Divisional Lesson: Human Resources 2
HR Module 2: Start and Rhythms of a Young Life Staff Person
Audience: i100 Divisional Groups
Duration: 60–75 minutes
Format: Self-Paced Online
Introduction:
Once a staff person has been selected and hired, the real work of helping them to thrive begins. Healthy HR rhythms ensure that people are cared for, equipped, and supported throughout their time in ministry.
In this module, you’ll walk through the key parts of a Young Life staff person’s journey—starting from signing a contract to setting goals and ongoing coaching. As you go, take time to evaluate where you are strong and where you might want to grow.
You’ll also see links back to other resources, such as the Hiring Checklist presented by PJ in Hong Kong and a reminder of Year 2 Leadership Development materials for deeper learning and review.
Lesson Objectives
By the end of this module, you will be able to:
- Understand the key HR rhythms that guide a Young Life staff person’s experience after hiring.
- Identify how each rhythm supports a healthy and sustainable ministry culture.
- Reflect on your own practices and find ways to strengthen your HR rhythms in your area or team.
- Use Young Life tools and resources to create a plan for continued staff development.
Lesson Outline
1.) EMployment Contracts
The employment contract is the foundation of a clear working relationship. It sets expectations, defines responsibilities, outlines compensation and benefits, and establishes accountability. It’s more than a legal document—it’s a mutual agreement of trust and shared purpose.
Let’s look at two examples of employment contracts:
Case Study: Employment and Contracting/Consulting Contracts:
When Young Life decides to place personnel in a country, one of the first questions we must ask is: What kind of relationship should exist between Young Life and the individual?
This decision shapes how we legally and safely carry out ministry work in different global contexts. We’ll look at two common staffing models:
- Model A: Contractor/Consultant Contract (used in countries where formal employment isn’t possible)
- Model B: Employment Contract (used where Young Life has a legal entity established) and the country requires it
Model A
Context: Young Life is entering a creative access country in the Levant, where formal Gospel work may be restricted or dangerous. Because it is not safe or possible to establish a legal Young Life entity, we must find another way to support ministry.
Staffing Model
- Young Life cannot directly employ staff in this country.
- We may partner with another local organization or create a contractor/consulting agreement with an individual.
- The individual would not be a Young Life employee but would carry out ministry-related work under a contractual relationship and be paid a stipend country.
When to Use
- Short-term or project-based ministry work
- Specialized services (translation, training, evaluation)
- Local partnerships or ministry support roles
Key Clauses to Include
- Scope of Work: Defines what work will be done.
- Payment Terms: Describes the payment amount, schedule, and currency.
- Confidentiality: Protects sensitive information.
- Intellectual Property: Clarifies ownership of materials created.
- Termination & Dispute Resolution: Defines how the contract can end and how issues are resolved.
- Faith Compatibility (if relevant): Describes expectations for alignment with Young Life’s mission.
Legal Distinctions
- Must clearly show that the contractor is independent, not an employee.
- The organization defines what work must be done, but the contractor controls how it is done.
Where to Go for Help
Consult with:
- International HR for guidance on contract structure
- Legal team for review of agreements and compliance
Model B
Context: Young Life has an established legal entity in France. This allows leaders to enter into formal employment relationships with staff members.
Staffing Model
- The staff person becomes an employee of Young Life France.
- Their responsibilities are defined and supervised by Young Life.
- They operate under local employment law and HR oversight.
Key Elements to Include
- Job Description & Duties
- Compensation & Benefits
- Work Hours & Leave Policies
- Termination Clauses
- Dispute Resolution Mechanisms
- Faith Alignment Clause (e.g., Statement of Faith and lifestyle expectations)
Legal Considerations
- Local Labor Laws: Must comply with host country’s employment regulations
- U.S. Compliance: Ensure alignment with IRS rules, FCPA, and FBAR reporting.
- Permanent Establishment Risk: Hiring local staff may trigger local tax or registration obligations.
- Best Practices
- Use localized contracts that fit each country’s legal framework.
- Include faith-based language thoughtfully to respect local anti-discrimination laws.
- Review contracts annually to ensure compliance with changing laws.
Where to Go for Help
Consult with:
- International HR and local operations personnel for employment contract creation and review.
Risk & Compliance Strategies
Regardless of which model you use, risk management and compliance are essential.
Best Practices:
- Due Diligence: Vet all staff and contractors/consultants for mission alignment and legal eligibility.
- Sanctions & Export Controls: Check for restrictions when working with individuals or organizations in sensitive countries.
- Cultural Sensitivity: Adapt contracts to local customs while maintaining Young Life’s values.
- Faith-Based Integrity: Always follow Young Life’s mission and principles in contract and employment decisions.
Sample Documents & Resources
REFLECT
- How well do you understand what your own contract says about your role, expectations, and accountability?
- If you lead others, how do you help them understand what their contract means?
- What local laws or cultural factors might affect how contracts work in your country?
- How can you work with HR or operations to follow local laws while staying true to Young Life’s mission?
- How can the hiring or contracting process build trust with people, not just manage risk?
- In sensitive or creative access areas, what values should guide you when forming partnerships or agreements?
- What is one step you could take this year to bring more clarity or alignment to your contract practices?
2.) Onboarding
Onboarding helps a new staff person move from “hired” to “thriving.” It’s the intentional process of helping someone understand the culture, tools, and rhythms of Young Life. Strong onboarding connects people to both the mission and the community.
Case Study
Let’s look at a case study to help us understand the value of strong onboarding:
HR Case Study: Onboarding a New Senior Area Director in Switzerland
Background
In mid-2025, Young Life Switzerland welcomed a new Senior Area Director to provide leadership and oversight for local youth outreach and discipleship efforts. As a Swiss national with prior ministry and leadership experience, this individual already understood the local culture and church landscape but was new to Young Life. The onboarding process aimed to both honor that experience and provide the necessary orientation to Young Life’s unique mission, culture, and systems.
Objective
To design an onboarding experience that equips the new Senior Area Director for success in their role, integrates them into Young Life’s global and local culture, and ensures compliance with Swiss employment laws—all while embodying the values of our Christian mission.
Approach
Preparation by YL Switzerland before the start date
- Local ministry leaders collaborated with the HR and legal teams to ensure the employment contract aligned with Swiss labor laws and ministry policies.
- An electronic welcome packet was sent, including resources on Young Life’s mission, vision, and values, ministry model, and a local, regional, and divisional organizational structure.
A prayer team was invited to intentionally support the transition period.
First Week Orientation
The new Senior Area Director was welcomed with prayer and a blessing during a team gathering.
Orientation included:
- Young Life’s history, theology, and approach to relational ministry.
- Overview of organizational structure and strategic goals within the Europe Division, the region, and the Swiss context.
- HR policies, benefits, and compliance training.
- Expectations for leadership, communication, and collaboration across local and regional teams.
- Tools and resources necessary to make them successful
A mentor was assigned to provide spiritual and professional support during the transition.
First 90 Days
- Weekly check-ins with the supervisor focused on role clarity, priorities, and cultural integration into the organization.
- Participation in regional ministry gatherings, devotionals, and leadership meetings.
- Ongoing training in safeguarding, youth engagement, and contextual ministry practices.
- A feedback loop was created to refine onboarding materials based on the new director’s experience.
- The employee and supervisor agreed on clear goals and success measures for the first quarter.
- Ongoing coaching, mentoring, and listening sessions between the employee and supervisor supported adjustment and development.
First 12 Months
- A formal performance review was completed at the one-year mark.
- A personal development plan and goals for the next ministry year were established.
- Continued mentoring and coaching remained central to the employee’s growth and integration.
Outcomes
- The Senior Area Director reported feeling spiritually supported, professionally equipped, and relationally connected to the broader Young Life community.
- Local leaders noted increased clarity in expectations, alignment with ministry values, and strengthened leadership within the region.
- The onboarding model was recognized as an effective approach for equipping experienced local leaders and is being adapted for other contexts.
Lessons Learned
- Intentional spiritual integration fosters deeper connection and shared purpose.
- HR collaboration ensures both legal compliance and contextual relevance.
- Relational onboarding—through mentoring, prayer, and regular connection—builds trust and long-term engagement.
REFLECTion Questions
Reflect on the above process.
- Which areas do you feel you do well in preparing people as they step into new roles?
- Which areas might you be lacking
- How does onboarding a senior leader differ from onboarding an entry-level staff member?
- In what ways can we make sure onboarding reflects both professional excellence and our ministry’s spiritual DNA?
- What parts of the onboarding process might need to be adapted for your context’s laws or norms?
- What would you keep or change if you were designing this onboarding process for your own area?
RESOURCES
REFLECT
- Think about your own onboarding experience. What helped you feel ready and included?
- What could have made it even stronger?
- How can you make sure new staff in your area have what they need to succeed early?
3.) GOALS
Setting clear goals gives direction and focus. Goals translate vision into action by identifying what success looks like for a staff person in ministry and leadership. Goals also create accountability and make annual reviews more meaningful.
Reflect:
- What are your current ministry and personal growth goals?
- How do you review and adjust them throughout the year?
- Who helps you stay accountable to those goals?
- How do you keep those you supervise accountable to their goals?
4.) Ongoing Coaching, Mentoring, and Guiding
Staff grow best when they are seen, supported, and stretched. Regular coaching and mentoring conversations help keep staff focused, encouraged, and equipped. These should happen throughout the year—not only during evaluations.
Review Year 2’s Supervision 1 and Supervision lessons 3 for review.
Reflect:
- How often do you meet with your supervisor or mentor for coaching?
- What makes those conversations most helpful?
- Who are you mentoring or guiding in your current role, and how are you making those conversations helpful?
- Are you getting consistent feedback on your performance to goals?
5.) Annual Performance Evaluation / Review
The annual review is not just about measurement—it’s about development. It’s a chance to celebrate growth, identify challenges, and plan for the future. Done well, it reinforces trust and helps both the staff person and supervisor stay aligned and and achieving the vision of the ministry.
Review Year 2’s Supervision 2 lesson for review.
Reflect:
- What has been your experience with performance reviews?
- How can you make this process more encouraging and useful for yourself and others?
- What new practice could make annual reviews a tool for growth rather than anxiety?
6.) Compensation and Reward
Compensation and rewards express how the organization values its people. This includes salary, benefits, recognition, and opportunities for development. It’s also a way of stewarding resources wisely while caring for staff well-being.
Reflect:
- How do you think about the link between calling and compensation?
- What are meaningful non-financial ways to show appreciation to staff or volunteers?
- How can you celebrate people’s contributions in your context?
7.) DEVELOPMENT PLAN
A development plan keeps growth intentional. It identifies learning goals and action steps for the coming year—whether in leadership, ministry skills, or personal formation. Reviewing this plan regularly keeps growth active rather than reactive. Development plans can be used to improve certain areas or continue to enhance areas of strength or achieve long-term objectives.
Reflect:
- What’s one area of growth you want to focus on this year?
- What specific step could you take to develop in that area?
- Who can help you stay accountable to your development plan?
- Do you have a development plan for those you supervise? If yes, how do you keep them accountable?
8.) The cycle continues
Healthy HR practices aren’t a one-time checklist—they’re a yearly rhythm. After each cycle (contract → onboarding → goals → coaching → review → reward → development), the next year begins again with new goals and fresh purpose.
This rhythm builds stability, care, and alignment in Young Life staff culture.
Reflect:
- Which HR rhythm do you feel most confident in?
- Which one needs more structure or consistency in your area?
- What one action could strengthen your HR practices this year?
