How to Handle a Volunteer Who Isn't Working Out

Nobody gets into nonprofit work because they love having difficult conversations. And yet here you are, thinking about that volunteer who is consistently late, or the one who complains loudly on every shift, or the one who is kind and well-meaning but genuinely not able to do the work in a way that's safe or useful.

The instinct in volunteer programs is to avoid these conversations. Volunteers are unpaid. They're giving their time. Addressing a problem feels ungrateful, even confrontational. And besides, they'll probably just stop coming, which solves the problem in a way that doesn't require you to do anything uncomfortable.

Except they often don't stop coming. And the problem persists. And it starts affecting the experience for the other volunteers, and the quality of the program, and eventually your own stress levels.

Here's how to handle this like a functional adult without losing sleep over it.

First: identify what kind of problem you actually have

Not all volunteer issues are the same, and they don't all warrant the same response.

Situational issues are one-time or occasional lapses that have a plausible external cause. They showed up late once. They seemed distracted or off on a particular shift. They forgot to do something they were supposed to do. These usually don't require a conversation. Sometimes an observation is enough: "Hey, I noticed the intake table wasn't cleared at the end of the shift. Can you make sure that happens next time?" That's it.

Pattern issues are recurring behaviors that, once you look, you realize have happened three or four times. Consistent lateness. Regularly not following the process. Complaints that keep surfacing. These warrant a direct conversation.

Fit issues are situations where the volunteer is genuinely trying but the role isn't right for them. Maybe the physical demands are more than they can manage. Maybe they struggle with the population your program serves. Maybe they need more supervision than your capacity allows. These are handled differently from conduct issues because the problem isn't behavior, it's placement.

Conduct issues are anything that affects the experience of other volunteers, the people you serve, or the basic functioning of the program. Aggressive behavior, boundary violations, repeated disregard for program guidelines. These require faster action and clearer consequences.

Having the conversation: pattern and fit issues

For most issues, the conversation is simpler than it feels in your head.

The most important thing is to be direct and specific without being harsh. "I've noticed you've been arriving about twenty minutes after the start time the last three shifts" is useful. "You're always late" is not — it's vague, it sounds like an indictment, and it invites an argument about whether "always" is accurate.

A good structure for this conversation:

Describe what you've observed. Specific behaviors, specific instances. Not character judgments.

Ask if there's something going on. Sometimes there is. The lateness might be a transportation issue that could be solved with a different shift time. The struggles with the work might be related to something they haven't mentioned. Give them a chance to explain before you move to solutions.

Be clear about what needs to change. "The shift starts at 9 and we need everyone there by then" or "we really need people to follow the sorting process we trained on." This is the part that gets skipped most often, and it's the most important part. If you don't say clearly what you need from them, they can't reasonably be held to it.

Let them respond. They may have information you don't. They may commit to changing. They may decide this program isn't a good fit for them and make your decision for you.

The whole conversation can take five minutes. It doesn't need to be a formal review.

When the issue is fit, not behavior

Sometimes the most honest thing you can say to a volunteer is that the current role isn't the right match for them, and you want to find something that is.

This is actually a kind approach, done well. Volunteers who are consistently struggling with a role often know something isn't right. They may feel embarrassed. They may be relieved when someone names it.

"I've noticed that the physical side of this role has been difficult. I don't want you to feel set up to struggle. Is there something different you'd like to try, or another way to be involved that might be a better fit?"

If your program has multiple roles, this conversation can lead to a good solution. If it doesn't, and the fit genuinely isn't there, it's still kinder to name it than to let the situation persist until both of you are quietly frustrated.

When someone needs to be removed

This is the conversation nobody wants to have, and it's also the one you can't keep avoiding if the situation is serious enough.

A volunteer who is creating a hostile environment for others, who is unsafe with the population you serve, or who is repeatedly and deliberately ignoring clear guidelines after multiple conversations does not get to continue volunteering because the conversation is uncomfortable.

Your obligation to the people your program serves, to the other volunteers, and to the coordinator doing this work outweighs your discomfort about a hard conversation.

When you need to end a volunteer relationship:

Be clear and direct. Not harsh, not elaborate. "We've reached the point where this isn't working, and I think it's best for both of us to part ways." You don't owe a lengthy explanation, and over-explaining invites negotiation.

Don't apologize for the decision. You can be warm and regretful about the situation while still being clear about the outcome.

Do it privately and in person when possible. Not by text, not over email.

Document what happened. Not for legal reasons necessarily, but because if you ever need to explain the decision to your board or leadership, you'll want to have a clear account.

The thing most coordinators get wrong

The most common mistake in handling volunteer issues isn't being too harsh. It's waiting too long.

By the time many coordinators have a difficult conversation, the situation has been going on for months. The coordinator is frustrated and exhausted. The other volunteers have noticed and formed opinions. The problem is bigger and more entrenched than it needed to be.

The earlier you address something, the smaller and easier the conversation is. A one-minute observation after a shift ("hey, just wanted to mention — please remember to sign in when you arrive") is infinitely easier than a formal conversation about a pattern of behavior that's been building for a season.

You're not doing a volunteer a favor by letting things slide. You're just deferring a harder version of the same conversation.

The reassurance you probably need

Addressing a volunteer issue doesn't make you ungrateful for their time. It doesn't mean you don't respect the fact that they're volunteering. It means you take the program seriously enough to maintain it properly.

Volunteers who are a good fit and doing good work will not be bothered by a coordinator who holds the program to a standard. If anything, they'll respect it. They showed up because the work matters to them. Knowing that the program is well-run is part of why they keep coming back.

The volunteers who push back on standards are rarely the ones you most want to keep.