Staffing Essentials for Lay-Led Congregations

photo_Kathy McGowan

Our values come clearly into focus when hiring, supervising, and engaging with our staff. How we treat staff is an excellent way to show how, as Unitarian Universalists, we live our values of equity and compassion. Because we are a covenantal people, we hold relationships at the center of our faith. How we are together is more important than the things we produce. Assessing how a congregation interacts with staff is one way we can look at how we are doing in our relationships.

Taking our staffing seriously means that we must make it clear where accountability lies. We must also maintain healthy relationships through thoughtful processes and structured conversations. While the board is ultimately accountable for the organization, we delegate tasks and responsibilities to others in order to have meaningful, one-with-one conversations in order to give and receive feedback. We set goals that are personal to the staff member and in alignment with the goals of the larger institution.

Each group — board, personnel committee, ministry teams, supervisors, and staff — has a part to play in creating the harmony of the whole.

Kathy McGowan
Southern Region of the UUA

Essentials for Congregations as Employers

In congregations with ministers, the minister is often the supervisor of staff. In lay-led congregations, the board needs to ensure that good staffing and supervision practices are in place. At the same time, how you treat your staff is a way to manifest UU values.

Because of the complexity of this topic, we are providing links to articles with more detail so you can dig deeper as needed.

Develop Intentional Hiring Practices

  • Take care when hiring members: Becoming staff often results in “losing one’s congregation”
  • Have clear job descriptions
  • Use processes that encourage a diverse pool of candidates and discourage bias

Keep Up to Date on Salary and Benefits

Provide Clear Expectations and Supportive Guidance

  • Have a comprehensive personnel manual and ask staff to read it and sign a document that they have read it and have been given a copy.
  • Appoint a consistent supervisor who meets regularly with the staff
  • Create a culture where all feedback to staff goes through the supervisor

Ensure that Personnel Files are Maintained and Kept Confidential and Secure

  • Make sure the supervisor provides regular (at least annually) performance evaluations based on job descriptions and goals

Featured Resource

From Starting to Parting: Supporting Religious Education and Music Staff in UU Congregations

This comprehensive booklet was written for congregations with religious educators and/or music directors, but the basic practices and tips apply to all staff. This resource is divided into 4 sections: Search, Starting Well, Supporting Staff, and Departures.​​​​​​​

Download From Starting to Parting (pdf)