10 Essentials for Managing Congregational Human Resources
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The UUA's Director of Human Resources, Rob Molla, presents on the key elements for supporting employees and keeping your congregation out of trouble. Learn from the expert how to manage your HR responsibilities.
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10 Essentials for Managing Congregational Human Resources
- 1. 10 Essentials for Managing Congregational Human Resources Rob Molla Director of Human Resources, UUA
Editor's Notes
- Application: G. Neil Hire letter: Welcome; title; reports to; pay; start-by date; benies; “at will” statement, show up to see whom/time?, orientation, bring withs for I-9.
- Passport; SS card and driver’s license. Photocopy IDs for UUA benefits eligibility proof.
- Can you require the employee to be a UU? Re: disabilities: “Applicants with disabilities should let us know if you’d need a reasonable accommodation to perform the essential functions of this job.”
- Policy shouldn’t be written to govern every human behavior! Introduction to the organization/congregation: history; structure; etc. Employment policies and practices: harassment; code of ethics; conflict of interest; Internet/e-mail; employment of relatives; performance evaluations; safety/reporting of accidents; safe congregations/background checks; professional behavior; etc. Wage and hour administration: hours of work; breaks; timekeeping; overtime; pay schedule; etc. Benefits: eligibility (!); insurances; retirement; PTO (vacation, sick, personal); holidays; sabbatical; leaves of absense; vehicle usage/reimbursement; etc.
- UUA’s OCSF comp survey Set ranges based on title, grade, location What are raises based on? Cannot be arbitrary. Goals? Tenure? COLA?
- Versus “Total Cost of Ministry” model.
- California: One and one-half times the employee's regular rate of pay for all hours worked in excess of eight hours up to and including 12 hours in any workday, and for the first eight hours worked on the seventh consecutive day of work in a workweek; and Double the employee's regular rate of pay for all hours worked in excess of 12 hours in any workday and for all hours worked in excess of eight on the seventh consecutive day of work in a workweek.
- Executive: Administrative: Professional: Outside Sales: Computer Professionals: To qualify for the computer employee exemption, the following tests must be met: The employee must be compensated either on a salary or fee basis at a rate not less than $455 per week or, if compensated on an hourly basis, at a rate not less than $27.63 an hour; The employee must be employed as a computer systems analyst, computer programmer, software engineer or other similarly skilled worker in the computer field performing the duties described below; The employee’s primary duty must consist of: The application of systems analysis techniques and procedures, including consulting with users, to determine hardware, software or system functional specifications; The design, development, documentation, analysis, creation, testing or modification of computer systems or programs, including prototypes, based on and related to user or system design specifications; The design, documentation, testing, creation or modification of computer programs related to machine operating systems; or A combination of the aforementioned duties, the performance of which requires the same level of skills. The computer employee exemption does not include employees engaged in the manufacture or repair of computer hardware and related equipment. Employees whose work is highly dependent upon, or facilitated by, the use of computers and computer software programs (e.g., engineers, drafters and others skilled in computer-aided design software), but who are not primarily engaged in computer systems analysis and programming or other similarly skilled computer-related occupations identified in the primary duties test described above, are also not exempt under the computer employee exemption.
- It’s particularly problematic, especially if you one cohort who supports the terminated employee within the congregation. Members of the congregation need to learn to trust in their elected congregational leaders—that’s the important part of the democratic process—to make the right decisions and to protect the interests of the congregation by not opening up the congregation to lawsuits and financial losses through defamation lawsuits.