5 Things to Do Before You Hire and 5 Before You Fire
Let's be honest, most hiring and firing in churches is handled poorly. We hire too fast because we're desperate to "get someone in the seat." We fire too slow because we hate conflict or hurting people's feelings. And in both cases, the fallout can set your ministry back years.
I'm Matt Steen, Co-Founder of Chemistry Staffing. I've been working with placement of pastors for nearly a decade and I've seen too many churches pay for these mistakes, sometimes in staff meltdowns, sometimes in spiritual and emotional damage that lingers for decades, but always in lost momentum in the church. The cost isn't just financial. The real damage is relational, spiritual, and often generational. When you get personnel decisions wrong, you're potentially shaping how your congregation views leadership, trust, and the church's mission for years to come.
If you want to avoid being that church, here are ten non-negotiables to help prevent wrecking your church when hiring and firing.
5 Things to Do Before Hiring Someone
1. Get Crystal-Clear on the Role
If your job description is vague or you're relying on "we'll figure it out once they get here," you're already on the path to a bad hire. Clarity is your first line of defense.
Here's what crystal clear looks like: You can articulate exactly what success looks like in this role six months and two years from now. You know whether this person will be launching new initiatives or maintaining existing programs. You understand the difference between "must-haves" and "nice-to-haves" in both skills and experience.
I've seen churches hire a "youth pastor" when what they really needed was a "middle school specialist and parent communicator." The difference matters because it changes everything from the candidate pool you're drawing from to the metrics you'll use to evaluate success. Take the time to get specific about expectations, reporting structure, and decision-making authority. If your current staff can't clearly explain what the new hire will be doing, you're not ready to hire.
2. Tell the Truth About Your Culture
Every church has quirks. If your staff team runs on last-minute decisions and gut instinct, don't hire a meticulous planner who needs six weeks' lead time. You're not "stretching" them, you're setting them up to fail.
Cultural fit isn't about hiring people who think exactly like you. It's about being honest about how your church actually operates. Does your senior pastor make quick pivots based on felt needs, or do you plan ministry programming a year in advance? Do staff meetings happen over coffee and casual conversation, or are they structured with agendas and action items?
The temptation is to paint an idealized version of your culture during the interview process. Resist this urge. I've watched churches hire detail-oriented administrators into environments that thrive on spontaneity, then act surprised when the new hire struggles with the "just go with the flow" mentality. Be specific about your communication style, decision-making process, and work-life balance expectations.
3. Stop Ignoring Process
Skipping background checks, reference calls, or theological vetting is not "moving fast," it's negligence. Protect your people and your church.
Proper process isn't bureaucratic red tape. It's pastoral care for your congregation. Background checks aren't just for children's ministry workers; they're for anyone who will have access to vulnerable people in your community. Reference calls aren't just box-checking exercises; they're opportunities to understand how this person handles conflict, responds to feedback, and interacts with difficult personalities.
Your process should include multiple interview rounds with different people, opportunities for the candidate to interact with various staff members and key volunteers, and time for them to observe your church in action. Don't rush this because you're afraid of losing a candidate. The right person will appreciate your thoroughness because it shows you take the role seriously.
4. Involve People Who Will Actually Work With Them
Don't let a search be hijacked by voices who have no skin in the game. Input is valuable, but weigh it toward those who will be most impacted by the hire.
The loudest voices in your church aren't always the wisest voices for personnel decisions. The board member who has strong opinions about everything but hasn't been involved in day-to-day ministry in years shouldn't carry the same weight as the volunteer coordinator who will be working directly with your new hire every week.
Create clear roles for different stakeholders in your hiring process. Some people provide input and perspective. Others make recommendations. A smaller group makes the final decision. When everyone understands their role in the process, you avoid the confusion and hurt feelings that come from unclear expectations.
5. Hire Character First
Skills without character is a disaster waiting to happen. If you have to choose, pick the less-polished leader with humility over the superstar with ego.
Character flaws don't improve under pressure; they get magnified. The candidate who deflects responsibility during the interview process won't suddenly become accountable when they're on your team. Look for evidence of character in how candidates talk about past challenges, failed projects, and difficult relationships. Listen for ownership of mistakes, genuine learning from failures, and grace toward people who have hurt or disappointed them.
Skills can be developed. Experience can be gained. Character is much harder to change. When you hire character first, you're investing in someone who will grow into the role rather than someone who might implode under pressure.
5 Things to Do Before Firing Someone
1. Own Your Part
Sometimes the problem isn't the person, it's your leadership. Before you terminate, ask: Have we given clear expectations? Regular feedback? Real chances to improve? If not, fix that first.
Poor performance often starts with poor management. If you haven't been giving regular feedback, conducting meaningful performance reviews, or providing professional development opportunities, you may be part of the problem. Many church leaders avoid difficult conversations in the name of "being nice," but this actually sets people up for failure.
Look honestly at your leadership over the past year. Have you been clear about expectations and priorities? When you've seen concerning patterns, have you addressed them directly and promptly? Sometimes the issue isn't performance; it's fit. These situations require honest conversation about whether the role can be adjusted or whether a transition is necessary.
2. Get Your Paper Trail in Order
If your file is empty because you've been "keeping it verbal," you're setting yourself up for drama and potential legal trouble. Document everything.
Documentation isn't about building a case against someone. It's about creating clarity, accountability, and protection for everyone involved. Your documentation should include dates, witnesses present, specific behaviors or incidents discussed, goals established, and follow-up plans. Don't wait until you're considering termination to start documenting.
This paper trail helps you track patterns over time rather than making decisions based on isolated incidents. It provides evidence that you've been engaged in progressive discipline and support. Remember that documentation should be factual, not emotional. Record what was said and done, not your interpretation of motives or character.
3. Don't Go Lone Ranger
Rogue firings are bad leadership and bad governance. Get counsel from your elders, HR professionals, or denominational leaders. And follow your policies.
Terminating a staff member affects more than just you and them; it impacts the entire church community. With confidentiality and sensitivity, you may want to involve a board member, elder team, or personnel committee early in the process. They can provide an objective perspective, ask questions you might not think of, and help you ensure you're following proper procedures.
Following your established policies isn't just about legal protection; it's about integrity and fairness. This collaborative approach also helps with the practical aspects of termination and ensures the church community is cared for well throughout the transition.
4. Plan the Fallout
Terminations leave ripples. Who's covering their work? How will the congregation hear about it? How will you care for their family? If you don't plan this, you'll be putting out fires for months.
Have a detailed transition plan that addresses both immediate needs and long-term implications. Identify who will handle the departing person's responsibilities and what additional support current staff might need. Communication planning is crucial. Decide in advance who needs to know what and when.
Don't forget the human element. This person likely has relationships within your church community, and their family may be deeply connected to your congregation. Consider how to provide pastoral care and handle practical matters like health insurance transitions and final paychecks.
5. Make It Clear and Final
When it's time, don't sugarcoat, stall, or offer false hope. Rip the band-aid off with grace and truth. Anything less is unkind.
The termination conversation should be direct, compassionate, and unambiguous. Start by clearly stating that you're terminating their employment, then explain the reasons briefly and factually. Avoid the temptation to over-explain or justify your decision. Keep the focus on moving forward constructively rather than debating whether the decision is right.
Show compassion without compromising clarity. You can acknowledge that this is difficult and painful while still being firm about the decision. Remember that kindness sometimes looks like clarity, even when that clarity is painful.
Why This Matters
Healthy churches don't just happen; they get there on purpose. Hiring and firing well isn't just HR housekeeping; it's spiritual leadership. Do it poorly, and you risk your mission, your unity, and your witness. Poor hiring creates ministry bottlenecks and staff conflicts that can take years to overcome. Bad firing destroys trust and creates lasting relational damage.
Do it well, and you build a team that actually advances the Kingdom. Good hiring brings fresh vision and increased capacity for ministry impact. Wise firing, when necessary, protects your mission and creates space for healthier team dynamics.
If you ever want some advice on hiring and firing, please feel free to reach out to me or one of our team members at Chemistry Staffing. We're always happy to help churches navigate these challenging decisions.
