How to Handle Bad Volunteers: Detecting & Redirecting

Volunteers are the backbone of nonprofit organizations, bringing passion, time, and skills to support meaningful causes. However, not every volunteer is the right fit for your organization. Some may struggle with the role’s demands, while others pose a more serious risk to your mission, staff, and the people you serve. Knowing how to identify and manage problematic volunteers—whether they are simply a poor fit or have harmful intentions—is crucial to maintaining a safe, effective, and mission-driven volunteer program.

Defining the Problem: Poor Fit vs. Bad Actors

Not all difficult volunteers are the same. Some have good intentions but lack the skills, temperament, or commitment needed for success. Others, though rare, actively seek to exploit or harm your organization. Distinguishing between these two types is the very first step in handling each situation appropriately.

• Bad Actors: These individuals may have malicious intent and seek roles that allow them access to vulnerable populations or sensitive information. They pose a significant risk to your organization’s safety, integrity, and reputation.
• Poor Fit Volunteers: These volunteers mean well but struggle due to mismatched skills, lack of connection to the mission, or personality conflicts. While they don’t pose a direct threat, they can disrupt team dynamics or fail to fulfill their responsibilities effectively.

By implementing strong preventative measures and clear management strategies, you can protect your organization while also fostering a positive volunteer culture.

Preventing Harm: Keeping Bad Actors Out

The best way to handle bad actors is to prevent them from joining your organization in the first place. A comprehensive screening process is your first line of defense. When necessary, implement a rigorous and comprehensive vetting and onboarding process. Include steps, such as:

• Background Checks: While no screening process is foolproof, background checks are a must in identifying individuals with a history of harmful behavior.
• Interviews: Direct conversations allow you to gauge a candidate’s motivations, communication style, and suitability for a volunteer role. They help you get a more well-rounded view of each individual.
• Reference Checks: Speaking with former employers, volunteer coordinators, or personal references can reveal red flags that might not appear in a background check.

For roles that involve vulnerable populations—such as working with children, seniors, or individuals with disabilities—heightened vigilance is necessary. These positions should require more in-depth screening and training.

In addition, it's crucial that you have clear policies for identifying bad actors if they were to ever slip through the cracks. Both volunteers and employees need to be trained on what to do if they detect qualities of a bad actor within the organization. Continuous training on policies and procedures help to ensure you have a culture of safety.

Identifying and Managing Poor Fit Volunteers

While poor fit volunteers don’t pose a direct danger and usually have good intentions, they can still create challenges within your organization. Identifying them early and addressing the issue professionally ensures that they don’t become a source of frustration or disruption.

Signs of a Poor Fit Volunteer:

• Lack of Connection to the Mission: Volunteers who aren’t personally invested may struggle with engagement and reliability.
• Skill Gaps: Some roles require specialized abilities, and volunteers without proper training may unintentionally hinder operations.
• Cultural Mismatch: A volunteer’s attitude, temperament, or communication style may clash with your team’s dynamic.

Addressing these challenges requires a thoughtful approach. Some volunteers may thrive with additional training or mentorship, while others may be better suited for a different role. Reassigning volunteers to a more appropriate position can improve retention and performance while ensuring that their contribution remains meaningful.

Knowing When to Let Go

Sometimes, despite best efforts, a volunteer is simply not a good fit for your organization. Recognizing when to part ways—and doing so with professionalism and respect—is necessary to maintain a healthy volunteer culture.

Indicators that a volunteer should be dismissed include:

• Persistent Negative Attitude: If a volunteer repeatedly undermines the organization’s values, disrupts the team, or creates tension, it may be time to have a difficult conversation.
• Failure to Follow Guidelines: Volunteers who disregard policies, ignore training, or refuse to adapt to expectations can put the organization at risk.
• Toxic Behavior: If one volunteer’s behavior is causing multiple complaints, it’s essential to prioritize the well-being of your team and mission.

When letting a volunteer go, be direct but compassionate. A simple conversation can preserve goodwill while ensuring that your organization remains focused and effective.

Example:
"We appreciate your time and dedication, but after careful consideration, we believe this role may not be the best fit for your skills and interests. We’ll keep you in mind for future opportunities that may better align with your strengths."

Fostering a Strong, Mission-Driven Volunteer Program

Handling difficult volunteers is never easy, but a proactive approach can prevent many of these challenges from arising. Strong screening processes, clear expectations, and open communication set the foundation for a positive volunteer experience. When issues do arise, addressing them quickly and professionally helps protect your mission while ensuring that all volunteers contribute meaningfully to your organization’s success.

By balancing structure with compassion, you can maintain a thriving volunteer program that truly serves your cause.

Want to dive deeper?

Listen to our latest podcast episode for a detailed discussion on how to handle "bad volunteers" to ensure your goals as an organization are achieved.

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