Development of human resources for gospel organizations
採訪╱多加、吳信惠
Compiled / Added by Dorcas
Exclusive Interview with Pastor Wilfred Su
Church vs. Para-church Organization
What is a gospel organization?
The church is the most fundamental unit in the Kingdom of God, and gospel organizations have arisen in response to the needs of local churches. A gospel organization is not a church, nor should it replace the essential functions of the church, such as Sunday worship, sacraments, or the board of elders and deacons. Rather, it should be regarded as part of the universal Church, a complementary partner in the gospel, working together to fulfill God's Great Commission. The leaders of gospel organizations are often seen as administrative managers, but in reality, they are not only administrators—they are also the spiritual leaders of the entire organization.
There are many types of gospel organizations. For example: – The International Fellowship of Christian Missions focuses on cross-cultural missions, – The International Full Blessing Marriage and Family Association centers on marriage and family, – Ambassadors for Christ emphasizes student ministry, – Kingdom Resources for Christ focuses on kingdom culture ministry and publishing, – Herald Crusade centers on service-oriented outreach, – Logos Evangelical Seminary focuses on theological education, – Stream of Praise and Clay Music are centered on sacred music, – Good TV specializes in media outreach, and so on. Some of these organizations have a single focus, while others are more comprehensive in scope. The relationship between churches and gospel organizations is closely intertwined.
Personnel Office vs. Human Resources Department
The unit that used to be called the Personnel Department is now renamed the Human Resources Department. In the past, personnel were seen as a burden; now, human resources are viewed as assets or human capital. Since they are assets, they must be valued; since they are capital, they must be developed to fully utilize the workforce.
Based on my past experience in pastoral ministry and as a supervisor in gospel organizations, I will discuss the development of human resources from the following aspects.
1. Are the paid staff in gospel organizations considered employees or coworkers?
1. Common mistaken expectations of regular employees
The general impression of working in a gospel organization is that employees are loving and patient Christians who are tolerant of one another and harmonious as a group, with not overly strict demands on staff. However, after working there for a while, people realize it is different from their expectations. A gospel organization is also a small society with interpersonal conflicts and management shortcomings. These initial mistaken expectations of the organization lead to disappointment, which can cause work negligence and gradually result in a loss of passion and motivation.
2. Incorrect perceptions held by supervisors
Some Christians who have been successful in the workplace respond to God’s calling by choosing to work at gospel organizations with a pay cut, but they continue to treat their subordinates in the same commanding and overbearing way as in the secular workplace. The employees cannot tolerate this, and the supervisors themselves feel out of place, eventually leaving reluctantly.
3. The correct perspective
Rev. Timothy Keller, in his book Every Good Endeavor: Connecting Your Work to God’s Work, reminds readers how to connect their own work with God’s work. God created us and established a relationship with us, and work allows us to experience God’s sustaining process. Work is an opportunity to preach the gospel, bear witness, and glorify God; it is also a way to live out our faith. When facing setbacks, interpersonal conflicts, or unfair treatment at work, our attitude should reflect the incarnational faith of “the Word made flesh.” Paid staff in gospel organizations are both employees and coworkers; their work is not merely a task, but their spiritual lives should also be nurtured and grown, enabling them to view their work through a spiritual perspective.
2. What should be paid attention to when serving in gospel organizations?
1. Basic attitudes
In Matthew 25, Jesus speaks of the parable of the talents: the master gives five thousand, two thousand, and one thousand silver coins to his servants according to their abilities. The first two servants went and traded with the money; the one who received five thousand earned another five thousand, and the one who received two thousand also earned another two thousand. However, the servant who received one thousand buried the money in the ground. The master praised the first two servants and rebuked the third as wicked and lazy.
From this, we can see that whether in gospel organizations or the workplace, God has given each person different resources, and how we use them is our choice. When we recognize that ownership belongs to God, we are entrusted stewards who naturally should manage according to the master’s will, because ultimately we must give an account to God. Therefore, the basic work attitude should be faithful and good, while also carrying the fragrant aroma of Christ.
C.S. Lewis once said, “There are no ordinary people. You have never talked to a mere mortal.” In other words, every interaction between people carries eternal significance. Every day, especially within gospel organizations, we have the opportunity to silently bear witness for the Lord through a loyal and gentle life, or to offer encouraging words to weary hearts, bringing change to their lives. We must never underestimate the impact that living a Christlike life can have on others. Therefore, wherever we work, we should maintain a faithful and good attitude, filled with the fragrant aroma of Christ. Nowadays, many people enjoy volunteering at gospel organizations after retirement. Although unpaid, their work should be carried out seriously and responsibly, just like formal employees.
2. Basic requirements for recruitment
When recruiting talent, in addition to various professional requirements, it is recommended to consider the following qualities:
a. Character — integrity, willingness to change, inclination toward goodness, and humility in working with others.
b. Intelligence — unrelated to educational background; possessing professional skills and a strong desire to learn, enabling innovation and progress.
c. Maturity — unrelated to age; able to withstand pressure and setbacks, and to complete tasks happily and humbly.
3. The ideal subordinate in the eyes of a supervisor
If you find the right people, retention rates can reach over 80%; if you choose the wrong people, regardless of recruitment ads, personnel expenses, training time, or opportunity costs, it will be laborious, time-consuming, and costly. The greatest characteristic of a good subordinate is a high level of enthusiasm for their work—this attitude can positively influence the surrounding environment and motivate others.
There are three types of interviews when recruiting talent:
Behavioral interview: Ask the applicant to describe past work experiences and their approach to handling problems. Situational experience: Present hypothetical scenarios and ask the applicant how they would respond, to assess their reaction, logic, and creativity—skills that are highly valued today. Non-verbal observation: For example, invite the applicant for a meal and observe how they order and how they treat the service staff, gaining insight into their character through informal interaction.
By combining the above three types of interviews, one can generally determine whether the candidate is suitable to work in the organization and collaborate with others. Many churches and gospel organizations, when seeking pastors or coworkers, consider one of the key qualifications to be whether the applicant can work well with the team.
3. Is a supervisor a boss or a spiritual leader?
1. Why a spiritual leader?
A gospel organization is not only a nonprofit entity but also a part of the universal Church. Therefore, its leaders should see themselves as spiritual leaders. They do not lead by exercising authority to control others, but by having long-term vision and being willing to pay a greater cost to lead their followers. The goal is not merely to get the job done, but to empower those they lead, helping them realize their potential and move forward together toward a shared goal. The essence of life, the attitude of service, and the overall direction and purpose of the organization are all aimed at glorifying God.
2. View employees as BEST
The recently popular “Blessing Group” (幸福小組) ministry concept views the invited gospel targets as BEST—the very best—and the attitude in receiving them must also be the best, in order to bring them the best gospel message.
Supervisors also need to view employees as BEST, respecting and valuing them, not exploiting their labor. BEST can also be an acronym for the following four actions of supervisors:
Believe in them
Encourage them
Share with them
Trust them
A few days ago, while organizing old files, a small card fell out. It turned out to be from 2003 when I was the Vice President of Administration at Zhengdao Theological Seminary, written by an employee who managed the student dormitory. The content is as follows:
To Respectable Rev Su,
It has been a blessing and a wonderful experience to be your subordinate. Thanks to your trust and guidance, I have been able to give my best effort; though the work is hard, it is filled with joy. Your support and love for your subordinates serve as a model for us to learn from. For the past two years, I have served in the dormitory with a burden and a calling. May the Lord greatly bless and use you in His kingdom, so that His name may be greatly glorified.
The content of the card brings me great comfort. I am not only an administrative supervisor but also should be a spiritual leader, and the staff can sense that I see them as BEST.
3. Talent turnover vs. talent retention
I once had the opportunity to understand the reason behind the high talent turnover in a certain organization. It turned out that the supervisors believed employees should have a spirit of sacrifice and dedication, disregarding compensation. Even if the work was heavy and often required overtime, they expected employees to willingly bear the burden. Initially, the employees did join the organization with a servant’s heart, but after some time, they couldn’t endure it and left. This is what is called “talent turnover.”
To achieve “talent retention,” you must treat employees with care from their very first day at work; don’t wait until they want to resign before trying to retain them. Don’t let “talent retention” become just a slogan—it needs to be put into practice. Some gospel organizations see senior coworkers with higher salaries as burdens, but in fact, they are assets and can become the organization’s best ambassadors.
To retain talent, employees must see a better future, opportunities for growth, and greater space for development and progress; not doing the same work day after day, year after year. Retaining “talent” requires first retaining the “heart,” making employees feel that the organization is like a home with an atmosphere of mutual care and love. With this assurance, they will be willing to stay.
According to research studies, supervisors who are good at retaining talent are often experts in human resources. They treat their subordinates with empathy, understand human nature, and respond sensitively; they encourage participation in decision-making, have coordination skills, and do not abuse their authority. The better interpersonal relationships are managed, the higher the chances of retaining talent. One must do everything possible to keep employees motivated and ensure smooth personnel operations at all levels.
4. Guidelines for Helping Gospel Organizations More Effectively Develop Human Resources
1. A sound organizational structure and system
The organizational structures and systems of gospel organizations vary, but the more complete the system, the greater the sense of security among employees. Elder Fred Lin mentioned in Issue 57 of this publication, in the article "A Brief Discussion on the Board of Directors in Nonprofit Organizations," that whether an organization is sound has a great deal to do with its board of directors; a good board can promote healthy growth of the organization.
As for theological education institutions, taking Christ Bible Seminary as an example, we have Wednesday worship services, prayer meetings, pre-class devotional gatherings, and three days of short-term mission leave annually—all counted within working hours. These are not losses to the organization. When employees’ spiritual lives are nurtured and they can pray for one another, improving their relationships with God and people, it greatly benefits the organization. From another perspective, these also count as employee benefits. The organization does not merely use employees but cultivates and builds them up.
2. Cultivate a Shepherding Mindset as Part of the Organization’s Culture
Employees should embrace the concept of “everyone is a priest,” meaning that it is not only supervisors or pastors who carry out God’s will; all the saints should be equipped to serve God. We are a people who serve, each with different gifts of ministry.
Pastors and shepherds are different; only a few are ordained as pastors, but everyone can be a shepherd. As long as one is a mature Christian with a shepherd’s heart, they can shepherd their children and grandchildren at home, care for coworkers at their workplace, and shepherd brothers and sisters in the church.
I encourage supervisors to treat employees with a shepherding mindset. For example, at our seminary, the receptionist is the first point of contact for everyone entering or leaving, and she also answers the phone. I tell her, “Thank you; you are the face of our school.” When dealing with employees or students, it’s not just about their work or academic performance, but also caring for their personal lives, just like a shepherd would.
3. An Effective Reward and Discipline System
Do not expect employees in gospel organizations to sacrifice and dedicate themselves completely without providing appropriate rewards.
Rewards and discipline include at least four elements: (Reference: Li Xuemian, "Leadership from the Perspective of Rewards and Discipline," Love and Conflict Newsletter)
a. Salary and bonuses, such as the annual performance evaluation.
b. Recognition: Everyone hopes to be acknowledged and praised.
c. Appreciation: Some supervisors express thanks to employees during meetings or in emails, which inspires their abilities. I write thank-you cards and place them in employees’ mailboxes, or walk over to their desks to express gratitude verbally—this is called Management by Walking Around (MBWA).
d. Correction: For example, if an employee is frequently late, have a private conversation to understand the reasons, offer positive encouragement, and invest care and hope. Avoid giving advice in anger or resorting to personal attacks.
CONCLUSION
A parachurch organization refers to an entity alongside the church; it is not a church itself but engages in specialized, outreach-oriented, and broad ministries related to the church. The church and parachurch organizations are like two wings of the Great Commission—complementing each other and working together to fulfill God’s mission.
Finally, with a short poem, I invite everyone to reflect together.
Work or Ministry? (By Lois J. Lehman)
A job is at your choice;
A ministry is at Christ’s call.
In a job you expect to receive;
In a ministry you expect to give.
In a job you give something to get something;
In a ministry you return something that has already been given to you.
A job depends on your abilities;
A ministry depends on your availability to God.
A job done well brings you praise;
A ministry done well brings honor to Christ.
Further Reading：
•《Shepherding Heart and Leadership, Wilfred Su, 2011, Christian Herald Association, Pennsylvania, USA.
•Christian Organization Administration, Li Jinhan, 1979, Tian Dao, Hong Kong.
•Every Good Endeavor: Connecting Your Work to God’s Plan, Timothy Keller, 2015, Hope Voice, Taiwan.
•The One-Life Solution: Reclaim Your Personal Life While Achieving Greater Professional Success, Dr. Henry Cloud, 2018, Campus, Taiwan.
• A Brief Discussion on Nonprofit Organization Boards, Fred Lin, KRC Magazine, Issue 57.
•〈Leadership Seen Through Rewards and Punishments〉, Li Xuemian, "Leadership Seen Through Rewards and Punishments," Love and Conflict Newsletter, Issue 11.
Interviewee
Pastor Wilfred Su, holds a Master’s degree in Education from California State University, a Master’s in Mission Studies and a Doctorate in Pastoral Ministry from Fuller Theological Seminary. He has served as senior pastor at San Gabriel Valley Christian Church and Hope Platform Christian Church, as president of Global Abundance Theological Seminary, and is currently Honorary Professor at Reformed Evangelical Seminary in the United States.