The “Nuts & Bolts” of Ministry Management Session 5 – Mar 7

1. The “Nuts & Bolts” of Ministry ManagementSession 5 – Mar 7 Human Resources

2. Workshop Objectives: • Understand the role of Human Resources in your ministry • Gain an appreciation for how important strategic HR is to setting up an effective ministry & achieving objectives • Gain some practical tips and tools for strategic human resource management • Commit to increased discipline and rigour around your HR activities

3. Road Map for Session 5 1. Review of previous sessions – Questions 2. The Case for Strategic Human Resources 3. Human Resource Areas of Focus • Communication *Mission, Vision, Values *Dealing with Conflict *Creating Sustainable Relationships • Employment Issues *Contracts *Performance Management *Compensation *Terminations *Recruitment & Selection • Safety & Health

4. Review • Foundational assumptions: • Biblical Character • Good Administrative framework • Strategic Plan/Organizational Priorities in place

5. Review: Management/Administrative Process Framework H R Fast Jan 2013

6. Review: Planning Map Purpose/Mission Evaluate Vision Strategy Goals Actions Delegation Follow-up Foundation: Values {Corporate & Individual based on Bible} & Prayer H R Fast Jan 2013

7. Case for Strategic Human Resources What is Strategic Human Resource Management? Integrating human resource management strategies and systems to achieve the overall mission, strategies, and success of the firm (church/organization) while meeting the needs of employees and other stakeholders. Source: Herman Schwind, Hari Das and Terry Wagar, Human Resource Management: A Strategic Approach. Secure skilled people and influence management and administrative processes to support the Mission, Vision and Values of the Church/organization and propel it to achieve its purpose.

8. Case for Strategic Human Resources • Its transformative vs. transactional • Transactional (payroll, attendance, benefits, etc.) • Transformative • Empowers people to work to their potential • Provides link to goals of the organization • welcomes differences/conflict for growth & development • Inspires innovation, creativity • Supports dignity of people

9. Case for Strategic Human Resources

10. Case for Strategic Human Resources • Why have a Strategic approach to Human Resource Management? • Compliments strategic ministry plans i.e. make HR decisions now to support the future of the organization • important from a budgetary point of view • “right-sized” right people resources (both skills and numbers of people) in place and empowered at the right time • keep up with social, economic, technical and legislative changes • allow you to adapt to changes as they take place

11. Case for Strategic Human Resources • The basic questions to be answered for strategic HR planning are: • Where are we going? • i.e. connection to MVV/strategic plan

12. Case for Strategic Human ResourcesA Comprehensive Strategic-Management Model

13. Case for Strategic Human Resources • The basic questions to be answered for strategic HR planning are: • How will we attract and develop the people and processes to successfully get there, given the circumstances? • What skill sets, resources do we need? • What work/jobs need to be done? • Are we achieving our ministry goals? Evaluate

14. Case for Strategic Human Resources “Planning is bringing the future into the present, so that you can do something about it now.” ~Alan Lakein~

15. Case for Strategic Human Resources • WHO is responsible for strategic HR planning in your context? *Church Board/Council? *Personnel Committee? *Finance Committee? *Pastor?

16. Case for Strategic Human Resources • Ensure clear lines of authority are in job description/contract • Who sets compensation philosophy? • Who has oversight of HR policies?

17. HR Area of Focus: Communicating the Strategic Plan/MVV Communicating the Strategic Ministry Plan/Mission Vision Values 1. Foundational to all activities • Its why we exist • Its what we do • Connected to Job descriptions • Basis for annual work goals/objectives

18. HR Area of Focus: Communicating the Strategic Plan/MVV • Its why we do it • Link for staff between their work and church’s purpose/goals • Increases Staff commitment & contributions • It guides priorities • Work plans • Competing priorities

19. HR Area of Focus: Communicating the Strategic Plan/MVV 2. Basis of planning HR resources • What jobs/skills are needed to fulfill MVV • How many staff are required 3. Foundation for reviews/evaluations • 360 degree feedback • Performance Reviews – leaders, staff, volunteers, Board • Achieving our ministries mission, vision, values?

20. HR Area of Focus: Communication and Conflict Managing Conflict or Performance Issues – the CALM approach Put simply: 1. Clarify the issue 2. Address the issue 3. Listen for their point of view 4. Manage the path to resolution

21. HR Area of Focus: Communication and Conflict 1. Clarify the issue a. what is the issue, event, behaviour b. how serious is the issue c. fact finding d. your reaction “hot” buttons e. your fears f. know your communication style personality of person involved

22. HR Area of Focus: Communication and Conflict 2. Address the issue a. timely b. appropriate location & adequate time c. are you aware of non-verbal communication? d. acknowledge your discomfort e. address issue and desired outcome

23. HR Area of Focus: Communication and Conflict 3. Listen a. ask for their point of view & truly listen b. acknowledge their feelings c. ask open ended questions d. paraphrase e. silence may allow full communication f. Stick to the issue

24. HR Area of Focus: Communication and Conflict 4. Manage a. ask for input on resolution b. get verbal agreement there is an issue c. explore resolutions that get buy-in d. let individual choose resolution option e. are any roadblocks anticipated? f. communicate consequences/ disciplinary process

25. HR Area of Focus: Communication and Conflict 4. Manage g. Summarize & check you have understanding h. Documentation • Draft an action plan for improved performance • Set a timeline for check back • Put copy of action plan on file • Document progress

26. HR Area of Focus: Communication and Conflict DISCUSSION: Your experience/response? Might this be applicable in your: • Relationships with staff? • Relationships with Board? • Relationships with Congregants/Community?

27. HR Area of Focus: Communication and Creating Sustainable Relationships Contracts support clear performance expectations & reporting relationships Communicate, communicate… • Performance expectations • Link between individual & goals of organization • Meaningful feedback Strategic leadership mindset

28. HR Area of Focus: Communication and Creating Sustainable Relationships 1. Pastor/Leader with Board/Personnel Cmtee a. Contract/Job Description b. Clear communication protocols • Both directions • Provide regular updates and inform of issues of strategic/critical nature c. Development opportunities d. Performance measures (SMART) e. Feedback/Evaluation

29. HR Area of Focus: Communication and Creating Sustainable Relationships 2. Pastor/Leader with paid staff/volunteer a. Contract/Job Description b. Communicate, communicate, communicate • Team/individual meetings • Regular check-in to unveil issues, review progress, commend, confirm priorities c. Growth opportunities d. Feedback/Evaluation e. Complaints/Issues = CALM &/or Grievance policy

30. HR Area of Focus: Communication and Creating Sustainable Relationships 3. Pastor/Leader with congregation/community e.g. congregants/community try to influence/ communicate through Board members; e.g. congregants/community try to manage paid/volunteer staff a. How does issue relate to Strategic priorities/MVV? b. Appropriate communication lines? Board issue? c. Complaints/Issues = CALM &/or Grievance policy d. Proactive communication

31. HR Area of Focus: Contracts Contracts – are legal documents 1. Written/Verbal • Start date • Job title • Starting salary or wage rate • Hours of work • Notice period for resignation • Notice period for termination • Probationary terms

32. HR Area of Focus: Contracts 1. Written/Verbal Contracts – con’t • Directions on accepting the offer • Requirements for criminal record checks, security clearances, bonding, etc. • Key employee benefits • Any special conditions of the position or offer • Any accommodation needs as agreed during the recruitment process • Reporting/supervision relationships

33. HR Area of Focus: Contracts 1. Written/Verbal Contracts – con’t • Information on the organization’s HR resource management policies and confirmation that employees must adhere to them • The end date of employment should be included in the letter of employment for fixed term positions (such as project funded positions or filling a maternity leave) • Reference to union status (if applicable)

34. HR Area of Focus: Contracts 2. Volunteers • Have rights/responsibilities • Safety & Health • Policies & Procedures • Job Descriptions • Collaborate – respect reporting lines • Contribute to MVV/Strategic ministry plan • Skilled/educated/experienced

35. HR Area of Focus: Contracts 2. Volunteers • Need access to resources/training • Input for organizations evaluation/feedback • Performance feedback/evaluation • Recognition

36. HR Area of Focus: Contracts 3. Job Descriptions a) Developed out of Strategic Plan/MVV b) Basis of: • Recruitment & selection • Letter of Hire/Contract • Work plan & Performance measurements • Performance evaluation/feedback

37. HR Area of Focus: Contracts 3. Job Descriptions – con’t c) Elements: 1. Job Title 8. Direct reports 2. Reporting structure 9. Sign offs 3. Job Purpose 4. Duties & Responsibilities 5. Qualifications 6. Working Conditions 7. Physical Requirements

38. HR Area of Focus: Contracts 4. Policies & Procedures • Available to employees - electronically • New staff/volunteer orientation (sign-off) • Presented/phrased in positive voice • Communicates values & expectations • Compliance with legislation • Helps you make decisions that support consistent treatment of staff

39. HR Area of Focus: Performance Development & Management 5. Performance Management

40. HR Area of Focus: Performance Development & Management Performance Management / Development • based on current job descriptions/work plans • Realistic criteria are established by supervisor and employee • Focus is on development • Planning, feedback, evaluation, rewards • Documentation

41. HR Area of Focus: Performance Development & Management Why? • Proactive, positive approach to sustainable employment relationships • Mitigates risk • Solve performance problems early • Develops required skills/competencies • Puts action plans and “feet” to Strategic vision

42. HR Area of Focus: Performance Development & Management Process includes: • Articulate organizational MVV/Strategic Plan • Develop standards - team/individual levels • Provide feedback; • personal responsibility and accountability; • Assess performance; • on-going learning opportunities; • Develop competencies; • Remove obstacles • Plan for the future

43. HR Area of Focus: Performance Development & Management Providing Specific Feedback - Addressing underperformance • Advise that performance is inadequate. • ƒWhy performance was inadequate. • ƒBe Specific about what is unacceptable. • ƒOutline precisely what performance is expected in the future. • Agree on an action plan. • ƒProvide clear warning re: consequences for failure to correct performance. • Monitor/follow-up

44. HR Area of Focus: Performance Development & Management Performance Management / Development Tools: • 360-degree Feedback • Performance Evaluation/Planning

45. HR Area of Focus: Performance Development & Management 3 360 Degree Feedback

46. HR Area of Focus: Performance Development & Management 360-degree Feedback – what it is • Feedback about a person's behaviours and performance • By peers • By self • Supervisors • External stakeholders • Available online – collecting results easier • Numeric 5-7point rating scale feedback • Qualitative feedback (written comments)

47. HR Area of Focus: Performance Development & Management 360-degree Feedback – what it is • Assesses behaviours important to organization/role • Response requires coaching/interpretation • Identify improvement areas • Highlights strengths • Opportunity to develop action plans • Illuminates self-perceptions vs. perception of others • Leads to aligning behaviours to those desired/required

48. HR Area of Focus: Performance Development & Management 360-degree Feedback - perceptions • Self-awareness about how we interact and impact others • incomplete perception of how others see us leads to ineffective interaction and reduced overall effectiveness • Allows us to respond in ways that improve our impact and effectiveness • May indicate development required (e.g.. Mentoring, coaching, education, etc.)

49. HR Area of Focus: Performance Development & Management 360-degree Feedback – implementation • In context of trust & collaboration • Confidential • Ideally used for development of people to attain MVV • Team development • Individual development • Performance assessment & behaviours • Don’t link to compensation/evaluation

50. HR Area of Focus: Performance Development & Management 360-degree Feedback – Benefits • Provides comprehensive input • Multiple raters = more dependable • Defensible • Confidential • Fair/Christian Values • Constructive – idea is for development • Progressive – tracks changes over time • Reinforces behaviours NB to org/church • Community building • Communicative