Policies –Large Church
Structure, Staffing &
Relationships
Personnel Policies & Issues
Helpful Resources
Ron Chandler, Leader
Pastor for Administration
Germantown Baptist Church
“Does It Come on Disk?”
1996 Farcus Cartoons Inc
Introductions
• Who’s here ?
• Who Am I ?
• Approach to this Session
– Personal Experiences from the group
– Questions and comments
ChurchAdminPro.com
Today’s Outline & Resources
• Available online at
www.churchadminpro.com
• Follow Conf Logo link
• You will find
– Powerpoint outline
– Resource links
– Other helpful information
Manual and Handbook
• There is a difference
• Policy Manual is the complete
reference, more for supervisors
• Employee Handbook is a
compilation of parts of the policy
manual for the employee
What is a Policy Manual?
• Employee relations direction to
supervisors
• Procedures
• Rules
• Policies
For whom is it meant?
• Supervisors
• Some Employees ?
• “Policy Manual” is usually mostly for
supervisors
• “Handbook” is for employees
Is it a contract?
• Policies must exist within the
framework of various federal &
state laws governing employment
Two-edged sword
• Can be used in court against
employers
• Some policies can be targeted as
being sexist, racist, or
discriminatory
Is the policy manual a
contract?
• Employers may find that they have a
contract without intending one.
• Usually the result of court
interpretation of statements in the
manual as promises.
• Careful wording IS important
Flexibility
• Legal review is essential
• Always reserve the right to:
– Make changes at any time
– Interpret and administer the policies in
light of changing circumstances &
events
Should policies be written?
• Not always, BUT usually
• Why?
– Unwritten policies lead to
• Misunderstandings
• Poor morale
• Internal conflict
• Written policies cut down on the
number of redundant questions
• Helpful in legal proceedings, as long
as it is followed
Generally, what should be in
the Manual?
• Payroll & benefits
• Leave policy
– Vacation, sick, conference, mission
trips, holidays, jury duty, maternity,
other
• Perks
– Tuition reimbursement plans
• Principles of work
• Harassment
• Supervision
• Pay / Payroll
• Schedule
• Inclement Weather & Civil Emergency
• Retirement age
• Termination
• Organizational chart / levels of staff
• Benefits
• Disclaimer
– “This manual is intended for use by
supervisors and managers only and should not
be distributed and shared with nonsupervisory
employees. This manual does not constitute a
contract of employment with any employee,
supervisor, manager, or a contract for any
benefits, procedures, or policies described
herein. This manual supersedes any prior
handbooks or policy statement regarding the
matters described. The church reserves the
right to revise this manual at any time.”
– A policy manual should be updated whenever
a policy is added, deleted, or changed
Frieze Resource Library
• www.friezeconsulting.com
– Policies & Procedures Manual
Frieze Suggests this
Handbook outline
• Welcome
• Church History
• Missions Statement
• Doctrinal Beliefs
• Introduction
Employment Section
Source: Frieze Consulting
•
Equal Employment Opportunity
•
Employment at Will
•
Staff Structure
•
Employment Classifications
•
Minister Qualifications for Special Tax Provisions
•
Employee Status for Federal Income Tax Purposes
•
Immigration Law Compliance
•
Probationary Period
•
Employment of Minors
•
Employment of Relatives
•
Life Threatening, Infectious and Communicable Diseases
•
Church Members Who Are Employees
Compensation Section
Source: Frieze Consulting
•
Pay Periods
•
Advance of Pay
•
Bank Deposit Plan
•
Time Sheets
•
Overtime
•
Replenishment Time
•
Payroll Deductions
•
Garnishments
•
Lost Paychecks
•
Staff Gifts
•
Honorariums Paid to Staff
•
Shifting Income to a Family Member
•
Work Made for Hire
•
Final Paycheck
•
Confidentiality of Salary and Wages
Workplace Guidelines
Source: Frieze Consulting
•
General
•
Employee Photos
•
Personal Appearance and Dress Code
•
Open Door Arrangement
•
Parking on Church Facilities
•
Recording Time Worked
•
Tardiness and Absence
•
Inclement Weather
•
Leaving Office during Regular Hours
•
Break and Lunch Periods
•
Staff Meetings
•
Personnel Files and Records
•
Brievances and Complaints
•
Making Suggestions
•
Sexual and Other Forms of Harassment
Workplace Guidelines•
Personal and Romantic Relationships
•
Drug-Free Workplace
•
Sale of Personal Merchandise
•
Employee Family Members
•
Outside Employment and Activities
•
Personal Mail
•
Personal and Ethical Responsibilities
•
Financial Integrity
•
Conducting Tours
•
Counseling Sessions
•
Confidentiality of Church Information
•
Copyright Infringements
•
Access To and Removal of Church Property
•
Issuance of Church Property and Equipment
•
Use of Church Telephones
continued
Workplace Guidelines •
Use of Telephone Credit Cards
•
Use of Long Distance Access Number
•
Use of Church Computers and Internet Access
•
Use of Church Software
•
Email Usage
•
Use of Fax Machines & Copiers
•
Rented Vehicle Insurance
•
Service on Church Committees & Ministry Teams
•
Cashing of Personal Checks
•
Personally Owned Property
•
Personal Use of Church Stationary
•
Food and Drink
•
Postings on Church Bulletin Boards
continued
Workplace Guidelines -
continued
• Expense Reimbursements
• Workplace Violence
• Workplace Safety & Security
• Criminal Background Checks
• Volunteer Service
• Miscellaneous Responsibilities of
Employees
Benefits
Source: Frieze Consulting
•
Vacation
•
Holidays
•
Leaves of Absence
•
Sick Leave Days
•
Section 125 Cafeterial Plan
•
Anniversary Recognition
•
Retirement (Annuity) Participation
•
Short Term Salary Continuance
•
Social Security
•
Workers’ Compensation Insurance
•
Federal and State Unemployment Programs
•
FirstChurch Academy Tuition Subsidies
Benefits-
continued
Source: Frieze Consulting
•
Continuing Education & Professional Memberships
•
Educational Assistance Plan
•
Dependent Care Assistance Plan
•
Health Reimbursement Arrangement
•
Church Cellular Telephones, Pagers, Laptop Computers, PDA’s
•
Meals Provided in Church Cafeteria
•
Commuting and Parking Fringe Benefits
•
Bonuses for Cost Saving Ideas
•
Shared Leave Donation Program
•
Spiritual Retreat Day
•
Relocation upon Time of Call/Employment
•
Ministering to Staff Members
•
Ministerial Staff Activities
•
Minister’s Housing Allowance
Benefits-
continued
Source: Frieze Consulting
• Minister’s Taxes and Financial
Planning
• De Minimis Fringe Benefits (Minor)
• Highly Compensated Employees
Performance Standards
Source: Frieze Consulting
• General Information
• Personnel Memo
• Leadership Position Descriptions
• Performance Evaluations
• Transfers and Promotions
• Terminations
• Retirement
Acknowledgements to Sign
Source: Frieze Consulting
• Employee Statement of
Acknowledgement and Receipt of
Employee Handbook
• Use of Church Computer and Internet
Access
• Acknowledgement of FirstChurch Code of
Ethics
• Safety Code of FirstChurch, Inc.
Supporting Attachments
Source: Frieze Consulting
• FirstChurch Code of Ethics Policy
• Safety and Protection Policy
Writing the manual
• Research and compilation
• Costs
• Organization
• Clarification
• Rough draft
• Numbering / sections
• Approvals
Writing tips
• Should be easily readable and organized
• Avoid legalese and technical jargon
• Use short simple sentences
• Be clear, not fuzzy
• Say what you mean (don’t insinuate promotions when
there is no structure)
• Be consistent throughout
• Get 3rd party review
• Legal review
Distribution
• All supervisors
• Signed statement / receipt of
manual
• Employee orientation
– Signed statement or receipt
Evaluation
• Periodic
– Legal
– Practical
– Congregational
– Retreat review
Source
• HR Link
• Can be downloaded at
www.churchadminpro.com
• look for conference logo for link to
download page
Trends and Hot Topics
• Human Resource departments
• Legal & Tax Reviews
– Recent experiences
• Websites and listserves
• Copyright issues (Link)
• Intellectual properties and creative rights
• Spouse Travel (Link)
Hot Topics – Church Admin
1.
Human Resources
2.
Legal & Tax Reviews
•
Private Contractors
3.
Websites, List Serve
4.
Copyright Issues
5.
Intellectual Properties, Creative Rights
6.
Employment Contracts for Pastors / Staff
7.
Conflict Resolution
8.
Conflict of Interest
9.
Ethics in Business
10. Stewardship Trends
11. Foundations / Endowments
12. Purchasing Organizations
13. Lifetime Learning
Hot Topics - Secular
1. Web Source National Assoc of Colleges & Employers
2. Retention/Succession strategies
3. Budget realities
4. Conflict resolution
5. Understanding, managing, and
motivating others
6. Coaching and mentoring
7. Engaging high performers
8. Career development trends
9. Lifelong Learning
Hot Issues in HR for 05-07
1.
Building your leadership pipeline is a must (must have a slate of high potential leaders)
2.
Leadership must be dispersed (leadership must be a role rather than a function. Over the next few years, HR
3.
Employment branding gets you the talent you seek (No market is more competitive than the market
4.
Organizations must capture a bigger portion of the employee mindshare (For instance, pay
5.
Organizational must exceed the rate of change (Competition today is between the processes different
6.
Get ready for a heterogeneous workforce (Recent immigration patterns have sharply internationalized our
leaders will focus on creating an organizational culture that demands leadership of all employees)
for employees. The war for talent is fierce and is likely to become more so with the massive numbers of employees retiring in
the next five years.)
raises may be a great short-term motivator, but motivational theory research shows that money satisfies only to a certain
extent. After that, people look for meaning in their lives)
organizations use to ensure that their employees are trained and up-to-date. In high-performing organizations such as GE and
Pepsico, in which CEOs personally drive the learning agenda, learning cascades down throughout )
labor force. This, combined with the fact that baby boomers will soon retire at a predictable high rate, means that our
workforce will comprise a higher proportion of visible minorities. Some companies have already begun investing heavily in
formally ingraining diversity into their culture. )
7.
Managers must communicate effectively with employees (Line managers, who tend to focus on
8.
Measurement leads to credibility (rather than measuring the number of people hired, we should focus
bottom-line results, often need reminders about the importance of ongoing communication with staff. Employees’ levels of
motivation are dependent on how well line managers communicate. It’s not about sending numerous e-mails; it is about
effective face-to-face communication. When the going gets tough, effective communication is key. It can make all the
difference between a motivated staff with a positive attitude and an unmotivated, disgruntled group of people. )
on the quality of people hired. How well do they help the organization innovate, change, and deliver other
capabilities)
Helpful Websites
• HR.BLR.com
– State HR Answers and Tools online
• SHRM.org
– Society for Human Resource
Management
Other Resources
• NACBA Reading List
• Books and websites
link
13 Core Competencies –
Certification Centers
Title
Session
1. Personnel / Human Resource Management 1
2. Staff Development
1
3.
Congregational Ldshp
1
4.
Theology of Stewardship
1
5.
Office Management
6.
Information Management
1
7.
Property Management
1
8.
Strategic Planning
9.
Financial Management
1
2
2
10. Stewardship of Self
2
11. Legal / Tax Matters
2
12. Christian Perspectives & Theology of the church
2
13. Theology of Church Administration
2
1-Personnel /Human
Resource Management
•
Employment Law
•
ADA - Family Medical Leave
•
Definition of Roles & Duties
•
Supervision – Performance Reviews
•
Search, Interview, Hire, Evaluate
•
Background Checks - Physical Drug Test
•
Termination
•
Compensation & Benefits – Recognition
•
Personnel Policies & Procedures
•
Sexual Harassment
•
Contractual Agreements for Employment
•
Workers’ Compensation
•
OSHA
•
Unemployment Compensation
(8hrs)
2 - Staff Development
(6hrs)
•
Team Building/Development - Mission
•
Improving Staff Performance – System Theory
•
Paid and Unpaid Staff
•
Interpersonal Relations
•
Communication, Conflict Resolution
•
Supervisory Development
•
Accountability
McDonnell Douglas DC-3
• Greatest airplane ever designed
• Introduced in 1935
• Ushered in the era of commercial air
travel
• 1st plane that supported itself
economically
• 1st plane that supported itself
aerodynamically
DC-3 brought together 5
critical component
technologies
– each an important part of the whole
• Variable pitch propeller (made engine more powerful at
all speeds)
• Retractable landing gear (reduced drag)
• Lightweight molded body construction
(stronger and faster)
• Radial air-cooled engine
• Wing flaps – new innovation
Today – 5 new “component
technologies” - disciplines
• Systems Thinking – discipline of the whole and not
parts
• Personal Mastery – discipline of
– Continually clarifying vision
– Developing patience
• Mental Models – things that influence how we
understand the world and how we take action
• Building Shared Vision
• Team Learning
The Fifth Discipline
Peter Senge
• “Most changes in organizational structure
are piecemeal reactions to problems.
Real designers are continually trying to
understand wholes. Just as the DC-3
designers had to integrate the 5
component technologies, crucial design
work for leaders of learning organizations
concerns integrating vision, values, and
purpose…..”
The Fifth Discipline
• Strategies for Building a Learning
Organization
5 Dysfunctions
Dysfunctions
Evidence
1. Lack of Trust
Invulnerability
2. Fear of Conflict
Artificial Harmony
3. Lack of Commitment
Ambiguity
4. Avoidance of Accountabilty
Low Standards
5. Inattention to Results
Status & Ego
Positive Approach to Team
Function
• They trust one another
• They engage in unfiltered conflict around ideas
• They commit to decisions and plans of action
• They hold one another accountable for delivery
against those plans
• They focus on the achievement of collective results
Suggestions for Overcoming
•
Dysfunction 1
– Personality profiling
• Birkman
• Myers Briggs
•
Dysfunction 2
– Mining
•
Dysfunction 3
– Deadlines
•
Dysfunction 4
– Publish goals and standards
– Simple progress review
– Team rewards
Keys to Team Building
• Annual planning & Leadership
development retreat
• Quarterly staff meetings offsite- 2
day
• Weekly staff meetings on site
• AdHoc topical meetings
The Boundaryless
Organization
Structure: The Boundaryless
Organization
• Reveals how leaders can use new
technologies to shift from a “top
down” mentality to those that rely
on creating stretch goals, shared
mindsets, and empower employees
by:
• Information – encouraging greater access
across all boundaries
• Authority – giving people at different
levels the power to make decisions
• Competence – helping people develop the
skills they need to succeed
• Rewards – giving people the incentives to
achieve shared organizational goals
Focus On
• Results
• Accountability
• Tough decision making
The essence of the 21st
Century is
• Speed
• Flexibility
• Integration
• Innovation
To achieve success, you must
reshape the 4 types of
boundaries
• Vertical (Organizational floor & ceiling) –
hierarchical levels, titles, status & rank
• Horizontal (Internal walls) – function,
division, unit, groups
• External (External walls) – suppliers,
customers, communities
• Geographical (Cultural walls) – time,
space, language – ESL
Key
• Sufficient permeability of
boundaries to allow for quick
adjustment to changes in the
environment
• What are those quick changes in a
church / non-profit environment?
Leaders of boundaryless
organizations should provide
and be proficient in
• Information access
• Empowerment of people to make
independent decisions
• Competence – help people develop the
skills
• Rewards – shared incentives that
promote goals
Create a “Learning Culture”
• Shared mindset – to what extent does
your organization promote learning?
• Competence – to what extent do we have
competencies that promote learning?
• Consequence – to what extent do your
appraisal systems encourage learning
• Governance – to what extent do your
organizational structures promote
learning?
• Capacity for change – to what extent do
our work processes and systems
encourage learning?
• Leadership – to what extent do leaders
demo a commitment to learning?
“Forgive me father, for I have
mismanaged”
1996 Farcus Cartoons Inc
The Path of Least
Resistance for
Managers
The Path of Least Resistance
for Managers
• Organizational energy moves along the path of least
resistance
• Change that doesn’t follow this path will not work
• The underlying structure of anything will determine its
path of least resistance
– The route of the bison in the old west was determined by
the topography
– You may have the structure of a racecar or a rocking chair
• We determine the path of least resistance by creating
new structure
– GBC Missions story
GBC Missions
• Calling of Pastor – former
missionary
• With regard to missions, church
– Had no vehicle
– No funds
– No vision
Created new structure
• Called a Missions Pastor
– Developed leadership
– World view
– Generated own funding (DC-3)
– Proved its value
– Impacted rest of the structure
– Snowball effect
– Personal involvement
Ten Steps to a
Learning
Organization
10 Steps
•
Assess your learning culture
•
Promote the positive
•
Make the workplace safe for thinking
•
Reward risk-taking
•
Help people become resources for each other
•
Put learning power to work
•
Map out the vision
•
Bring the vision to life
•
Connect the systems
•
Get the show on the road
10 Steps to Learning
Organization – 16 Principles
that promote learning
•
Prime the mind to be self directed – people help themselves
•
View mistakes as steps to continuous learning
•
Willingness to rework organizational systems
•
Develop steps to grow self-esteem, morals and organizational commitment
•
Celebrate the learning process
•
Celebrate all learners equally
•
Encourage the sharing of knowledge among piers
•
Encourage the learner to structure their own learning
•
Teach the process of self-evaluation
•
Don’t place limits on anyone’s intelligence
•
Acknowledge that everyone learns differently
•
Encourage people to discover their own learning
•
Cultivate each employee’s abilities
•
Make learning logical, moral and fun
•
Give opportunity for dialogue and discussion
•
Everything is subject to re-examination and investigation
Now Discover
Your Strengths
Now Discover Your Strengths
• Gallup Organization
• Focuses on hiring and employee
development according to strengths, not
weaknesses
• Evaluation tool via internet
• Prehire testing and evaluation
• GBC and other church use
Conclusion –
GBC Structure
Senior Pastor
Admn Asst
Executive Pastor
Pastor
for
Counseling
Pastor for Administration
Assoc Admn Past or
Director of Plant and Properties
Full Charge
Bookkeeper
Clerks
Stewardship and
Accounting
Secret aries
and I nt erns
Food Service
Direct or
Pastor for Discipleship
P ast or
P reschool Minist ries
Associate Director
of Preschool Ministries
P as t or
f or E vangelis m and
P as t oral Minis t ries
Pastor for Missions
and Volunteer Ministries
Secretaries
and Interns
P ast or f or Music & Worship
Associate Pastor for
Music & Worship
A s s oc iat e P as t or
f or
Rec reat ion
Director of
Children's Music
Direc t or of
Fit nes s & Wellnes s
Pastor for Media
Direc t or of
Fac ilit ies
Secretaries
and Interns
S ec ret aroes
and I nt erns
Weekday Preschool
Director
P ast or f or
Childhood Minist ries
Associate Director
of Childhood Ministries
P ast or f or
Junior High
Direct or of Church I nf ormat ion
Syst ems
Associate Pastor
for Junior High
P ast or f or
S enior High
Associate Pastor
for Senior High
P ast or f or S ingles
College
Associate Pastor
for
Singles / College
Pastor for
Married A dult s
Pastor for
S enior A dult s
P ast or f or Recreat ion
Team Building
• Survey – how many are office managers”
• Periodic Team Building
– Issues & answers
– Door prizes
– Celebrate special occasions
– Change titles
– Pay hourly
– Give training
Relationships
• As Managers
– Managing people is the most
challenging task we have
– Challenges
• Motivation
• Relationships / Conflict resolution
• Proficiency
• Efficiency
Work With Me
Work With Me – Resolving
Everyday Conflict in Your
Organization
• ERI Model
– Emotion – calm the emotions
– Reason – Assess, understand, evaluate
personalities
– Intuition – possible solutions and
alternatives
Emotion
• Overcome emotional baggage,
getting feelings out of the way
• Clearing up communication
problems that destroy the
organization
• Be a good listener (list on p. 50)
Reason – types of difficult
people
•
The Exploder
•
The Complainer
•
The Sulker
•
The Sensitive Soul
•
The Warrior
•
The Pusher
•
The Judge / Critic
•
The Steamroller
•
The Control Freak
•
The Clock Watcher
•
The “By The Book”
•
The “Tit for Tatter”
•
The “Do-It-My-Wayer”
•
The Naysayer
•
The “Super-Agreeable” Flake
•
The Procrastinator
Other Difficult Types
• The Sniping Sneak
• The Space Case
• The Gossip
5 Conflict Styles
• Competing
• Collaborating
• Avoiding
• Accommodating
• Compromising
The Valuable
Office
Professional
Successas An Admn Asst
relies on the ability to:
• Learn when to say no
• Learn how to ask for what you want
• Learn to be direct
• Learn to value and stand up for yourself
• Learn to be accountable
• Learn to think beyond the immediate task
Paradigm Shift
• Page 16
Building A
Partnership With
Your Boss
Working
Relationships
When are you your own
worst enemy?
• When you have an unclear view of
yourself
• Blindness to the impact we have on those
around us
• Our flawed personal logic
• The strong pull of our personal history
The Leadership
Challenge
Administrative
Assistant’s
Handbook
Extraordinary
Relationships
“But everything
should be done in
a fitting and
orderly way”
NIV
• I Corinthians 14:40
Business Ethics
(for Churches)
• Complying with rules, policies,
procedures, laws, and expectations.
• How the actions of those involved
affect the organization, community,
and society as a whole.
• Applying Scriptural Principles
• Using Intentional Integrity
In Conclusion
• Be a learner
• Don’t isolate yourself or your
organization
• Conquer change
• Focus on your strengths
• Grow!
“After 25 years of loyal service, all I have
is a crummy gold watch and $3 million
dollars in office supplies.”
1996 Farcus Cartoons Inc