Most small churches hire their first staff member too late, for the wrong position, or without a clear plan for what that person will do. The result is a hire that does not solve the problem it was meant to solve, a staff member who is frustrated and underutilized, and a church that has added a significant financial commitment without a clear return.
This guide helps you avoid those mistakes. It covers when to hire, what position to hire first, how to structure compensation, and how to onboard a first staff member well.
When to Hire Your First Staff Member
The right time to hire is when the pastor’s time is consistently being consumed by tasks that someone else could do, and when that consumption is preventing the pastor from doing the things only the pastor can do. This is a more useful test than attendance thresholds or budget percentages.
Ask these questions:
- Is the pastor spending significant time on administrative tasks that a part-time administrator could handle?
- Is the pastor unable to give adequate attention to pastoral care, preaching preparation, or leadership because of administrative load?
- Is there a specific ministry area (children, youth, worship) that is not being served well because the pastor cannot give it adequate attention?
- Does the church have the financial capacity to sustain a hire without creating financial stress?
If the answers to the first three questions are yes and the answer to the fourth is also yes, it is time to hire.
What Position to Hire First
The most common first hire for a small church is one of three positions: part-time administrator, part-time children’s ministry director, or part-time worship leader. The right choice depends on where the pastor’s time is being most consumed and where the church’s ministry is most underserved.
Part-time administrator (most common first hire)
If the pastor is spending 10 or more hours per week on administrative tasks — scheduling, communications, financial record-keeping, facility management — a part-time administrator is almost always the right first hire. This frees the pastor for the work only the pastor can do and is typically the highest-return hire a small church can make.
Part-time children’s ministry director
If the church has a significant number of families with young children and the children’s ministry is being led by volunteers without adequate support, a part-time children’s ministry director may be the right first hire. Children’s ministry quality is one of the primary factors in whether families with young children stay at a church.
Part-time worship leader
If the pastor is leading worship in addition to preaching and the quality of worship is suffering, or if the church has a clear vision for worship that requires more musical leadership than volunteers can provide, a part-time worship leader may be the right first hire.
How to Structure Compensation
Most first hires at small churches are part-time positions. A few principles for structuring compensation:
- Pay fairly for the hours worked. Research the market rate for the position in your area. Paying below market rate produces high turnover and communicates that the church does not value the work.
- Be clear about hours and expectations in writing. A written job description and a clear statement of expected hours prevents the most common source of conflict in small church staff relationships.
- Build in a review process. Commit to a formal review at 90 days and annually thereafter. This gives the staff member feedback and gives the church an opportunity to adjust compensation as the role grows.
- Consider benefits carefully. Part-time positions typically do not include benefits, but if the position is significant enough to be worth hiring for, it may be worth considering a contribution toward health insurance or retirement.
How to Onboard a First Staff Member Well
The most common mistake small churches make with their first hire is assuming the person will figure out what to do. They will not. A first staff member needs clear expectations, regular check-ins, and genuine support from the pastor and board.
- Write a clear job description before you hire. Not after. The job description should specify what the person will do, how many hours per week, who they report to, and how their performance will be evaluated.
- Meet weekly for the first 90 days. A weekly check-in between the pastor and the new staff member during the first 90 days catches problems early and builds the relationship that makes the hire successful.
- Introduce them to the congregation formally. A formal introduction from the pulpit communicates that this person has the pastor’s support and the church’s trust.
- Give them the tools they need. Access to the church’s systems, a clear workspace, and the resources they need to do their job. Do not make them ask for basic tools.
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Frequently Asked Questions
How many people should a church have before hiring staff?
Attendance thresholds are less useful than the question of whether the pastor’s time is being consumed by tasks someone else could do. Many churches hire their first staff member between 75 and 150 in attendance, but the right time depends on the specific situation, not a number.
Should a small church hire full-time or part-time first?
Part-time first, almost always. A part-time hire allows the church to test the position, build the relationship, and assess the financial impact before committing to a full-time salary and benefits. Most small churches’ first hires are 10 to 20 hours per week.
What is the most common mistake small churches make when hiring?
Hiring without a written job description. A hire without a clear, written description of what the person will do, how many hours they will work, and how their performance will be evaluated almost always produces conflict and disappointment. Write the job description before you post the position.
How do I know if a hire is working?
At 90 days, ask three questions: Is the pastor’s time being freed for the work only the pastor can do? Is the staff member clear about their role and performing it well? Is the congregation responding positively to the new staff member’s work? If the answers are yes, the hire is working. If not, address the specific issues directly rather than waiting for the annual review.