This situation appeared on the Volunteer Management Professionals of Canada (VMPC) forum. A member asked what should be done regarding an employee who had just been terminated but who also served as a volunteer. Should they be allowed to continue volunteering? Under what circumstances? When a person is deeply embedded in both the paid and unpaid aspects of an organisation, their departure from one role—especially when it’s involuntary—can impact the other. Here are some things to consider.
Why were they terminated?
The first and most important question is: why was the employee let go? Was it due to performance challenges, budget cuts, behavioural issues, or…? The answer will provide direction on how you should proceed.
Here’s an example. “Janet” had been a part-time staff member at a community centre for five years, handling event coordination. On weekends, she volunteered to run a youth mentorship program. When the centre faced budget cuts, Janet’s paid position was eliminated. She was disappointed but still expressed interest in continuing her volunteer work. In this case, the termination was unrelated to her performance or behaviour. Janet was valued as a volunteer, so the organisation allowed her to continue in that role.
On the other hand, if Janet had been let go due to repeated conflicts with other staff members or violation of the organization’s ethics policies, continuing her volunteer role might have raised concerns about team dynamics or the organisation’s reputation.
When the reason for being terminated is related to behaviour or interpersonal issues, you need to carefully evaluate whether the individual’s presence as a volunteer could harm the culture or relationships with other volunteers and staff. If trust is broken in an employment capacity, it’s almost impossible to maintain it as a volunteer.
Establish clear policies beforehand.
Ideally, the question of whether a fired employee can continue volunteering should be addressed in your policies before the situation arises. A clear conflict-of-interest or volunteer policy can outline how staff terminations impact volunteer involvement. This eliminates confusion and ensures that decisions aren’t made on a case-by-case basis, which can lead to perceptions of favoritism or bias.
Having a policy that clearly states: “In cases where an employee is terminated for cause, they are not eligible to continue as a volunteer”, can help take the personal element out of the decision-making process.
Reassess their volunteer roles.
If the decision is made to allow the individual to continue volunteering, it may be helpful to reassess their roles. Is it better for them to volunteer in a completely different capacity; one that doesn’t overlap with their former paid responsibilities?
Take Janet. As her termination was due to budget cuts and the organisation felt comfortable with her remaining, it makes sense to allow her to continue running the youth mentorship program—something unrelated to her former duties. However, if she were to volunteer at events, it could lead to confusion among staff and volunteers about her role.
In cases where the individual was terminated for performance-related reasons, don’t allow them to volunteer in any capacity that closely mirrors their former job. If they can’t perform adequately when being paid, they won’t as a volunteer!
Protect the organisation and the team.
In addition to considering how the individual might perform as a volunteer, it’s important to think about how their continued involvement could impact the rest of the team.
Here’s another example. “Tom” worked for an environmental organisation, but following a series of interpersonal conflicts with his supervisor and coworkers, the organization let him go. Despite his termination, Tom wanted to continue volunteering. However, his behaviour was no different as a volunteer. To maintain a respectful work environment, it was best to end the volunteer connection as well, at least temporarily.
If they are interested in continuing, it’s worth considering whether the individual needs a “cooling-off” period before returning. This can give everyone time to heal from any disruptions, and ensure that the former employee can approach their volunteer role with the right mindset.
Be transparent.
Whatever decision is made, transparency is key. Communicate clearly with the individual about why they are or aren’t being allowed to volunteer. If you decide to end their volunteering, frame it in a way that aligns with the organisation’s values. Also, citing established policies may deflect any resentment they may feel toward you personally.
Additionally, transparency with the rest of the staff and volunteers is essential. People talk, and if a former employee is still around, questions will arise. By being upfront about the organisation’s decisions you can prevent rumors and keep morale intact.
Handling a complex situation like this requires clear policies and thoughtful, open communication. Consider the nature of the termination, reassess volunteer roles, and prioritize organisational security. Don’t worry, you’ve got this!
