Session 4b

The Salvation Army 2014 USA Salvation Army Conference for Social Work and Emergency Disaster Services 25 to 28 March 2014 GLOBAL TRACK SESSION 4B

“How can The Salvation Army integrate employees into our mission and sustain their passionate engagement?”

Rev. Hans Blom, MA The Netherlands The Salvation Army and me Before addressing this question, let me introduce myself. For thirteen years I have worked for The Salvation Army in the Netherlands at THQ. The first five years I worked in the Church Department, organising various training activities. I now work for The Salvation Army Social Work Foundation at THQ, specialising in the identity and culture of the organisation.

I am not a Salvationist. I studied theology and spent 14 years as a minister in two Protestant Churches. I am now fully employed by The Salvation Army but still serve in my church as an unpaid minister. I feel very connected to The Salvation Army. People have asked if I would consider becoming a Salvationist or even an officer. I answer – I am already ordained and one ordination is enough! I have promised to serve God and the Church. The Salvation Army is the church where I serve; the Protestant Church is the church in which I celebrate.

For me, this is a fruitful combination.

Employees It will also help if I make clear the perspective from which I have written this paper. I am focusing on employees working in Salvation Army Social Work in The Netherlands. I believe my conclusions can also be applied to employees working in Evangelisation. I am speaking from the Dutch and European situation because that is my context.

I do not know everything written about The Salvation Army but I have observed that employees are not referred to in the Handbook of Doctrine1 nor are employees referenced in the recent Ecclesiological Statement.2 This is despite the fact that employees make up a significant number of the people linked to The Salvation Army. On a worldwide scale 7% of all adults3 belonging or attached to The Salvation Army are employees4. In some countries it is much higher – in the United Kingdom territory, home of The Salvation Army, it is 12% and in the Netherlands it is 49%. These are significant numbers. I hope this paper can help put employees more on the Army map.

In the Netherlands, and I am sure in other countries, employees regard themselves to be part of the movement. Employees are not second tier service personnel but are frontline soldiers – proclaiming the gospel in deed and word.5

Mission The Salvation Army is a churchlike movement that proclaims the gospel in word and deed.

All churches should be like this, but the Army has developed a large social work. 6 Both, deeds and words, are an offspring of the prevenient words and deeds of God’s love to us – made clear once and forever in Jesus Christ, in his entire life, cross and resurrection.

Through Him we may receive salvation and, as consequence, hope for the gift of holiness through God’s Spirit, while working towards holiness ourselves.

This holiness can be worked out in private life, so that that I try to live in Christlikeness in the words I speak and the deeds I do. And this holiness can be worked out in public life – a social holiness. I regard the social work done by TSA as an expression of social holiness. It is this social holiness that contributes to the building of God’s kingdom in this world.

Our Salvation Army approach If our Social work is a form of social holiness, this has implications for how the work is done.

It is not neutral. It should be rooted in the gospel as well as in our own tradition. We should question ourselves repeatedly about what difference our social work makes. I share an example from the Netherlands.

Based on our mission we have developed “The Salvation Army Approach” for social work.

We have distilled our most inner values into the phrase: “Unconditionally concerned about people without a helper”. Based on this we have defined our core qualities, main values, main goals, attitude, way of acting and dilemmas. Our four core qualities are: • easy accessibility; • coherent care; • tenacity to stay near to people; • attentiveness to the meaning of life.

We constantly evaluate if our methodology is in accordance with this Salvation Army Approach, especially when we import methods of working from ‘outside’. 7 Do values match or are they perpendicular to each other?

All our definitions are rooted in our belief in Jesus Christ, in our tradition that started with William Booth and are related to the context in which we work. I suppose other territories in their specific context have words to describe the character of the social work of TSA but I am sure there will be a big overlaps because all our descriptions derive from our common Christian belief and our tradition. As William Booth wrote we will be there for the submerged tenth of our society.

Actors I identify three ‘subgroups’ of actors involved in Salvation Army social work.

Firstly Salvationists: officers, soldiers and adherent members. I do not see a difference between officers and non-officers except that officers have a covenant while soldier/adherent employees have employment contracts. 9

Second, Christians of all kind of traditions: They may differ on many points and opinions from Salvationists, but share a belief in Jesus Christ and participate in building his Kingdom in this world.

Thirdly, people of goodwill: in many countries10 Salvation Army social work is also done by people who do not believe in Jesus Christ but who share some of our values. Often this is because of legal reasons that forbid discrimination in religion. 11 We can debate if “people of goodwill” are the best option. It is true that shared values and believes make an organization stronger in its performance. But at the other hand, if it is not possible to employ only Christian believers, the inclusion of “people of goodwill” raises a number of interesting challenges. Theologically speaking one could say that these people share in the general grace given by God to his creation, also outside the church. Maybe as Methodists one could say that in a way God’s prevenient grace is at work in them. And one may hope and expect that God’s Spirit works in a broader way than only in church and Christians. 12 Belonging and education In most countries employees will be a mixture of Salvationists, other Christians and nonChristians. Even if people have different experiences of faith, we all contribute to the expression of the social holiness, all contribute to the Kingdom of God, all are valuable colleagues.

Firstly, this means that all employees should experience a sense of belonging to the organisation. This sense of belong depends on how the organization views and interacts with their employees. Employees should be seen as an equal part of the movement, with their own gifts and possibilities. 13 Secondly, if The Salvation Army wants the Social Work as social holiness be most effective, and in accord with the values the Kingdom, all participants should, as much as possible, be aware of the values, roots and background of that work. To create such awareness an educational and training programme is essential. Training and education is the key in integrating employees into our mission and sustain passionate engagement. 14 Introduction into the Army All new employees joining the Social Work Foundation should be ‘baptised’ into The Salvation Army Approach. This should not only be an education of the mind but also training of the heart. This would be a spiritual formation, bearing in mind that with employees with different backgrounds will be formed in their own way.

This training is in mixed groups, so that all people can gain from it. Salvationists renew knowledge of their tradition and learn to be exposed to critical questions from others. Other Christians can discover similarities and differences between their tradition and The Salvation Army and apply this in their work. Non-Christians will see in which tradition they place themselves in their work and learn what it means to work for and on behalf of The Salvation Army. Everyone can be strengthened in their beliefs, because they are challenged by others and Salvation Army tradition and values.

In the Netherlands we have15 a five-day programme during the first year of employment containing an introduction in history, organization, approach and methodology of the Salvation Army. On the first introduction day new employees receive a nicely illustrated small book, titled “Working with love” explaining our approach and a pin with Red Shield to wear on their clothes. They also have the opportunity to order for free branded clothing – jackets, polo shirts and caps.

Our experience of this approach is that people feel inspired to take their place in the organization. Many people wear voluntarily branded clothing and are proud of it. The Salvation Army history module is popular. People feel strengthened to know they work in a long and outstanding tradition.16 Regularly we hear people say: “There is something different in the way The Salvation Army works when we compare with other organizations.”

Continuous learning We have a pool of trainers recruited from our employees. In the future, these trainers will give trainings in all kind of subjects. We will no longer be dependent on trainers from outside who do not know our culture and approach. This means, that all employees will continuously be confronted and inspired by The Salvation Army approach.

Catherine Programme A similar approach is being adopted across Europe. Seven years ago the “Catherine Programme” started – named after the Army mother who emphasised the importance of studying throughout her life. The Catherine Programme runs yearly a Summer School for one week for cadets, envoys, people in short-term appointments and employees at key positions from across Europe. First year participants are lectured in Salvation Army history, doctrines and background of social work. An advanced course for second years places more emphasis on ecclesiological questions and Salvation Army distinctives in today’s context.

After seven years, the number of participants has grown from almost 30 to more then 80 per year. For many people this Summer School has been an important way of sustaining their passionate engagement. All of us are moved to see people from so many countries, different backgrounds, different positions, yet working in one Army, with one message and one mission. Some Catherine Programme delegates have been called to officership; others have given Christ a greater place in their lives. Some have changed the way they work. Also in this case the mixture of people from different backgrounds appeared to be most fruitful.

As one of the founding fathers of the Catherine Programme, having attended all the Summer Schools, I have grown more and more attached to this church in which I serve.

Conclusion Finally, I summarize the main points of my paper:

• • • • • •

It is important that territories and commands are aware of the special character of Salvation Army Social Work and describe in plain words the approach they use in their context.

The Salvation Army should make sure their employees experience a sense of belonging.

Training and education is necessary to integrate employees into the mission of The Salvation Army and sustain their passionate engagement.

All new employees should be trained deeply in The Salvation Army Approach. The training programme at least should include our history, values and methodology.

Ongoing training is necessary.

All of this will contribute to the strengthening of the diverse community of saints that is The Salvation Army and will contribute to building the Kingdom of God.

Notes “Salvation Story”, London, 1998; or: “The Salvation Army Handbook of Doctrine”, London 2010 2 “The Salvation Army in the Body of Christ”, London, 2008 3 These are active and retired officers, senior soldiers, adherent members and employees.

4 According to The Salvation Army Year Book, London, 2013.

5 I note Commissioner James Knaggs in his book “One Day”, A dream for The Salvation Army (reprinted in “One for all”, Frontier Press, USA, 2011) speaks more inclusively about employees.

6 I know there is an on-going debate on the relation between evangelization and social work, that dates back to the nineties of the 19th century, to the time of the formation of the Social Wing of TSA led by Commissioner Franklin Smith after the publication of William Booth’s “Darkest England and the Way out”, but I always say it like this: We proclaim the gospel on some occasions by words, in other occasions by deed. Both forms are a manifestation of proclamation in it’s own independent right. And dialectically at the same time both suppose one another. Words need deeds to live up to words, and deeds needs words to explain and interpret them.

7 So we have in the Netherlands a discussion how far we can use the so called “Strengthmodel”. At one hand it fits with The Salvation Army Approach were it make participants in our programmes more independent from for instance drugs. At the other hand we question how the expression “find your own strength” relates to TSA believe, expressed in the song: “I’ll go in the strength of the Lord” (TSA Songbook, hymn 734) 8 William Booth, Darkest England, London 1890, p. 17.

9 There is of course much more to say about the similarities and differences between officers and soldiers, but not at this point.

10 In the Netherlands it is possible to have as appointment requirement that a new employee is a Christian. General Shaw Clifton in “Who are these Salvationists” (Crest Books, USA, 1999, p. 151) regards this as the most desired situation. And in the Netherlands we are glad with that, because it strengthens the organisation and its mission. But as far as I know worldwide The Netherlands is the only country where by law this requirement is permitted.

11 This expression is taken form the Bible, Luke 2:14, where in some translations following the Vulgata that says: “Gloria in excelsis Deo, et in terra pax hominibus bonae voluntatis”,

this verse is translated as: “Glory to God in the highest and peace on earth to people of good will.”

12 James1:17 (New King James Version) 13 I realize that this can imply a shift in the concept of the organization. In past days believing went before belonging. First one had to make a confession of faith and then belonged to the organization. Nowadays we discover more and more that often belonging goes before believing.

14 For me this would be an addition to the model presented by Dean Pallant in his dissertation “Keeping Faith in Faith-Based Organizations” (p. 169) in which – in my words – faith based communities like corps support for instance a health care institution.

15 I speak in presence because many elements of this programme are executed already.

Other elements are in development, but will soon be implemented.

16 It is for that reason that we in the Netherlands started a Heritage Programme to disclose The Salvation Army history for the benefit of the future, that amongst others will contain a Salvation Army museum in the heart of the red light district of Amsterdam in which we will inspire people with the story of The Salvation Army, to be opened Summer 2014.

A response by Major Linda Harmon USA Western Territory Reverend Blom’s current position in his territory presupposes that the Salvation Army’s social work has a distinct identity and culture. My own experience suggests that he is right.

I am pleased to hear Reverend Blom say that he enjoys a fulfilling relationship with the Army as a non-Salvationist employee. In territories in which I have worked, however, I have seen situations in which the non-Salvationist might be justified in feeling that he is not valued as highly as the Salvationist employee. I find it significant that even though Reverend Blom says that he feels very connected to the Army, he notes that he has observed that employees are not mentioned in either the Handbook of Doctrine or a “recent Ecclesiological Statement”.

Under his heading of “Mission”, I offer a correction to Reverend Blom’s characterization of the Salvation Army as a “churchlike movement”: The Salvation Army is not churchlike; it is, indeed, a church in the fullest since of the word. His comments following, concerning the gift of and growth in holiness, and the part that social work plays in it both personally and corporately, while not classic Brengle, I find acceptable and even helpful.

I applaud The Netherlands Territory for organizing their social work core values, goals, etc. into a “Salvation Army Approach”. I hope soon to see the full description.

In Reverend Blom’s section headed Actors, he comments that the only difference between officers and soldier/adherent employees is that officers have a covenant and employees have employment contracts. I disagree. There are many differences between the two ”‘subgroups’ of actors”, as he refers to them, not the least of which is that an officer may be moved to any assignment, at any place, at any time that leadership deems necessary, while employees may not.

I find quite plausible his suggestion that the employment of “people of goodwill” (nonChristians) when, for whatever reason, the hiring of Christians is not possible, may be viewed in a positive rather than negative light. The idea that God may actually use employment in The Salvation Army as a vehicle for His prevenient grace rings true to me because of my own personal experience.

When I began working for The Salvation Army as a secretary in Chicago’s Unified Command Headquarters in 1977 I was not a Christian. I thought The Salvation Army was a “Good Samaritan” organization, but my employment had nothing to do with that—I simply needed a job. But in time, I saw the evidence of God in the actions of his people in that place, and received Christ into my own life.

Under his section titled Belonging and Education, Reverend Blom advocates for employee training with the purpose of integrating them into our mission and inspiring them to a sustained passionate engagement with it. I might have understood The Army mission—or even come to faith in Christ—sooner had such a program been in place when I began my employment with The Salvation Army. Perhaps The Salvation Army Approach or the Catherine Programme or something similar should be used across the Army world.

I thank Reverend Hans Blom for his contribution to the conference and look forward to further discussions inspired by his paper.

The Salvation Army 2014 USA Salvation Army Conference for Social Work and Emergency Disaster Services 25 to 28 March 2014, Orlando, Florida GLOBAL TRACK SESSION 4B

“How can The Salvation Army integrate employees into our mission and sustain their passionate engagement?”

Mary Ellen Eberlin Canada and Bermuda Territory In preparing this paper, I spoke with colleagues (officers and employees) from the Canada and Bermuda Territory. The officers either had experience in the international context of The Salvation Army or were appointed with us from another territory. Employees were those engaged by The Salvation Army in senior leadership positions including Executive Directors and Department Heads.

This first section addresses the question: How can The Salvation Army integrate employees into our mission?

The art and science of human resources practice provides specific vehicles for the integration of employees into our mission. Recruitment, hiring, orientation and training are opportunities to ensure that the persons working with The Salvation Army are both a “fit” in terms of values and equipped in terms of competencies and skills to advance mission.

Expectations: The desire to integrate employees into mission demands that we understand mission and communicate it in the most accessible and practical terms, that we can name expectations related to that mission and can assess the capacity of those wishing to work with The Salvation Army to meet these expectations.

Where territories have established values statements or a listing of their values, these would be used to create a list of expectations in relation to values. For the assessment of competencies and skills a list of expectations would be developed from the position description and/or job classification for the role being considered. Interview questions and scenarios would be created to assess the prospective employee’s capacity to meet the expectations identified.

Hiring Experience: If employees are to be integrated into the mission of The Salvation Army their hiring experience would be defined by: an identification that The Salvation Army is a faith based organization, receiving a description of the mission and values of the organization, personalized communication that reflects The Salvation Army’s value of respect and an experience where they felt that their talents and skills are recognized and valuable to the advancement of the Salvation Army’s mission. Theirs would be an informed choice where expectations were clearly defined and where they were able to make a decision as to whether they would want to integrate into The Salvation Army mission.

Orientation: To promote integration into the mission of The Salvation Army orientation for employees would include: a condensed Salvation Army history, an articulation of why we do what we do, a description of the theology of The Salvation Army including the theology of vocation so that employees might understand both the organization and the role of officers in The Salvation Army and a well- defined description of The Salvation Army’s mission and how it is expressed at the local ministry level.

During orientation the difference between secular vocation and religious vocation would be presented with the understanding that employees are expected to bring a strong feeling of fitness for the particular role that they have been selected to perform. While employees do not claim a divine call to religious life as do officers they are expected to demonstrate dedication in their employment. They should understand that, as a faith based organization, The Salvation Army is not focused solely on the material world or affairs of the world but has a focus on the eternal and spiritual world and will address the spiritual needs of all persons that come within its sphere of influence.

Individual orientation would include a reiteration of the mission and values of The Salvation Army with specific examples of how these are ‘lived out’ in the context of the person’s job or role. The goal would be to make it clear how the person’s role links with mission and contributes to mission advancement.

One executive director described how she integrates staff into mission during orientation: “At our unit we engage persons as soon as they are hired through orientation and training.

We have our community chaplain (an officer) participate in the orientation discussing the history of The Salvation Army, the mission and the various services offered.”

Barriers: It is clear that as a foundation for staff integration into mission, clear expectations around competencies, skills and values related to mission and mission advancement would be articulated. So then, why are such expectations absent in many of our hiring discussions?

One barrier to the stating of such expectations for Salvation Army leaders are long held beliefs that tie the responsibility for mission and mission advancement to the calling and role of the officer. Integration of employees into mission demands that the responsibility for mission and mission advancement be shared between officers and staff. These shared responsibilities must be clearly described in the context of expectations in order for these to be understood by both officers and employees.

Another barrier is that senior leaders may have difficulty defining mission in terms that are specific to social services and health ministry. It is my experience that The Salvation Army has language in the context of corps ministry to describe mission. Here a focus on evangelism is embraced and mission is described in the context of saving souls. In social service and health ministry the challenge is to define mission in the context of programs and services where evangelism is not the primary objective.

In the Canada and Bermuda Territory steps have been taken to address this barrier through the articulation of a territorial mission that states: to share the love of Christ, meet human need and be a transforming influence in the communities of our world. This mission statement provides a platform for the articulation of mission and mission advancement in

the context of excellence in program delivery, community development, evangelism, advocacy and spiritual care.

In the absence of a clear articulation of mission and mission advancement and clear expectations as to how staff are to integrate in to that mission staff develop their own understanding of mission leaving the organization with mission expression that in some cases is inconsistent with that desired by The Salvation Army and in other cases is absent all together.

Emerging Opportunities: While it remains clear that The Salvation Army prefers to have officers providing leadership from a divisional and territorial perspective as well as serving as leaders in ministry units this approach is no longer sustainable in many parts of the world.

This is a result of the number of officers available and the capacity of officers to meet the education and experience requirements for specific roles and functions outside of those associated with congregational leadership.

Senior leaders have an opportunity to define new boundaries between officers and employees in terms of functions and responsibilities particularly as it relates to mission and mission advancement.

In some Territories employees have leadership roles in key functional areas including finance, human resources, program and legal. Here the employee serves in a role that supports mission and mission objectives. These employees are not directly responsible for mission or mission advancement. In other Territories, employees assume roles where they do have responsibility for mission and mission advancement. These employees may serve as chaplains, executive directors, youth pastors or program leaders. In these cases employees both support and lead in relation to mission.

If we are to engage employees into Salvation Army mission, we will need to create the processes and systems that increase the potential for recruitment and hiring of those persons ready and able to advance that mission. We will need to clearly articulate the potential for mission and mission advancement in social service and health ministry and we will need to embrace a role for employees and staff in the leading of that mission.

This second section speaks to how The Salvation Army can sustain passionate engagement of employees in mission?

One of my colleagues responded to this question with another question. “Do we automatically have passionate engagement from officers?” He then went on to say: “We would hope that we have passionate engagement from Salvation Army officers however lived experience would identify that passionate engagement is not automatic whether we are speaking of officers or employees. We know that officers are subject to an appointment process and as a result may resist becoming particularly engaged in a role because chances are that they will be moved to another role in another location sooner rather than later.”

It is conceivable that such absence of engagement could negatively impact mission and mission advancement. For employees changes to appointments and moves are less relevant. Once a person is hired, job satisfaction becomes critical to employee engagement.

Employee satisfaction is significantly impacted by the internal quality of the working environment. The work environment includes things like workplace design, job design, employee development, rewards/recognition and tools for serving clients and customers.

Satisfaction is also impacted by the presence or absence of evidence that an organization’s articulated values are active in practice and that these values drive decision making.

Ultimately employees want to feel that they have the ability and authority to achieve the expected outcomes or results for their program or service and that their work and contribution is valued and appreciated. Gifted and engaged employees are then retained through training and advancement.

So how do we sustain passionate engagement?

To ensure passionate engagement in the area of mission, supervisors and leaders need to understand why an individual has chosen to work for The Salvation Army. The employee may be a Salvationist who wants to work within the context of their faith community, they may be persons who wish to “make a difference” for the poor or marginalized, they may have graduated from a Salvation Army program and wish to “give back” or remain close to the source of the change in their life situation, they may need an opportunity for “entry level” work, they may have specific training that is required by the organization, they may be a new immigrant and know of The Salvation Army as a safe and supportive environment or they may wish to work in an organization that shares their values.

Understanding an employee’s motivation for working with The Salvation Army allows the supervisor or leader to start with that motivation in any discussion as to how their role impacts mission and to define expectations related to mission clearly and specifically.

Knowing what is expected, being equipped to meet those expectations and being recognized for the contribution in relation to mission reinforces staff engagement with mission.

In one unit in the Canada and Bermuda Territory, the leader ensures that the yearly performance evaluation discussion includes conversation around the contribution that the staff person has made to the transformation of the lives of those they serve. She also engages her whole team through informal weekly sessions that highlight stories, events and successes in the unit.

Another leader shared how she sustains the mission engagement of her staff.

“All staff receives notification of local and territorial Salvation Army events, local church services and opportunities for fund raising. The Salvationist and Faith and Friends are distributed to all programs. In this unit a ‘partners in mission’ spaghetti dinner was hosted with attendance from employees, participants and family members.”

Opportunities: As a matter of good practice The Salvation Army would show respect towards its employees, ensure consistency between articulated values and practice, be intentional in building a culture of partnership between officers and employees, be clear and consistent around expectations in relation to mission and mission advancement,

celebrate the contribution of employees to that mission and value the work and roles of employees in the context of mission advancement. All of these elements support passionate engagement.

A colleague shared: “In my experience I am still treated at times as a “second class citizen” and the message conveyed both explicitly and implicitly is that I am not important because I am not an officer. I am certain that if I feel this way other employees across the organization would feel the same”.

Relationship Development: Of particular importance to employee engagement is for officers to build collegial relationships with staff. Building relationships reduces the potential for segregation between officers and employees. Segregation can create opportunities for misunderstanding, tension and competition. Each of these disengages officers and employees from a focus on mission. Relationship development on the other hand, has the potential to draw people toward a shared focus on mission and increased potential for mission advancement.

Leadership: Leadership is critical to sustaining passionate engagement of employees.

Leaders are responsible for creating a culture that is centered on mission and ministry. The best leaders build bridges to employees, establish trust, talk to them, work alongside them and engage them in the mission of the organization in clear and specific ways. A leader who models passion for mission and mission advancement creates and maintains the passionate engagement of those around them.

A colleague shared these thoughts: “Leaders are often remote and disengaged from those who are involved in front line ministry, particularly if those persons are employees. Once hired we create a ‘get the job done’ work environment where we expect employees to perform tasks out of a sense of duty, with little to no connection to their leaders and without performance appraisal or coaching. “ Decision Making: Passionate engagement is sustained when employees see that mission is considered in every instance of decision making and work planning. A focus on mission in strategic planning provides opportunity to inform, inspire and engage employees. It also provides opportunity to frame mission in` the context of an employee’s work, their particular unit and the roles and contributions of others on the team.

Spiritual Care: If we are to ensure passionate engagement of employees in mission we will need to make spiritual care a priority in all units including social service and health ministry.

A commitment to appointing or hiring a chaplain in each unit provides the opportunity for spiritual care to be available to all employees as well as clients or residents. Chaplains who attend management and staff meetings become known to employees and are given the opportunity to describe their spiritual care program in the context of mission and mission advancement. Building partnerships between those responsible for spiritual care and those responsible for other programs increases engagement in mission and promotes mission advancement.

Inclusion: Passionate engagement is enhanced when we invite employees in to significant discussions. The Salvation Army still operates in many places with the practice that key

leadership events and meetings are tailored to officers. The exclusion of employees from such gatherings impacts the potential for passionate engagement. When mission advancement, expectations and information related to strategic direction are not shared with employees an opportunity is lost to release potential for mission and mission advancement.

Clearly to sustain passionate engagement of employees The Salvation Army should ensure that the individual’s motivation for working with the organization is understood, that relationships are developed and nurtured between officers and employees and that employees are respected as partners in mission and included as full participants in advancing that mission.

A response by Captain Robert Masih India Northern Territory I thank Mary Ellen Eberlin for answering these two crucial questions for The Salvation Army worldwide. This is the need of the hour, as The Salvation Army is expanding its services to the humanity throughout the world. Officers are not the only means to provide the services.

There are lot of employees who work side by side. Therefore there is a very big question before The Salvation Army that how can the employees be included in the soul saving mission?

I have identified two types of the employees who work for The Salvation Army.

The first category of employees is the technical people such as Doctors, Nurses, ParaMedical Staff, Lawyers, Teachers, and IT- Personnel’s & Managers etc. They seek to serve humanity through a life long service. When the leadership of The Salvation Army is clear about the goal, then they are able to frame plans and strategy and fulfil the goal.

Technical people may be from any caste, creed and class of the society and they work with army because of their qualification. Some people in this category work with passion who are being clear about the goals of The Salvation Army and some work only for their employment. It depends upon the officers who are working along with these technical people that everything should be very transparent and clear to the technical employees. If the officers who are leading a mission are transparent, dedicated, sincere, caring and of pure hearts, the mission will be achieved very easily.

The second category includes Non-Technical employees. They are manual- workers who are not specifically trained. In my experience, non-technical people work with The Salvation Army because of their employment. Many of the non-technical people I have observed are Christian and are somehow Salvationists in name sake. They remain in the army fold as long as the Army feeds them. Most of the Non- Technical employees do not work with passion but they work hard when strict supervision is provided.

To work passionately means sacrifice many luxuries in life. Therefore The Salvation Army should train its officers in different walks of life along with their spiritual training. The spiritual training makes the officers strong in their vision and the technical training equipped them with worldly knowledge. The technical trained officers can understand the feelings of other working staff and also the stress they face to fulfil their duties toward the mission.

When the employees will know about The Salvation Army,. Its mission, its service to humanity and its resources, they will work nicely. The person/ the officer employed to provide orientation class should have a complete knowledge about The Salvation Army .There should not be any difference between words and actions.

Voluntary Service should encourage as much as much as possible. When someone work voluntary in any mission He/She works with whole heart and strength. In developing countries this practice should be encouraged.

As it has been pointed out in this paper, employees consider themselves as second class citizen. Some extent it is true. But this is the duty of officers that due honours and perks should be provided to the employees that may work freely and happily. During the course of the services toward fulfilling mission, the employees should be made clear that the officers are called one to lead the mission and the employees are being appointed. Both are crucial to fulfil the goal. Motivation and spiritual care should be provided by the technical employee who is rich in his services in a particular field.