Possible Actions

  • Review recruitment practices to ensure appropriate selection decisions are being made
  • Identify training and development opportunities or mentoring options
  • If volunteer fails to develop required skills, transfer to another role if appropriate
  • Terminate volunteer from their role (see VR Procedure: Disciplinary Action and Termination)

Volunteer resignation from a role

The Volunteer engagement management handbook V2 states that out of respect, volunteers are asked to provide, where possible, two weeks' notice of their resignation. Seek feedback from the leaving volunteer if appropriate.

blue line

Please help us improve this site by rating or leaving your comments



above the line, on the line, below the line illustration