the “nuts & bolts” of ministry management session 5 – mar 7

The “Nuts & Bolts” of Ministry Management

Session 5 – Mar 7

Human Resources

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

Road Map for Session 5

1. Review of previous sessions – Questions2. The Case for Strategic Human Resources3. 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

Review

Foundational assumptions: Biblical Character Good Administrative framework Strategic Plan/Organizational

Priorities in place

Review: Management/Administrative Process Framework

Planning

Organizing

Leading

Systems/Accountability

Vision

H R Fast Jan 2013

Review: Planning Map

Purpose/Mission

Delegation

Strategy

Goals

Actions

Vision

Evaluate

Follow-up

Foundation: Values {Corporate & Individual based on Bible} & PrayerH R Fast Jan 2013

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.


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


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


The basic questions to be answered for strategic HR planning are: Where are we going?

i.e. connection to MVV/strategic plan

Case for Strategic Human ResourcesA Comprehensive Strategic-Management Model


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


“Planning is bringing the future into the present, so that you can

do something about it now.” ~Alan Lakein~


WHO is responsible for strategic HR planning in your context?

*Church Board/Council? *Personnel Committee?

*Finance Committee? *Pastor?


Ensure clear lines of authority are in job description/contract

Who sets compensation philosophy?

Who has oversight of HR policies?

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


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

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?


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

HR Area of Focus: Communication and Conflict

1. Clarify the issuea. what is the issue, event, behaviourb. how serious is the issuec. fact findingd. your reaction “hot” buttonse. your fearsf. know your communication style

personality of person involved


2. Address the issuea. timelyb. appropriate location & adequate

timec. are you aware of non-verbal

communication?d. acknowledge your discomforte. address issue and desired outcome


3. Listena. ask for their point of view & truly

listenb. acknowledge their feelingsc. ask open ended questionsd. paraphrasee. silence may allow full

communicationf. Stick to the issue


4. Managea. ask for input on resolutionb. get verbal agreement there is an issuec. explore resolutions that get buy-ind. let individual choose resolution optione. are any roadblocks anticipated?f. communicate consequences/ disciplinary process


4. Manageg. Summarize & check you have understandingh. Documentation

Draft an action plan for improved performance

Set a timeline for check back Put copy of action plan on file Document progress


DISCUSSION: Your experience/response?

Might this be applicable in your:

Relationships with staff?

Relationships with Board?

Relationships with Congregants/Community?


Contracts support clear performance expectations & reporting relationships

Communicate, communicate… Performance expectations Link between individual & goals of organization Meaningful feedback

Strategic leadership mindset

HR Area of Focus: Communication and Creating Sustainable Relationships

1. Pastor/Leader with Board/Personnel Cmteea. Contract/Job Descriptionb. Clear communication protocols

Both directions Provide regular updates and inform of issues of

strategic/critical nature

c. Development opportunitiesd. Performance measures (SMART)e. Feedback/Evaluation


2. Pastor/Leader with paid staff/volunteera. Contract/Job Descriptionb. Communicate, communicate, communicate

Team/individual meetings Regular check-in to unveil issues, review progress,

commend, confirm priorities

c. Growth opportunitiesd. Feedback/Evaluatione. Complaints/Issues = CALM &/or Grievance policy


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 policyd. Proactive communication


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

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


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)


2. Volunteers Have rights/responsibilities Safety & Health Policies & Procedures Job Descriptions Collaborate – respect reporting lines Contribute to MVV/Strategic ministry plan Skilled/educated/experienced


2. Volunteers Need access to resources/training Input for organizations

evaluation/feedback Performance feedback/evaluation Recognition


3. Job Descriptionsa) Developed out of Strategic Plan/MVVb) Basis of: Recruitment & selection Letter of Hire/Contract Work plan & Performance

measurements Performance evaluation/feedback


3. Job Descriptions – con’tc) Elements:

1. Job Title 8. Direct reports2. Reporting structure 9. Sign offs3. Job Purpose4. Duties & Responsibilities5. Qualifications6. Working Conditions7. Physical Requirements


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


5. Performance Management

HR Area of Focus: Performance Development & Management

Performance Management / Development based on current job descriptions/work plansRealistic criteria are established by supervisor and employeeFocus is on developmentPlanning, feedback, evaluation, rewardsDocumentation


Why?Proactive, positive approach to sustainable employment relationshipsMitigates riskSolve performance problems early Develops required skills/competenciesPuts action plans and “feet” to Strategic vision


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


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


Performance Management / Development

Tools:

a. 360-degree Feedbackb. Performance

Evaluation/Planning


3 360Degree

Feedback


360-degree Feedback – what it isFeedback about a person's behaviours and performance

By peers By self Supervisors External stakeholders

Available online – collecting results easierNumeric 5-7point rating scale feedbackQualitative feedback (written comments)


360-degree Feedback – what it isAssesses behaviours important to organization/roleResponse 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


360-degree Feedback - perceptionsSelf-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.)


360-degree Feedback – implementationIn 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


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


Performance Evaluation (vs. 360–degree feedback) Where to start:Job Description (based on MVV/Strategic Plan)Effective Supervision/feedbackGood orientation/trainingPositive/supportive environment

Principles to stick to:Align with MVVTailored to your culture/contextGoals established & reviewed collaboratively (self & supervisor at least)Include both positive feedback for a job well done and constructive feedback when improvement is neededidentifying training needs and development opportunities helps support staff in achieving their work and career goalsSecure support/alignment of Board for your approaches


Steps:Planning annual work

Set 3-5 SMART goals based on MVV, key job requirements (Job Description)

Monitor Performance Provide regular feedback. Deal with any changes (shifting priorities, new

responsibilities, etc) that may impact ability to achieve goals Coach

Review Performance Summarize work accomplishments Document challenges/need for training/development Identify any mitigating factors Supervisor & employee sign off


360-degree Feedback/Performance Evaluation – Pastor/LeaderStep 1 = Performance Planning

Survey congregants regarding expectations in main areas/job description (basis of 360-degree or Perf. Evaluation) in anticipation of next review

Quantify the expectations in each area of pastoral activity (performance planning)

Negotiate realistic expectations (measureable)


360-degree Feedback/Performance Evaluation – Pastor/LeaderExpectations must be negotiated in relation to the resources available to the pastor

including human resources (staff, volunteers), financial resources (operating funds, budget), time and the pastor's personal set of gifts, talents, strengths, competencies

Feedback/communication is provided along the way – both directions



Expectations (performance planning) are stated in S.M.A.R.T. goals and agreed by both parties SMART Specific Measurable Achievable Relevant Time sensitive

360-degree Feedback/Performance Evaluation – Pastor/LeaderStep 2 = Evaluation/360-degree feedbackPastor/Board determine “raters” together

Include range of stakeholders, reportsBoard/Personnel cmtee carries out objective review/evaluationConducted annually (not with contract renewal)

Its in the interest of the church and the Pastor


360-degree Feedback/Performance Evaluation – Pastor/LeaderStep 3 = Review/DiscussBoard Communicates/reviews the results of feedback/review with Pastor/Leader

Qualify under and over assessment Identify development opportunities, resource needs, etc.

Set SMART goals for next review period (based on input from congregation & results of past review)Evaluate processSuggestions for next process


Rewards/Compensation – plays a role in performance management:Compensation rewards people for their contributionInternal/extrinsic rewards – not all of us are the same, but should be treated fairlyRewards reinforce desired behaviours (that align with MVV)Competitive with your market – helps keep people happy/loyal/engaged


Questions…..

HR Area of Focus: Compensation

Any Compensation Questions:

Employment StandardsTelephone: 204-945-3352 orToll free in Manitoba 1-800-821-4307E-mail: [email protected]


Overtime150% x normal rate of pay (in pay or time off)Above 40 hours/week or 8 hours/dayMinimum wage MB = $10.25/hr.Exemption: an employee who has substantial control over his or her hours of work and whose annual regular wage is at least two times the Manitoba industrial average wage ($42,021.72)


Tax Issues – Housing Allowance


Leaves10 unpaid leaves in Manitoba – * Maternity * Parental* Compassionate Care * Family* Bereavement * Organ Donation* Reservists * Citizenship Ceremony* Death/disappearance of child * Critical Illness of a child

•leave does not affect employee’s right to take vacation time; only amount of vacation wages earned•required to provide the time off and allow employees to return to their job when the leave has ended


Leaves8 paid general holidays in Manitoba –

* New Year’s Day * Louis Riel Day* Good Friday * Victoria Day* Canada Day * Labour Day

* Thanksgiving Day * Christmas Day

Employees who do not work on Easter Sunday, the August Civic holiday, and Boxing Day do not have to be paid becausethese are not general holidays.


Employers should:Acknowledge it is difficult to terminate an employeeConsult with lawyer for best way to proceedChristian character - Act fairly, consistently, and in good faith at all timesPreserve dignity of employee in processHave clear policies which help prevent terminations – which employees have acknowledged/signed-off onClear performance & behaviour expectations, fair discipline processes and ongoing feedback

HR Area of Focus: Employment Terminations

Notice:Employee

Notice in writing 1 week if employed less than 1 yr; 2 weeks if 1 yr or

moreEmployer

Notice in writing


at least thirty days but less than one year one week

at least one year and less than three years

two weeks

at least three years and less than five years

four weeks

at least five years and less than ten years six weeks

at least ten years eight weeks

Important: Documentation – “with cause” (onus on

employer to prove; difficult) or “without cause” Consider both Manitoba Employment

Standards as well as Common Law. Factors such as age, length of employment,

job market, profession, etc. impacts how much the employer pays in severance

Consult legal advice Follow your policy re: termination


Precautions:

Documentation Show trail of documentation on performance issues Show progression of warnings, and opportunity to

improve behaviour/performance Human rights – disability (e.g. Alcoholism) & duty

to accommodateConstructive Dismissal –

a fundamental change in the employment relationship that amounts to a dismissal


When/where/how:Avoid holidays, birthdays & vacationsAvoid FridaysNear end of the day – when other employees have leftWitness (second manager/career transition support)Letter of terminationBe brief & succinct – thank them for their work.Explain how the termination will be communicated to othersAcknowledge the employees right to seek legal counselReview letter with the employee and clarify pay/benefits Let employee know you will provide a referenceArrange for the return of the organization’s propertyExplain next stepsProvide option for getting the employee home safely


HR Area of Focus: Recruitment & Hiring

Recruitment & SelectionStaffing Gap

Strategic plan/MVV & financial plan = basisSkills / Competencies required

Level of skill (“what”) Behaviour qualities (“how”) – by all; for specific roles Hired/volunteer

Develop/update Job Description* organizational planning * Hiring* Developing work plans * performance standards* Establishing salary * Legal document


Recruitment & SelectionJob Posting – developed from Job DescriptionInterviews

Based on job description Standardized list of questions for each candidate Rating tool/notes to document responses Legally obligated to be fair/equitable, not

misrepresent, etc. Human rights obligations


Job DescriptionPurpose

Links position to organizational goals/MVV includes who position reports to

Duties/ResponsibilitiesQualifications (includes hard & soft skills)Working conditionsResource - national occupational classification codes (Human Resources and Skills Development Canada) www.hrsdc-rhdcc.gc.ca/noc


E.g. Administrative Assistant - JD

Purpose The role of the administrative assistant is to ensure efficient and timely operations of the office so as to support and enhance the work of the church (LINK TO

ORGANIZATIONAL STRATEGY/PURPOSE). The administrative assistant will work under the supervision of the senior pastor or the designated supervisors appointed by the Board of Trustees(REPORTING FUNCTION).

The administrative assistant will collaborate with the youth pastor and other staff or volunteers (SOFT SKILLS).


Admin support functions include (DUTIES/RESPONSIBILITIES)Office support (phone, voice-mail, fax, e-mail, website, office supply ordering, filing, ensuring the organization and office equipment is in good working order, preparation of mail outs including correspondence, thank you notes and tax receipts Development of office systems and protocols including maintaining and updating the data base.Support the work of the Board with timely meeting reminders, minutes and distribution of materials Support the work of the monthly General Members meeting with meeting reminders, agenda preparation, location set-up, food and refreshments, and preparation of educational and outreach items for the meeting, sign up lists and minutes


Qualifications Minimum of 3 years demonstrated experience in office administration Excellent computer skills in word processing, database management, webpage posting and electronic communication software Excellent spoken and written communication skills Excellent ability to organize, manage multiple tasks and prioritize (HARD SKILLS)Excellent team work skills Work, attitudes and behaviours must support the mission, vision and values of the churchStrong volunteer coordination skills

(SOFT SKILLS)

Working conditionsHours of work must include coverage of the homeless vigil and General Members Meetings.


Job Postings: Determine best method of recruiting

to attract the skills/person you need Job description = basis of job posting Human rights obligations

Job Interviews: Plan the interview process Based on job description


Standardized list of questions for each candidate as well as format & share with interview panel

Rating tool/notes to document responses

Legally obligated to be fair/equitable, not misrepresent, etc.

Human rights obligations http://www.chrc-ccdp.ca/pdf/screen.pdf

References


Selection Make a verbal offer Follow up verbal in writing Prepare job contract & have signed

before start date Inform non-successful candidates

(after contract is signed) Prepare orientation/paperwork for

new hire.


Everyone working in Manitoba has the right to:know about what hazards there are in the workplace and what precautions must be taken to avoid injuries from those hazardsparticipate in safety and health activities in the workplace, without fear of discriminatory actions such as disciplinerefuse work that one reasonably believes to be dangerous to oneself or to others.

HR Area of Focus: Safety & Health

Employers: have the greatest degree of responsibility for workplace safety and health. Employers’ legal safety and health responsibilities include: ♦ Taking necessary precautions to ensure the safety, health and welfare of workers; ♦ Providing/maintaining a safe workplace, equipment, tools & systems; ♦ Ensuring workers and supervisors are aware of hazards in the workplace as well as the precautions necessary for their protection; ♦ Providing workers with competent supervision; ♦ Providing the necessary training to protect workers’ safety and health before they begin a new job; ♦ Taking necessary precautions to ensure that other persons are not exposed to safety or health risks due to the activities of the workplace; ♦ Consulting/cooperating with the workplace safety andhealth committee or representative;


Workers are responsible for their own actions or inaction. Workers’ legal safety and health responsibilities include: ♦ Taking reasonable care to protect themselves and othersby their actions or omissions; ♦ Proper use of safety equipment, clothing, and devices; ♦ Cooperating with the workplace safety and health committee or representative; ♦ Cooperating with other people on workplace safety and health matters.


Contractors are described under the Act as persons who hire an employer or self-employed person on contract and direct their activities. Contractors’ legal safety and health duties include: ♦ Taking necessary precautions to ensure that activities and hazards within their control do not create a safety and health risk;♦ Cooperating with other people on workplace safety and health matters.


Owners of buildings or land used as a workplace have legal safety and health responsibilities which include: ♦ Taking necessary precautions to ensure that property under their control does not create a risk to safety and health; ♦ Cooperating with other people on workplace safety and health matters.

Higher Risk Areas/Issues:Harassment ViolenceWorking alone Hiring ContractorsEntrances, Exits, Stairways and LaddersChildren/vulnerable persons


Suggestions for staff working alone:Severely limiting the number of people with keys to access the church office.Insist that a personal alarm system be installed to protect the office and you.Have controlled access to the building during the day.If office staff are alone, lock the entrance doors, and have a bell/buzzer/intercom system installed.Use a mirror system to allow you to see who is approaching the entrance or the office at all times.Install a panic button connected to an alarm company


Interpretation: "harassment"1.1.1(1) For the purpose of the definition "harassment" in section 1.1, conduct is(a) objectionable, if it is based on race, creed, religion, colour, sex, sexual orientation, gender-determined characteristics, marital status, family status, source of income, political belief, political association, political activity, disability, physical size or weight, age, nationality, ancestry or place of origin; or(b) severe, if it could reasonably cause a worker to be humiliated or intimidated and is repeated, or in the case of a single occurrence, has a lasting, harmful effect on a worker.1.1.1(2) Reasonable conduct of an employer or supervisor in respect of the management and direction of workers or the workplace is not harassment.1.1.1(3) In this section and in the definition "harassment" in section 1.1, conduct includes a written or verbal comment, a physical act or gesture or a display, or any combination of them.


Administrative penalty amountsThe amount of the administrative penalty is the following:

(a) for failing to comply with an improvement order requiring a control measure to be implemented:(i) first contravention: $2,500.(ii) second or subsequent contravention: $5,000.

(b) for failing to comply with an improvement order not requiring a control measure to be implemented:

(i) first contravention: $1,000.(ii) second contravention: $3,000.(iii) third or subsequent contravention: $5,000


Reporting Requirements:An incident needs to be reported if it results in:

• death, or serious injury (as defined below), • collapse or structural failure of a building, tower, crane, hoist, temporary construction support system or excavation, • an uncontrolled spill or escape of a toxic, corrosive or explosive substance • explosion, fire or flooding.

Serious injuries are defined as: fracture of a major bone amputation loss of sight internal hemorrhage third degree burns poisoningcuts requiring hospitalization or time off work any injury resulting in paralysis unconsciousness resulting from concussion, electrical contact, asphyxiation any other injury likely to endanger life or cause permanent disability

A Guide to INVESTIGATING WORKPLACE INCIDENTShttps://www.ucn.ca/ICS/icsfs/InvestigatingIncidentsGuide.pdf?target=0b2c9a26-0acb-4b79-b15c-ea41d3b08861


To report serious workplace incidents, injuries or fatalities call:

Workplace Safety and Health's main switchboard at:Winnipeg 204-945-3446Outside Winnipeg 1-866-888-8186After Hours 204-945-0581

For questions about legislation, guidelines or workplace requirements, contact WSH Client Services:

Winnipeg 204-945-6848 or [email protected] 204-726-6361


Questions…..

Resources:

Manitoba Employment Standards Code - http://web2.gov.mb.ca/laws/statutes/ccsm/e110e.php

Manitoba The Human Rights Code - http://web2.gov.mb.ca/laws/statutes/ccsm/h175e.php

Canadian Human Rights Act - http://laws-lois.justice.gc.ca/eng/acts/H-6/FullText.html

The Workplace Safety and Health Act - http://web2.gov.mb.ca/laws/statutes/ccsm/w210e.php

The Canadian Code For Volunteer Involvement - http://volunteer.ca/content/canadian-code-volunteer-involvement-2012-edition

The HR Council for the Nonprofit Sector (HR Council) - http://www.hrcouncil.ca/resource-centre/home.cfm

The National Occupational Classification (NOC) 2011 is the authoritative resource on occupational information in Canada - http://www5.hrsdc.gc.ca/NOC/English/NOC/2011/Welcome.aspx

Contact:

Irma McKenzie, CHRP

Human Resource Generalist & Business Partner

(204) [email protected]

the “nuts & bolts” of ministry management session 5 – mar 7

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