What are the benefits to measuring performance?
There are many benefits to measuring the performance of our Volunteers. They include:
- Measuring goal attainment.
- Measuring the effectiveness of the position and the person in this position..
- Determining if the position is right for the individual. Is the Volunteer happy in this position?
- Determining areas for Volunteer training, assistance.
- Providing opportunities to give feedback. Most volunteers are in these positions to make a difference. This process helps them to determine their areas of strength, likes, needs, etc.
When should performance appraisals be conducted?
You are probably noticing a pattern at this point. Standard answer, "It Depends". However it is suggested, as a rule of thumb, that performance appraisals be conducted:
- Before beginning an assignment,
- Every six to twelve months in an assignment,
- At the end of the assignment.
Even if the position is unchanging and the Volunteer is happy in this position an appraisal should be completed at least once per year. Please note that the frequency of appraisals is dependant upon:
- Any change involved in processes
- Any significant changes in Volunteer production
- Change in attitude of the Volunteer
- Any changes in management
- Any significant factors that change the working environment of the Volunteer.
Absolutely every aspect of the Volunteer’s contribution to the organization should be measured. This list should include:
- Objectives specified in position description
- Objectives established by supervisor and employee at last appraisal
- Areas of strength
- Areas for improvement
- Punctuality
- Consistency of service
- Reliability
- Flexibility and adaptability
- Interaction with co-workers, clients, managers, and the public
- Enthusiasm
- Initiative
- Supervision required
- Comfort level in position
- Confidence level
- And any Factors that may have influenced performance over the period measured.
By whom?
- The Volunteer him/ herself
- Supervisor
- Co-workers
- Clients
Note:
- Personality problems may occur and that this is not an arena to persecute the Volunteer.
- The reason for this process is giving accurate feedback on performance, not nitpicking.
- Examples given should reflect patterns and concerns for performance and not isolated incidents.
- Forms
- Scales are quite popular.
- A scale should be developed with ranges from unacceptable to exceeding expectations.
- Scales of this nature are usually 5 point scales with 1 point being the lowest score and 5 being the highest score.
- Give specific examples of behaviours.
- Feedback from co-workers and supervisors should be made in confidence and it should never be revealed who gave negative feedback.
- There should be sections for comments on the individual.
- Meetings and discussions
- After the forms are completed, tallied, and averaged to give as much accuracy as possible a meeting should be conducted between the Volunteer and the Supervisor.
- This meeting should be non-confrontational and should be as friendly as possible.
- If there are areas of concern they should be addressed in an open manner to minimize frustration.
- The Volunteer should be aware that this is a time for discussion and if the individual feels that an area of the appraisal is inaccurate they are able to speak on that topic and have heir views recorded.
- Use this opportunity to develop goals around areas for improvement.
- Discuss how the organization can assist the Volunteer to meet these goals.
- Set measurable goals with specific timeframes.
- Ask for the Volunteer’s feelings on their performance. Are they happy in this position? Are there other areas they would like to explore?
Hints:
When conducting performance appraisal meetings:
- Before the meeting ask yourself if the employee had enough support in this position. Is this a fair assessment of the individual’s performance and abilities?
- Address the behaviours and the results. Do not address personal qualities. This is not a venue to attack the person and things beyond this Volunteer’s control.
- Do not take any documents to the meeting divulging who gave what feedback.
- Paraphrase quotes from co-worker forms to prevent problems between co-workers.
- For every negative element addressed try to have two positive elements so as not to discourage the Volunteer. Be sincere. Do not load positive elements you do not believe or that do not matter in this position.
- End on a positive note. Thank the Volunteer for their valuable effort and service.
Suggested web sites:
http://charitychannel.com/article_4305.shtml
Where to from here?
Where do we go from here? With past performance measured, it is now time to move on to goal setting and planning for the future of the Volunteer within your organization. There are five possible outcomes of the performance appraisal:
- The Volunteer wishes to leave the organization.
- The Volunteer wishes to reduce their commitment.
- The Volunteer wishes to continue in the same position.
- The Volunteer wishes to expand their duties by adding responsibilities to current duties.
- The Volunteer wishes to take on new opportunities within the organization.
Therefore, it is necessary to plan for these responses. Each of these possibilities may come up in conversation. The key here is to know the abilities of the Volunteer and the opportunities available within the organization.
- If the Volunteer wishes to leave the organization, you may wish to suggest that he/ she take some time and think about it. Do not reverse any decisions. Suggest other areas in which they may contribute without the stresses currently experienced.
- If the individual is hurt by the feedback you should be prepared to soften the blow by complimenting him/ her on the effort expended and make suggestions of more suitable positions, and or training available to help overcome deficits.
- If the Volunteer wishes to take on more responsibility than they are ready for, you should be prepared to expand their duties slowly so as not to set them up for failure.
Essentially we are recreating the Volunteer position. In setting new goals for the Volunteer we must follow the same steps as when we first created the position. We must ensure that the new goals are:
- Specific
- Measurable
- Attainable
- Compatible with the Goals of the organization
For more information on these criteria please revisit the section on Position design.
It should be noted that at this time that we are asking the Volunteer to renew his/ her commitment to our organization and we are renewing our commitment to the Volunteer as well. The best way for us to show this commitment is through providing the tools the individual will need to carry out the agreed upon duties and supporting them in a friendly results based atmosphere.
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.