HR Part 3: Rewards

In most organisations rewarding employees is commonplace. In fact, a reward system might be the very thing that convinces a staff member to stay loyal, or in another workplace the reason to join the competition.

However, at the very mentioning of the word ‘rewards’ many Christians and church-workers become uncomfortable. The general feeling is that money and incentives have no place in ministry and our only theology of rewards should be entirely future orientated.

This post seeks briefly to introduce the concept of reward management, considers how the Bible critiques a culture of rewards, and offers some practical application for churches to care for their people and their pastors.

Reward management

Reward management is concerned with the formulation and implementation of strategies and policies that aim to reward people fairly, equitably and consistently in accordance with their value to the organisation.

On the surface rewards seem very positive for an employee. Who doesn’t want more incentives to do their job? Yet as with many HR strategies, the underlying goal and priority is profits. Rewards may focus on the employee, but the final pursuit is motivating a worker to greater efficiency, which in turn leads to higher yields and surplus. Reward management could be renamed profits management, as the company is rewarding themselves.

Another issue is the language of rewards managements. Promotion of equity and fairness should not be mistaken this with equality. Rewarding employees according to their value creates greater inequality and cannot help but make division and segregation.

The gospel inverts the reward relationship. Jesus tells us that he came “not to be served but to serve and give his life as a ransom for many.” Paul similarly describes himself “being poured out like a libation” for churches. Both Jesus and Paul model self-giving and sacrificial service for the profit of the church. Furthermore, benefits are not based on a person’s place in the pecking order, but lavished freely on the least to the greatest.

Rewards

In rewards management, there are two categories of rewards: extrinsic and intrinsic.

Extrinsic motivations focuses on performing a task to receive a tangible outcome. Extrinsic awards include bonuses, salary raises, gifts and promotions. Intrinsic motivation is driven by an interest or enjoyment in the task itself. It exists within the person rather than relying on external pressures or a desire for reward. Examples of intrinsic awards are being given a challenging task, involvement in decision-making process, a higher rank in hierarchy, and receiving positive feedback.

An inherent danger of extrinsic and intrinsic rewards for those who serve in or outside a church is idolatry. Extrinsic rewards quite obviously drives a person to pursue wealth and prosperity above all else. Intrinsic rewards, much more subtly, seeks to make the workplace the centre of an employees lives through self-promotion and status.

A helpful passage which summarises a theology of rewards is Colossians 3:22-25:

²² Slaves, obey your earthly masters in everything; and do it, not only when their eye is on you and to curry their favour, but with sincerity of heart and reverence for the Lord. ²³ Whatever you do, work at it with all your heart, as working for the Lord, not for human masters, ²⁴ since you know that you will receive an inheritance from the Lord as a reward. It is the Lord Christ you are serving. ²⁵ Anyone who does wrong will be repaid for their wrongs, and there is no favouritism.

I think Paul makes three helpful points: First, we should care about how we work. Second, the motivation for work ought to be sincerity of heart and reverence to Jesus, not rewards. Third, the only reward a worker ought to be striving towards is future inheritance from Jesus.

In any vocation, there is no inherent sin in working hard toward goals, nor finding joy in one’s work; God created us with this in mind. However, our ultimate motivation should not be for external or internal rewards, but serving Jesus with our whole hearts. The reward which should be kept in our vision ought to be the return of Christ and the inheritance which we will receive.

Rewards and the pastor

In the New Testament, the idea of rewards is mentioned twenty-eight times. Of those twenty-eight, twenty-six refer exclusively to the inheritance laid up for believers which will be received when Jesus returns.

In 1 Corinthians 9, Paul speaks twice about his reward for preaching the gospel. However it seems most likely he is using “reward” rhetorically to compare his rights to the corrupt circuit preachers which demanded payment in Corinth. Interestingly, Paul concludes this chapter exhorting these Christians to strive not after the “crown that will not last,” but after the prize will last forever.

A passage which is often quoted when considering how to remunerate pastors is 1 Timothy 5:17-18.

¹⁷ The elders who direct the affairs of the church well are worthy of double honor, especially those whose work is preaching and teaching. ¹⁸ For Scripture says, “Do not muzzle an ox while it is treading out the grain,” and “The worker deserves his wages.”

I think these verses offer an excellent justification for why we should pay pastors. Indeed, not only receive an honorarium for preaching the word, but a living. This is captured well by the Church of England’s coined term “stipend” which means a living. However, I do not believe the concept of double honour implies the necessity for special financial reward for pastors.

It is my conviction that Anglican clergy are paid far too much. Although some may be very generous with excess wealth, for others a living has been replaced by a luxury. The danger of such a living is pastors feel rewarded for their service, in stead of remunerated. Our reward of heaven ought to keep us motivated by the race that is before us now, not a comfortable lifestyle.

Rewarding lessons

I do not believe we should reward pastors or church workers as described by reward management. Nevertheless, there are several helpful lessons we can learn for our ministry praxis.

1. Guard your motivations

Each one of us in church ministry will have different things which will tempt us from wholeheartedly serving Jesus. Some it will be money, another status, others seeking the approval of a boss or congregation.

Pastors should need to be continually be finding their worth and value in the gospel. This is not only what is going to keep them in ministry for the longterm, but models to their staff and volunteers what character and convictions matters in ministry.

2. Do not be mastered by wealth

In western churches, choosing a vocation in ministry is no longer a sentence to poverty. It is a profession with perks, kicks, and sweeteners. The privilege of such a living allows the pastor to be exceedingly generous, but also potentially greedy, having a lot of disposable income.

Besides the sin of greed, becoming accustomed to a higher income can make it difficult to take financial risks for the sake of the gospel. You may be less likely to go to lower socio-economic suburb, never consider overseas mission work, or be too financially conservative to plant a church where there is no promise of a stipend.

Incredibly after nearly six months of unemployment, relying solely on Centrelink and savings, we have not felt poor. We know God cares and provides for our every need. Pastors should seek to be generous, sacrificial, and adventurous, knowing Jesus is faithful and will meet your needs, and will refine what you think you need.

3. Hold onto good leaders
Key staff will seldom leave a church for more money. However, they are likely to consider a new job if they do not feel encouraged, given responsibility, or lack opportunities to grow. Intrinsic rewards are not the answer, however ensuring that staff feel loved, invested in and apart of the vision will keep them for the long-term.

This principle also applies to key church leaders. Sometimes pastors are blindsided when they hear a warden, an elder or key leader is leaving a church. If the leader is committed to the vision, engaging in their local community, joyous about serving and using their gifts effectively, why are they leaving?

Pastors need to know and love their church leaders, make sure they are not overworked or under utilised, and are signed up to the vision. Sometimes a move is unavoidable and for good reasons. But if a leader has been well supported, you will be consulted and leaving will not be because of discontent or due to poor care.

4. Value volunteers

It is important to remember many who serve at church are volunteers. They do not expect rewards, nor is it necessary. Although their work is unpaid it matters, it is honouring God, and serving others. Like Paul pastors should endeavour to make time to honour those who seem “weaker and dispensable” members of the body who naturally may be less likely to be thanked or encouraged.

5. Care for your pastor

It might seem like I am advocating that we should show little care for pastors because they are so well off. This is not true, especially because rewards do not keep a pastor serving. I actually think the more creative we can be to encourage our ministry staff the more healthy they will be.

It is very fitting to give to the pastor or church worker a thoughtful gift, organise a working bee to work on garden, shout them a dinner out with baby sitting, or write a card and email thanking them for their ministry.

The best way, which I think is exhorted time and time in scripture, is prayer. It is God who will ultimately sustain and keep a pastor’s ministry fruitful. Paul understands this clearly as he writes to the Ephesians:

¹⁹ Pray also for me, that whenever I speak, words may be given me so that I will fearlessly make known the mystery of the gospel,

HR- Part 2: Attracting and Selecting

In so many churches HR issues most often emerge when it comes to attracting and selecting staff. Having had many interactions with churches over the last year it saddens me to say that probably 85% of churches have poor policies and practices.

This post does not seek to set out a comprehensive HR strategy. If you’re looking for shortcuts there are many secular and Christian websites which will walk you through how to advertise, draft a job description, and interview applicants. Below are seven points I have gleaned from being attracted and not selected so far.

1. Formality avoids embarrassment 

Probably over 50% of churches have not had a formal process for attracting and selecting staff. What do I mean? Informal often means not officially advertising, no job description or just dot points in an email, and conversations over coffee and not an interview.

Generally, I have experienced that churches with organised HR systems are better than those who try informally. Writing job descriptions allow a church to articulate exactly the role and expectations which can be confused informally. Furthermore, in the long-term informality is highly impracticable as the church and interest in positions grow.

Yet informality shouldn’t be dismissed out of hand. In some contexts, especially smaller teams being flexible might be key to finding the right person for the role. The key is clarity. When writing emails, meeting up for coffee and having informal conversations the pastor must be disciplined so applicants and pastor clearly understand the process and expectations of each party,

2. Don’t make the decision alone

All to often, especially in Anglican Churches, recruiting is left alone to the lead pastor. It’s often reasoned that they are most affected so the decision ought to be left to them. Apart from being flawed on the level of reason (staff affect the people!), appointments should be made in the context of community.

I would encourage pastors not to be isolated with HR matters. At the very least, include the key leadership team, and if there are those with HR skills invite them to smooth out the systems and processes.

Most recently, I was invited with my family to visit an interstate church as part of their discerning process. My wife and I warmed to the opportunity to meet the people we might be serving. Also, it spreads the weight of the decision on pastor to the twenty leaders we met who were all invested in praying and seeking the good of the church.

3. Honour character over skills

Almost every evangelical loves to open up to the pastoral epistles and point out that character trumps skills. We can be very public about deriding pragmatism and church growth movement for promoting numerical growth over spiritual growth. But in spite our commitment to a biblical criteria for selecting I have seldom seen a prioritising of virtue, or test for character built into the recruiting process, nor have I missed out on a job due to character flaws, and not because of skills or experience.

Pastors must be brave to follow biblical commendations and not bend to the lure of outward performance. Not only at stake is how one employs, but the entire culture of who is honoured in a church and why. We must remember, if it God who builds his church and commends those with character; he will be faithful.

Good ways of testing character include contacting referees, speaking to those who have received their ministry and listening to sermons. Asking questions about devotional life, areas of spiritual growth, and weaknesses not only reveals godliness but indicates that an employer will continue to care about character above ministry above skill.

4. Raise up leaders from within

A trend becoming increasingly more popular in churches is exclusively promoting and hiring from within. This is no new idea, and secular organisations, even sports teams have done it for years. Strengths of hiring from within include creating a culture of raising leaders, employing those who are already committed to the vision, people and context.

Most importantly, home-grown leaders have been tested over the long-term. The leadership team knows how they’ll respond if asked to put out the bins or wash the dishes, whether they are able to equip others, weaknesses, and their love of the gospel.

5. Do not rush, nor delay

Two cultural attitudes of our times are highly unhelpful when hiring: impatience and decision anxiety.

Pastors are always looking for shortcuts; eager for a quick fix and instant success. When employing, those not wanting to “miss out” can fall into the trap of employing too hastily. Likewise, pastors who have unrealistic high standards and are worried about choosing the wrong person may delay unnecessarily to appoint or not be able to at all.

Both have in common the underlying sin of distrusting God. Each find their antidote in the gospel and their value and worth not being in the ministry they build. Pastors should be driven to prayer as they rely on God to guide their motivations and decisions.

6. Keep your word

You might assume pastors would naturally be disposed to communicate clearly. Yet all too often I have been disappointed by the discrepancy between what is said and then what is done. On the minor end of the scale is taking a week longer than promised. More seriously is offering jobs and then withdrawing them.

If we represent a promise keeping God, we must be diligent in keeping our word. In the small details pastors should work hard so that they are beyond reproach. Often this simply means being organised and communicating clearly. There is nothing wrong with letting an applicant know more time is needed, but this can be communicated in a timely way so there are not anxious waits.

In the tragic situation a job offered must be cut due to financial miscalculation or a change in circumstance, four responses are fitting. First, a written apology outlining in detail the situation and reason. Second, ensure a significant effort is  made by the pastor to aid this person to find a different job. Third, evaluate  HR systems, budget and circumstances so the instance is not repeated. Fourth, considering some form of compensation if the candidate is financially disadvantaged due to the decision.

Although this is going beyond what it necessary, it shows clearly the seriousness of the error and the eagerness to make it right. As recipients of divine grace, where possible we should seek to be dispensers of undeserved charity.

7. Give feedback to unsuccessful candidates

I imagine it’s a difficult and awkward experience having to let an applicant know they have been unsuccessful. Often it’s a decision between a number of really good godly people who are committed to ministry and you want to see each and every one of them serving somewhere. But remember, it’s always going to be more difficult and awkward for the unsuccessful recipient, so take care.

Pastors often think the best and least painful approach is to be quick and unspecific. “We thought you were not experienced enough for the role” or “we needed someone who could hit the ground running.” Brief comments like these might be true but often leaves the applicant wondering, “why am I unexperienced?” And, “what can I work on for the future?”

If seasoned with humility, giving thoughtful feedback can be very edifying. It can point out areas of strength and things to improve, but also show that the pastor genuinely cares about their future ministry, whether it is with them or not.

 

HR- Part 1

I have found applying for jobs a lot like dating: initially making contact to express interest, the weeks (sometimes months) of courting to figure out the likelihood of a longer term relationship, inviting him or her home to meet the family, and the “we need to talk” moment where it all comes to a head, and sometimes in my case, being proverbially rejected; lead on; broken-hearted, and hearing the dreaded, “It’s not you its me.”

During the past twelve months I have applied for twenty-four positions, had eighteen interviews, been offered six jobs, and of those, four were cut and two I was not able to accept. In the midst of this I have observed, pondered, resolved, cried, lamented and prayed (definitely not enough!) through a whirlwind process.

In the next four posts I will reflect on my experiences of human resource management (HR), and hopefully to glean insights into how churches can manage their people and appointments with dignity and care.

PART 1: HR Theory

A simple definition of human resource management is: the management of an organisation’s workforce, or human resources. Straight off the bat, a Christian ought to be at least slightly concerned with this terminology. In the first place, referring to persons as a “resource” is highly dehumanising. As men and women created in the image of God, we are not view ourselves or others as stock to be traded and sold, or used and disposed. Regardless of skills, productivity, efficiency or character, every worker ought to be treated with dignity.

Another issue of HR policy and practice it is ultimately geared towards economic growth. Although the Human Resource Movement did seek to promote the rights of the individual and endorse the value of social aspects, it was to the ends of greater profits and efficiency. The scriptures do describe church leaders and employees as “workers,” however churches do not exist primarily for economic goals and profits. Profoundly, our economy is people; winning and growing them in Christ. If we treat our staff or potential employees as means to an end, at the very least it’s ironic, but we probably haven’t completely grasped the heart of the gospel or the mission of Christ.

It might seem like I am against HR, but if seen in the right light, it is crucial for managing a church. HR is responsible for the attraction, selection, training, assessment, and rewarding of employees, while also overseeing organisational leadership and culture, and ensuring compliance with employment and labor laws. What I have observed in churches is their HR principles and due diligence to employment laws are the bare minimum. Job descriptions are thrown together without care, interview processes can be idiosyncratic, and (what I find hardest) unnecessarily long waits with little to no communication.

Many pastors would probably agree they are inadequately equipped for HR, and would be right to say they were not taught this at college or seminary. However, reasons which excuse the importance of managing people like, “our first  priority should be to gospel preaching” or “discipleship and prayer is far more important,” do not suffice. For starters, the Human Resource Movement started in the 1930s. We can hardly say we didn’t see this coming or blame our training when every single organisation has significant HR departments, and research which screams the way we manage people is crucial.

Yet most importantly, If we say we love people and represent a God who is for humanity, the church ought to be leading the way in HR standards and going beyond the letter of the law in their service. Peter in his first letter exhorts his brother’s and sister’s in Christ to“live such good lives among the pagans that, though they accuse you of doing wrong, they may see your good deeds and glorify God on the day he visits us.” 

We must take great care we don’t spoil our message by our methods. I exhort pastors and church leaders entrusted with HR to three challenges: 1) To put great time and effort into being informed and up-to-date with HR. 2) When it comes to appointing staff, go beyond what is necessary to care for those who for a time are submitting themselves to your systems and decisions. 3) Pray that God may be glorified as He sovereignly guides the process.

The Underemployed Pastor

This was never a blog I intended to write. In the first place, who wants the name of their blog to be “The Unemployed {anything}?!” All the trending blogs have Indy titles like I woke up this morning with a Frappachino in my hand, quote German philosophers, and include a committed twitter following. I have none of these, and my blog title is not self inspired (see below).

Like many newly unemployed people I told myself this was only temporary and there was no point in dedicating time to a blog which would soon be redundant… Five months later, humbly, I have logged back into my Word Press account. I still do not know how temporary this season will be, but I promise to no longer delay and embrace my unemployment publicly on social media.

But why haven’t I chosen to be the unemployed pastor? This is something I only came to understand today. Over lunch I shared with a friend, named Peter, my intention to blog. I told him about my catchy title “the unemployed pastor” and  mentioned some post ideas. However, wisely, he rightly pointed out that I wasn’t unemployed, rather underemployed. What is the difference, you ask? Underemployed is just  semantics or some kind of positive psychology, right? No, unemployment suggests idleness with nothing to do. Underemployment is not doing work that makes full use of ones skills and abilities. Although according to Centrelink I am “unemployed,” in the economy of God I have a pastoral employer right now, and even if I am under utilised, I have much work to do and no reason to be idle. Oh, and now a working blog title!

This blog doesn’t intend to brush over the fact that I do not have a pastoral position. In  future posts, I hope to write honestly about my experiences and feelings which I have had and, are still trying to figure out. Yet, as a pastor, I want to continue to be committed to gospel ministry and the building up of Christ’s church especially in my unique situation. It is my prayer that God might bless these themes (if only for myself) in order that he may be glorified in my underemployment.