Prepare for Vacancies in the Ministry.
Much has been written about The Great Resignation. This is the widespread trend in business where millions of workers are leaving their jobs to seek new opportunities.
Different reasons are driving these departures. Some employees cite family demands as a cause to rethink their personal commitments. Others have moved up their retirements for a change of pace. For many, just coping with the pressures of life and the pandemic has shifted priorities.
Every organization should be aware of its pipeline of talent when it comes to succession readiness. This applies for leaders and volunteers.
The Great Resignation does not just affect employees. These changes also impact volunteers. For churches, volunteer labor is an important source of talent. The same pressures may cause volunteers to leave.
Churches should be mindful of changes in its labor pool. Being prepared and ensuring talent continuity is an important corporate governance responsibility. Here are some areas for church leaders to ponder as you assess your readiness for leadership and volunteer succession.
Have a Succession Plan. A Succession Plan helps church management keep abreast of evolving congregation demands and the ability of ministries to keep pace. The Plan should include a list of current volunteers, the skills they offer, and an estimate for how long each person may remain in their roles.
Think Ahead. Consider today if the church needed to replace volunteers in critical positions. If you imagine a person leaving a post and you have no idea who could fill the vacancy, you have a succession risk. Have all volunteers create job descriptions. This should be the starting point for recruiting when the time arrives.
Anticipate Volunteers’ Needs. Often before a volunteer leaves the job, he/she has been thinking about it long beforehand. Take time to poll volunteers about their current experiences, level of satisfaction, and frustrations. Little adjustments in processes may be necessary to help retain valuable volunteer talents.
Hire Volunteers Like Employees. Bringing a volunteer onboard can be like hiring an employee. Church management needs to interview the person to ensure all interests are mutual. The church will need to know the volunteer has the requisite experience. The volunteer may undergo initial training just as you would to bring aboard a new employee.
Be Ready to Recruit. Church leaders should keep an eye out for future volunteers. This often requires knowing the demographics of the congregation. Ask church members to provide information on their work experience, certifications, licenses, business ownerships, and hobbies. This ready roster of potential volunteers will be helpful if a sudden need arises.
Nurture Leadership. Volunteers need support as much as church employees. Church leaders should ensure volunteers have the necessary tools to be successful. This could include access to email, procedural manuals, emergency contact information, and office supplies. Just as it applies to employees, volunteers can fail for a lack of critical infrastructure.
Volunteer Rewards. Volunteers don’t receive compensation for their services. But the church can find ways to reward volunteers for their contributions. Volunteer rewards vary accordingly based on what each person values. Some may want occasional recognition. Others may appreciate a professional environment to hone their skills. Some volunteers seek to grow their skills for outside career advancements.
Volunteer succession should be a part of church management’s focus. When the inevitable turnovers occur, the church will be resilient enough to adapt.