During the review

One of the main reasons we have reviews is to hear how volunteers think things are going. The review should be a safe space for them to share thoughts, feelings, and ideas.

As the person that leads the team, try your best to create the right atmosphere. Let them speak freely, before giving your opinion. For example, you could start the conversation with 'Tell me about how you’ve found the past twelve months.'

One of the main reasons we have reviews is to hear how volunteers think things are going. The review should be a safe space for them to share thoughts, feelings, and ideas.

As a line manager, try your best to create the right atmosphere. Let them speak freely, before giving your opinion. For example, you could start the conversation with 'Tell me about how you’ve found the past twelve months.'

Open questions start with words such as 'why', 'how', 'what' and 'tell me about…'. They’re questions that need a more detailed answer than just a simple 'yes' or 'no'. Some examples are:

• How are you getting on with your tasks?
• What do you enjoy the most about volunteering?
• What do you think are your main successes over the past year?
• You mentioned you’ve struggled to ___________. Why do you think that is?
• How can I support you with ________?

Listen with an open mind, and take the opportunity to question further (if needed).

Open questions start with words such as ‘why’, ‘how’, ‘what’ and ‘tell me about…’ They’re questions that need a more detailed answer than just a simple ‘yes’ or ‘no.’ Some examples are:

• How are you getting on with your tasks?
• What do you enjoy the most about volunteering?
• What do you think are your main successes over the past year?
• You mentioned you’ve struggled to ___________. Why do you think that is?
• How can I support you with ________?

Listen with an open mind, and take the opportunity to question further (if needed).

While it's important to plan for a review and think about what you'll say, it's just as important to listen to the other person and go with the flow. This could mean changing the order or even reschedule the conversation. This'll give you time to consider what's been said and the best way forward.

Some people find it useful to have a structure to follow. Others find having a structure difficult to remember, and confusing.

Do what you feel most comfortable with. A simple structure to remember is:

• What you said - Repeat back to the person what they said

• What I heard - Check your understanding of what they said

• What we agreed - Aim to reach agreements and any talk about actions

• What we need - Talk about what's needed to complete any actions

While it's important to plan for a review and think about what you'll say, it's just as important to listen to the other person and go with the flow. This could mean changing the order or even reschedule the conversation. This'll give you time to consider what's been said and the best way forward.

Some people find it useful to have a structure to follow. Others find having a structure difficult to remember, and confusing.

Do what you feel most comfortable with. A simple structure to remember is:

• What you said - Repeat back to the person what they said

• What I heard - Check your understanding of what they said

• What we agreed - Aim to reach agreements and any talk about actions

• What we need - Talk about what's needed to complete any actions

Recognising success plays a big part in keeping volunteers motivated.

Everyone likes to feel appreciated in different ways. Some like a quiet 'well done' at the end of a session, others like a certificate they can pin on their fridge.

Take this opportunity to recognise what they are doing well, the work they do, and the time they dedicate to Scouts.

Recognising success plays a big part in keeping volunteers motivated.

Everyone likes to feel appreciated in different ways. Some like a quiet 'well done' at the end of a session, others like a certificate they can pin on their fridge.

Take this opportunity to recognise what they are doing well, the work they do, and the time they dedicate to Scouts.

Separate the person from the problem: Stick to the facts and let the person know that the problem about, for example a particular behaviour, skill set or event that has happened. 

Get to the point: Be compassionate, but say what you need to. Try not to drag out the conversation for longer than needed.

Be honest: Treat it as ‘honest’ feedback, rather than ‘bad’ feedback. Telling the truth is respectful, even if the volunteer might not like what they’re hearing. Remind them that you’re giving them feedback to help them develop and to help make their volunteering experience better.

Be specific: Tell them what you’ve seen, heard, or observed. Focus on behaviour that can change, rather than personality traits. Be descriptive without being judgmental. Try not to rely on examples from other people, as they may see the situation differently.

Highlight the effect: Explain the consequences of their actions or behaviour on others, whether it’s intended or not. Check they understand the impact they’re having – this could be good or bad.

Own the feedback: Make sure you agree with the feedback you’re giving, and check you’re not just saying it because someone else told you to.

Express concern: This is better than expressing anger, frustration, or disappointment.

Have a calm mind: You’re more likely to say something you don’t mean or react badly if you’re not in control of your emotions.

Listen to them: After sharing difficult feedback, make sure you listen to the volunteer to understand their view or thoughts.

Examples of specific feedback:

‘Have you found it difficult to plan the programme for the Pack, at times? Could you use some support?’

‘One of your goals for this year was to fundraise for the next phase of the campsite project, but it seems that no fundraising activity has happened.’

Separate the person from the problem: Stick to the facts and let the person know that the problem about, for example a particular behaviour, skill set or event that has happened. 

Get to the point: Be compassionate, but say what you need to. Try not to drag out the conversation for longer than needed.

Be honest: Treat it as 'honest' feedback, rather than 'bad' feedback. Telling the truth is respectful, even if the volunteer might not like what they’re hearing. Remind them that you’re giving them feedback to help them develop and to help make their volunteering experience better.

Be specific: Tell them what you’ve seen, heard, or observed. Focus on behaviour that can change, rather than personality traits. Be descriptive without being judgmental. Try not to rely on examples from other people, as they may see the situation differently.

Highlight the effect: Explain the consequences of their actions or behaviour on others, whether it’s intended or not. Check they understand the impact they’re having – this could be good or bad.

Own the feedback: Make sure you agree with the feedback you’re giving, and check you’re not just saying it because someone else told you to.

Express concern: This is better than expressing anger, frustration, or disappointment.

Have a calm mind: You’re more likely to say something you don’t mean or react badly if you’re not in control of your emotions.

Listen to them: After sharing difficult feedback, make sure you listen to the volunteer to understand their view or thoughts.

Examples of specific feedback:

‘Have you found it difficult to plan the programme for the Pack, at times? Could you use some support?’

‘One of your goals for this year was to fundraise for the next phase of the campsite project, but it seems that no fundraising activity has happened.’

After some reviews, you or the volunteer might not be sure on next steps. Maybe something unexpected came up during the conversation, or you need more time to think. If this happens, it’s completely fine.

Try not to feel pressured into making a quick decision on the spot. Instead, agree a time to have a follow-up conversation. In the meantime, you can take some time to process the initial review and think about the next steps.

After some reviews, you or the volunteer might not be sure on next steps. Maybe something unexpected came up during the conversation, or you need more time to think. If this happens, it’s completely fine.

Try not to feel pressured into making a quick decision on the spot. Instead, agree a time to have a follow-up conversation. In the meantime, you can take some time to process the initial review and think about the next steps.

As you bring the conversation to an end, you could use your notes to:

• recap what you’ve discussed
• highlight any actions you’ve agreed on, who’s responsible for doing them and by when
• explain what the next steps are and how you will record the conversation (this could be an email for an informal review)
• agree when their next review will be

Last, but not least, remember to thank them for their time.

As you bring the conversation to an end, you could use your notes to:

• recap what you’ve discussed
• highlight any actions you’ve agreed on, who’s responsible for doing them and by when
• explain what the next steps are and how you will record the conversation (this could be an email for an informal review)
• agree when their next review will be

Last, but not least, remember to thank them for their time.