Un bénévole néglige ses devoirs. Comment pouvez-vous gérer efficacement la situation ?

The first thing you need to discover is what is underlying the “neglect”. Maybe it's a sign the volunteer is not a good fit or they might have a personal issue impacting the time they have to give. I would first ask how they are feeling about their volunteer work. Let them talk about it. You will learn more about their motivation. If there is a negative response I would ask "Is this opportunity still what you want?” If not, then work with them on a gracious way to let them go. If they are positive then, “how I can best support you to make this position even more rewarding.” Remember, they are volunteers. They are with you out of personal motivation. Figure out what that is, then feed it so they will stay engaged and perform better

An example I have seen is to fail to connect the volunteer contributions to the mission. Make sure you explain their impact, how their duties help further the objectives and goals. Connect them with the purpose.

In my experience, people volunteer out of a sense of duty, enthusiasm for the organization, desire to connect on a higher level, and to repay the support & assistance they received. Volunteers should me managed just like staff. Regular communications to provide emotional support & tangible tools for success are expected. Also coaching to provide both positive reinforcement and assistance with deficiencies. Treating volunteers differently than staff because they are not paid is a critical error many organizations make. Also not recognizing the tremendous asset volunteers represent, specifically their experience and the perceptive they provide. When volunteer are ignored or not supported, they go away with great loss to the organization.

Treat a staffer like a volunteer (as a a highly-valued part of the team). Treat a volunteer like a staff person ( clear expectations, support to get the job done, providing a continual feedback loop). And if they don’t/won’t/can’t do the job…humanely and with generosity…can them!

I found when a volunteer is neglecting their duties it is best to pull the individual aside from the group and/or task. Then, engage in a one-on-one conversation that asks how s/he is doing. Be sure to use active listen skills to pick up on things that are not verbally stated. Do not immediately go into what a person is not doing. During this time contribute to the conversation when appropriate. Once the volunteer shares how s/he is doing, if the reason is not addressed, then ask why. From this response, make a determination how you can be of assistance. Remember that might be just listening. End theconversation on a high note. Thank the volunteer for being a volunteer. Provide examples how the volunteer helped with the overall mission.

Volunteers donate their time to an organization, but they are held to professional standards and usually have a job description. Defining 'duties' is an important step to mitigating issues. Once an issue with a volunteer has been identified, direct communication is imperative - just like a paid employee. Use HR 101 - actively listen, present the facts, and find a resolution based on the mission of the organizations and needs of both the volunteer & employer. Document all interactions, especially terms of resolution.

I have found it helpful to put in writing ahead of time: 1) descriptions of event 2) duties of volunteers 3) time commitments 4) dates 5) expectations of each of us and 6) how we are going as a TEAM. Once these were laid out I have found that there are few problems/issues to deal with. I am very proud of my student and faculty teams and don’t recall having issues because I planned very carefully ahead of time.

I don’t believe in training volunteers. I train animals. I communicate the what, why, where, when, and how to people. Then I create a safe, organized, and loving environment for us to learn, fail, grow, and collaborate.

Volunteers need to be told that they are a critical part of the team. If for some reason they feel that they are not needed, not valued, then you need to make sure that changes. Do they have important assignments? Are they given feedback? Volunteers need everything that employees need in order to understand their important role.

I had one volunteer who was struggling and so we had a private chat and they had no idea that what they were / weren't doing was having an impact on the team so the first thing I did was explain this with clear and specific examples (I made notes!) and ensure they understood. We then looked at diaries and checked when they were next on duty and arranged that I would come along on that day to help and we would then catch up immediately after to debrief. In the end, we moved the volunteer to a different role and they are much happier - as am I!

Let's be clear and honest about volunteers. Volunteers are NOT employees. Again..... Volunteers are NOT employees. Volunteers can walk away at any time if they're unhappy with their treatment. Employees can't. This creates a tough power balance. Expectations should always keep volunteers happy, engaged, and involved. Volunteers don't want to leave one job to go to another job, so performance shouldn't get measured like work with strict metrics and measurable performance goals. Volunteers need to feel good about their service. Set achievable, reasonable goals for volunteers that give them purpose and make them feel good about their service.

É importante deixar sempre claro e alinhado quais são as expectativas em relação ao trabalho de cada pessoa voluntária dentro do grupo. Além disso, quando possível, é interessante deixar claro quais são os impactos gerados quando aquela pessoa não realiza suas tarefas, especialmente se isso causa sobrecarga nos demais. Após entendimento, podemos repactuar as atividades entre toda a equipe para evitar que a situação se repita.

No organisation moves forward without offering its workers some form of support. As a volunteer manager, you must offer them support this serves as a motivating factor to help them do better in their roles. So offering support is essential for volunteer management.

It's important to have a thoughtful and supportive approach that includes assessing barriers, active listening, encouraging strategy development, creating an action plan, and determining a volunteer's own preferred support methods. Actively listen to their concerns, showing empathy and understanding. Encourage them to develop solutions based on past experiences and successes. Together, create a detailed action plan with clear goals and timelines, providing necessary resources or training. Ask how they prefer to be supported, whether through regular check-ins, additional training, flexible scheduling, or pairing with another peer for added support.

Offering support is essential when addressing a volunteer's neglect of duties. By taking a compassionate and non-judgmental approach, we can determine what resources or assistance they need to succeed in their role. This might include additional training, a mentorship arrangement with a more experienced volunteer, or adjustments to their workload. By demonstrating our commitment to their success and well-being, we can help rebuild their confidence and engagement. Supportive measures not only benefit the individual volunteer but also reflect the organization's values of empathy, growth, and appreciation. From my perspective, investing time and effort into our volunteers' for make a meaningful impact."

Addressing a volunteer neglecting their duties, start with a private, empathetic conversation to understand any underlying issues as to why they are doing so. Clearly communicate the expectations and the impact of their performance on the team and mission. Offer support by identifying any obstacles they face and providing necessary resources or training. Set specific, achievable goals and a timeline for improvement. Monitor progress and provide regular feedback. If there is no improvement, consider reassigning tasks that better align with their skills or, if necessary, end their volunteer engagement respectfully.

Volunteers should be recognized for the donation of their time, talent and perspective. As vital partners, framing check-ins as "partners coming together to discuss how their volunteer work is going and how they are making an impact in your organization" is really important. We all want to do more when we feel seen and valued. Check-ins can take place outside of the office: go for a walk, coffee, lunch, etc. If possible, share charts of how volunteers are impacting your organization's goals and let your volunteers know that they are essential to this growth. This also helps you and the leadership team understand the impact that volunteers are making.

O progresso de ninguém é uma linha acentuada para cima, ele possui altos e baixos... Acompanhar o voluntário desde o início, entender a disponibilidade e tentar entender o momento de vida deste voluntário, também faz parte de monitorar o progresso. Cuidamos das ações voluntárias de outras pessoas, fazer a monitoria antes "do problema", te dará mais ferramentas para a resolução.

Having objective standards help to monitor progress. This also avoids subjective emotional speculation as to whether or not goals are being accomplished.

O monitoramento é parte fundamental para a avaliação do progresso do voluntário. Quando monitoramos podemos perceber mais rápido se o voluntario está com algum problema ou desanimado por algum motivo. A conversa amiga e o ouvido aguçado sempre são ferramentas para mitigar problemas futuros

It's important to recognize that one choice is ending the volunteer's term of service, while offering honest feedback, gratitude and encouragement for future roles elsewhere. Your organization's mission needs committed and enthusiastic team members, be they employees or in unpaid roles. Keep this in mind as you decide how much of your time is enough in situations like the one posed in this question. I have had both past employees and volunteers come back to say, "Thank you" for gently but honestly helping them leave an unmotivating position.

I think to avoid all of this, it’s important to assess the skills and strengths of your volunteers so that they can be properly placed. If they are still having trouble in the role they are placed in, it becomes easy to move them to a different role because you know another area where they would be well-suited.

Treat volunteers who bear real responsibilities to an organization and mission the same as employees and when they cannot perorm a required function offer one more suited to their changed circumstance. Since there is not time to supervise a volunteer as intensely as an employee and if an adjusted role does not work; tell him/herm that the organization's needs have changed and she/he is no longer needed as before. Give the helper an award for service and a letter of gratitude.

Sometimes you have the right person but they are in the wrong position. It might be that their gifting or experience would be better suited in another role within the organization.

Trying to get and understanding the underlying context of Negligence created by volunteer can arise from so many issues. My first assumption could be the understanding of terms empathy. Volunteers should enter into the experience of the constraint. One of the trends that makes roles and responsibilities is empathy. When trying to make a change to meet a shortful gaps in developmental program and project. The first thing to be done is to identify a problem. Negligence will arise amongst the volunteers who are agents of change if they do not feasibly mean to address the actual problem that is afflicting the affected ones. If it's done to thier own wishes, then it means they have missed the content of a voluntary work.