Human Resources - Tools to Improve Your Hiring Practices

The ministerial staff, lay leadership and volunteers are in place. More and more people are coming to the weekly services. God is blessing. Lives are changed.

But as your ministry grows, your staffing needs grow. You have wonderful volunteers, but you wonder if your ministry would be more effective if you replaced some of these volunteer positions with employees. Consider the following questions to help you decide if it is time to move from volunteers to employees:

• Can you count on the volunteers to follow through when they commit?
• Do you have volunteers who are overworked?
• Do your volunteers have the skill sets that you need?

But hiring employees also brings new challenges and new rules. As you contemplate hiring employees, have any of these thoughts crossed your mind:

• “I didn’t go into the ministry for this.”
• “Bible School didn’t prepare me for...”
• “We are a church, not a business. The employment laws don’t apply to us.”

Certainly, hiring employees can be a daunting and complex task. But let me offer some best practices in areas of recruitment, screening, selection and other employment practices to help you through this process.

Recruitment

Once a vacancy has been confirmed, the staffing process normally consists of the following steps:

Establish who is to be the hiring authority in the search, screening and selection process. Knowledge of the job is crucial. It makes sense to involve the one who will supervise and help define the position. If you do not know the job, you are less qualified to choose the person most qualified to do the job.

Job description review: A well-written and updated job description is a very effective tool because it helps with recruitment and later to evaluate employee performance. The posting (advertising), screening, interview and selection should all be based on the job description. Organize the list from most essential duties to least essential duties, completing the list with “other duties as assigned.” Confusion and legal problems can be prevented by planning ahead.

Application: A carefully written application makes the task of hiring much easier. It is a tool that is designed to help you find the right person. Avoid asking questions that appear to be discriminatory. Rather, ask only for information related to the applicant’s ability to do the job. Include an applicant statement verifying the information and authorizing references, and don’t forget to have the candidate sign their completed application. It is a legal document, so be sure to have an employment attorney review it to make sure it includes the proper waivers and disclosures, as well as complies with federal and state laws.

A resume should not be substituted for an employment application. One is created by the applicant to sell themself; the other is a legal document, a tool to elicit facts.

• Tip: It is recommended that receipt of all applications be acknowledged. It can be as simple as an email that expresses appreciation for their interest, and an assurance the application will be reviewed.

Screening

Select the candidates to be interviewed based on how their knowledge, skills, and abilities compare to the criteria described in the job description. Screen for the candidates Christian commitment. Are their values and standards in sync with the church’s values and standards?

Interview: It is a good practice to interview more than one applicant for comparison purposes. A structured approach is when applicants are asked the same questions, and may be easier to defend against should allegations of discrimination arise. Open-ended and behaviorbased questions generally prompt the most information from the candidates. An example would be, “Give me an example of a time when your schedule was interrupted by unforeseen circumstances. How did you handle it?” Avoid questions that could be interpreted as discriminatory, such as questions about the applicant’s age, sex, ethnicity, or disability.

Reference Checks: Don’t rely on the written reference letters the applicant provides. Call the references yourself, but first decide what is critical to the success of the applicant in the position; such as attitude toward work, flexibility, initiative, and ability to problem solve.

Background Screening: The church has a duty to protect participants in its various programs. Because church employees have access to children who may be on the premises during office hours, conducting a background screening is highly recommended.

• Tip: At the end of this article, I’ve provided a list of some key resources that I recommend, including a resource for background screening.

Selection

Consider this: When it comes to selecting a person for a job, if it’s not job related, it should not be a factor in the decision process.

Job Offer: The offer should consist of compensation, schedule, job title, and benefits eligibility.

It’s also a good idea to follow up a verbal offer with a written summary once the offer has been accepted.

Once the offer has been made and accepted, other candidates should be notified as soon as possible.

Pay: It is important to make sure the compensation practices are fair, and that minimum wage and overtime requirements are met. The local labor market is a good place to check when trying to determine what the local rate of pay is for similar positions.

When deciding appropriate compensation, keep in mind compensation is provided in recognition of the responsibilities and requirements of the position (as set forth in the job description), not based specifically on the qualifications or financial obligations of a particular person.

New Employee Orientation: Orientation is how the church welcomes the new employee to their mission and culture, to the people, and to their new surroundings. It is an easy way to help your new hire get off to a good start, but it requires a little preparation. Having the work area set up and ready sends a message, “we are glad you are here!” An employee handbook is a must to effectively communicate the policies and guidelines of employment. The handbook can be used as a guide for discussion that first day, as well as a reference for the new employee later.

Orientation to the church is an ongoing process. Schedule weekly meetings to share office protocols, and introduce and discuss the duties the new employee has been assigned. Make yourself available the first several weeks to answer questions and explain preferred methods.

Conclusion

It is impossible to anticipate every possible situation you will face as you hire and manage employees; however, implementing these best practices will help ensure your recruitment, screening, and selection practices are effective and comply with appropriate laws.

Additional Resources

Here are some key resources to help guide your management of human resources:

• www.irs.gov: Applying for an EIN.
• webapps.dol.gov/elaws/: This site offers information about complying with federal employment
  laws.
• www.eeoc.gov: Find information on Title VII, ADEA, and ADA.
• www.uscis.gov: The IRCA, and Form I-9.
• www.nsopw.gov: Sex offender registry check.
• www.fadv.com: First Advantage employment screening and background checks.
• Employment Law: Volume 3 of Pastor, Church & Law, by Richard Hammar. Available here.