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Recommendations for Hiring Adult Ministries Staff

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Faith formation is a life-long process in which people claim their identity as beloved children of God and their call to participate in God’s purposes for the world. This process involves information (what we know), formation (who we are and who we are becoming), and transformation (how the world is changed because of who we are and how we live). A life of faith, then, includes cognitive, emotional, and behavioral dimensions. The effectiveness of this process has an impact on how well a local church fulfills its mission “to make disciples of Jesus Christ for the transformation of the world” (¶120, The Book of Discipline of The United Methodist Church).

Download Adult Ministries Staff Person Recommendations (PDF)

Staff people for adult ministries need to develop key knowledge and skills in the following core areas:

  • Christian faith and discipleship
  • Biblical literacy and theology
  • Relationship building
  • Generational differences
  • Adult development theory
  • Communication and collaboration
  • Evaluation

Factors to be considered in employing a staff person include realistic job expectations, adequate salary and benefits, certification and continuing education, healthy staff relationships, and regular feedback.

The staff-parish relations committee will find a description of its responsibilities related to staff in¶258.2g of The Book of Discipline. These responsibilities apply to both ordained and lay employees. This document provides additional help for congregations in the process of hiring a staff person in adult ministries or in evaluating their current staff configuration.

Recommendations for Hiring Staff in Adult Ministries


Each church needs a screening process for potential staff people. This process should include a reference check, a criminal background check, a psychological assessment, and a review of the candidate’s social media.


The staff-parish relations committee should provide a written job description. The job description should be used in annual performance reviews and possibly quarterly reviews. It should also be updated whenever a person’s responsibilities are altered.


Churches should pay equitably, demonstrating the importance of adult ministries and considering the local economy and the resources of the congregation.

Additional factors to consider include:

  • Educational background

  • Previous experience

  • Full-time versus part-time
  • Scope of responsibility
  • Local cost of living

Increases in salary should be based on merit and on increases in the cost of living.

Churches can consult with annual conference boards of ordained ministry to determine current compensation ranges for adult ministry staff.


Benefits for full-time positions should include health insurance, retirement benefits, and reimbursement of work-related expenses, such as mileage.


When an ordained clergy person is chosen for an adult ministry position, the congregation needs to follow the appointment process as described in the appropriate sections of The Book of Discipline.

Supervision and Retention


The staff person in adult ministries serves as a member of a team. The person’s supervisor should be clearly identified, and the two should meet on a regular basis for prayer, planning, and collaboration about the faith formation ministry. Supervisors should be trustworthy, respectful, and collegial.

At a minimum, the staff-parish relations committee should oversee an annual evaluation. The evaluation should be based on the staff person’s written job description and include documentation of effectiveness and any need for improvement. It can be helpful to schedule quarterly or midyear evaluations, especially for new staff.


Consistent communication between the adult ministries staff person and supervisor should be the norm. In addition, the staff person will need to communicate regularly with members of the faith formation ministry team, other staff, and members of the congregation.

Eric Law has developed a set of “Respectful Communications Guidelines” that can provide a helpful framework for communication.

Another resource from the Alban Institute at Duke Divinity School regarding planning and performance evaluation is “The Performance Planning Meeting: Putting Our People Where Our Mission Is.

Additionally, leaders of adult ministries should be added to mailing lists for district and conference news (print and electronic). They should be encouraged to join professional associations and networks geared for growth and mutual support among leaders also engaged in these types of ministries.


Part of supervision is working to ensure that staff take care of their spiritual, physical, and emotional well-being. Effective staff nurture their relationship with God. They schedule days off, vacation, and time with friends and family. When special events
(e.g., retreats, professional development opportunities, or Holy Week services) require additional work time significantly beyond the staff person’s prescribed hours of work per week, the staff person should take additional time off.

If the need arises, leaders should have access to counseling services and/or professional coaching.


Adult ministry staff should continue to build their knowledge and skills for ministry. Participation in certification courses, workshops, conferences, online learning, and professional networks are a part of staff work. Congregations should provide time and financial assistance for staff participation in ongoing development.

Churches can check with their district or annual conference offices to receive information about district- or conference-sponsored learning opportunities. Other professional development organizations that relate to staff in adult ministry include:


Termination of employment should occur only after adequate measures have been taken to improve performance, resolve conflict, or address other issues. When termination becomes necessary, all people involved should demonstrate grace in the process.