Section 5: Supervision

Supervision is a key component in any management position. What are the factors of supervision? How do we supervise without discouraging Volunteers? What are the differences between supervising paid employees and supervising Volunteers? Is there such a thing as too much supervision? What do we do when problems develop?

As with every other topic in this manual the answer to all of these questions is "It depends". Each and every Volunteer is different in the level of supervision they prefer, need and will accept.

Supervisor Functions

Supervisors provide five key functions to Volunteers. They:

• Educate- Teach the Volunteer the policies, procedures, and organization culture.
• Motivate- Encourage the Volunteer to learn, participate and achieve.
• Support- Offer assistance in areas where there is room for improvement.
• Direct- Maintain or help determine focus of Volunteer participation.
• Correct- Address inappropriate behaviours and actions.

General Tips

General Tips to Supervising Volunteers

• Tell the truth.
• Be tactful and diplomatic.
• Be fair.
• Communicate expectations clearly.
• Set clear goals for the project.
• Encourage the Volunteer to participate in goal setting.
• Set clear goals for the individual.
• Keep goals reasonable, measurable, and attainable.
• Set a baseline for acceptable work output.
• Establish Timelines and schedule progress meetings at regular intervals.
• Be supportive.
• Document! Document! Document!

Suggested Techniques

• Begin supervising by supporting the Volunteer in their position it will not be seen as close supervision but instead as assistance thereby setting a positive tone to the interaction.
• Act as a resource, listening, giving feedback, giving credit where earned, and corrective action where necessary.
• Develop written policies and supply Volunteers with copies, for expectations on interaction and code of conduct expectations.
• Do not play favourites.
• Conduct regular performance appraisals.

When dealing with a problem

• Address it. Do not allow it to fester. Remember that if you do not address poor behaviour/ performance you are accepting it.
• Ensure that you are calm before addressing the situation. Plan the conversation.
• Always address the problem actions and behaviours never the person themselves.
• Address issues in private, preferably with the Volunteer and an observer in the room.
• Give examples of behaviours and relate the results on the organization and its members.
• Give the Volunteer a chance to change problem behaviours.
• Ensure that the corrective action taken is fitting and consistent with treatment of others.

Documentation of Performance Issues

Why document Volunteer performance?

• Accurate decision making tool- As events are more easily recalled the more recent they are, it would be possible to make a decision based on the last 2 to 3 months as opposed to the whole year. Alerts supervisor to trends.
• Progress measurement- To measure the achievement of short and long term goals, improvement, and growth of the Volunteer over time.
• Promote continuity- Should management or team leaders change, this information would give a good indication of who are the best staff for particular projects.
• Promote fairness- Promotions and rewards can be awarded based on achievement and performance.
• Proof- In those cases where there is some disagreement over past issues this record may save time feelings and liability costs based on charges of improper or unfair hiring/ promotions practices

What to document?

• Personal Information- Name, Address, Contact info (telephone, e-mail, pager, etc.), Health information (allergies, current prescriptions, etc.), Next of kin contact info.
• Hiring info- resume/ application form, interview guide, reference check sheets.
• Position description for each position.
• Agreements- Confidentiality, position acceptance, Duration of commitment agreement.
• Planning Documents- Goal setting information with timelines and how success is to be measured.
• Meeting notes- notes on meetings centred on work performance and specific examples and outcomes.
• Performance Appraisals- Copies of all past performance appraisals.
• Complaints- Copies of the complaint, investigation, and outcome as well as corrective action.
• Compliments- Copies of any compliments, awards, citations, letters of reference, etc.
• Attendance records.
• Exit interview document.

Document Maintenance

• Keep personnel files on every Volunteer.
• Maintain files in locked filing cabinets with restricted access or off site.
• There are multiple theories on how long to maintain personnel files after the person has left the service of the organization. In normal cases, 5 to 7 years is the window. If the person left on bad terms keep it indefinitely.

We would appreciate it if you would use the Appraisal Sheet to send us your comments on the materials in this section. Please Download it from the Tools Page.