Page History
...
A key component in helping an individual understand their responsibilities and be effective in ministry is to have a well written job description (Appendix A5). Job descriptions clarify expectations and give a guideline for providing effective accountability and job satisfaction. In a business environment or even an office environment, it might appear more black and white; the organization has a need and writes a job description detailing what is required to fill that need. A ministry job description is a little different. A ministry job description looks at, “what will this person be paid to do as a vocation”. Donors are giving to enable this individual to be employed in vocational ministry. As such, a well written job description also demonstrates integrity to GCM Reliant donors.
A job description also provides the “objectives” for the annual performance evaluation. As you meet with each staff member periodically to discuss how they are doing in their role, it is your opportunity to speak into each area in which they have responsibilities. These discussions are then summarized at the end of the performance cycle within the performance evaluation.
...
Job Title: A job title should be a mini job description, and should give a general idea of what the majority of the job entails. Examples include, Homegroup Home group Coach, Worship Leader, Church Administrator. Often a staff member will have multiple roles so a more general job description may be more appropriate such as Campus Director or something more inclusive of their various roles.
...
Position Requirements: If the position has any specific requirements such as education or ability, they should be listed here; for example, ability to play guitar (for church guitarist) or ability to use Quicken (for church finance position).
Sample Job Duties:
- Facilitate (home, life, cell)group (frequency – monthly, weekly)
- Prepare for meeting time (teaching, worship, prayer)
- Coach group apprentice (frequency)
- Hang out with 2 or 3 individuals from the group each week
- Pray together
- Read word together/Bible study
- Counsel or shepherd church members
- Provide Biblical perspective
- Evaluate progress of member
- Actively participate in evangelism/outreach
- Walk through our church’s evangelism program with 1 individual per program
- Share on campus # hours/week/month etc.
- Be involved in consistent relationship with 1-2 unbelievers a semester (for example)
- Lead worship for main service
- Set worship program for large group worship
- Lead worship team practices
- Disciple members of worship team through one-on-one times
- Work with (who - pastor or Sunday Coordinator) to schedule flow of service
- Handle/Track/Manage church finances
- Collect tithes (frequency)
- Handle accounts payable for the church each month in a timely manner
- Send giving reports to members each (frequency)
- Organize special events
- Locates and secures location for event
- Coordinates food and or materials as required
- Facilitates communication for those involved in the event and those invited to the event
...
Some of those INTERNAL factors may be employee style, emotional health, physical health, spiritual health, confidence, experience, or understanding. EXTERNAL factors could include working relationships, task structure, tools, or processes/systems.
The GOAL for both the staff member and you as the supervisor in a ministry context are usually the same – fruitful ministry. Factors for the goal usually fall into two categories: Employee Satisfaction – work environment and passion for the job; Ministry Performance – seeing desired results, fruitfulness, etc. By helping the staff member identify those factors and providing a plan to exhort and help in those areas, ministry satisfaction and effectiveness can be increased.
...
Management/Coaching sessions
...
They are sometimes called one-on-ones, tune-ups, statuses, etc. Whatever they are called, they are vital to keeping lines of communication open between you and your staff member. It is the opportunity for expectations to be clarified, encouragement and constructive feedback to be given, and for the relationship to continue to be built. There are many tools to help you facilitate coaching conversations. A “Plus/Delta” and a “Start, Stop, Continue” are in Appendix B4 and Appendix B5 as sample tools.
Plus/Delta: A Plus/Delta is a method to do a “quick check” after a project, meeting, event, etc. One side of the “page” (or whiteboard for those of you that like those) are the “pluses” – what went well or things you would want to repeat. The right side is the “delta” – those things you’d want to change or do differently. This tool provides a good brainstorming mechanism.
Start, Stop, Continue: This is another tool that can help with communication, supervision, or even meetings. What would you like me to start doing? What am I currently doing that you would like me to stop? What are those things that work well and that you’d like me to continue?
SMART Goals
Writing good goals can help staff have clearly outlined expectations and give you a good measuring stick for how they have done with those goals. Writing goals that are SMART: Specific, Measurable, Attainable (or Achievable), Results-Oriented and have a Timeframe can help your staff be successful. The measurable part of the goal can be either quantitative or qualitative. An example follows for both a quantitative and qualitative goal:
...
The level of action taken will depend on severity, impact and frequency of correction. GCM Reliant does not follow a progressive discipline policy meaning that we do not have to proceed step-by-step. Depending on the issue, a final warning may be given first if there is sufficient reason. All warnings, whether verbal or written, should first be discussed with MR prior to being given to the employee and a final copy provided to MR for the Employee file.
...
Clear and measurable goals should be set at the beginning of each evaluation period. This means a list of goals including a measurable (whether quantitative or qualitative) outcome. The GCM Reliant evaluation utilizes a 5-point scale ranging from Exceptional to Unsatisfactory. A staff member should know what it takes to achieve each of these scores. For example, in leading a lifegroup, what does it take to meet expectations? To exceed expectations?
...
Vocational ministry provides opportunities to develop a long-term career path. Longevity in vocational ministry is more likely if an employee sees development potential. Some individuals will go on staff with a shorter term in mind, possibly 2-5 years. Many will desire this to be a longer term career. One aspect of providing that opportunity is helping them with development.
GCM Reliant offers an Education Reimbursement benefit that allows full-time employees who have been employed for one year or more to reimburse classes related to the job up to $5250 per year as a non-taxable reimbursement (based on guidelines listed in the Employee Handbook). Many employees take seminary classes to enhance their ministry skills or Bible knowledge.
...
The Level Determination mentioned earlier is also a tool that can be used to see what areas an individual might need help in to be able to take on more responsibility.
GCM’s Reliant’s current career path consists of the following job levels:
...
The annual Career Assessment can provide insight into areas a staff member may wish to grow. Missionary Resources can assist you in developing a “career ministry path” for your staff.
