Oct 18, 2016

People Join Organizations- They Leave Managers

Do you wonder why good employees leave your organization?

This statement from Bill Hybels has resonated with me for years, but never more so than when I had this conversation.

“People join organizations. They leave managers. “

My conversation with a young professional twenty-something started simply enough.

“How’s the new job going?”

My eyes widened as I listened to this passionate young lady talk for more than half an hour about how she and many of her colleagues want so much to impact the organization they work for, but how management there is weak and how the leadership completely lacks direction. People are not held accountable, she explained. There is no collective vision as a team and new folks are not brought on board with any sense of excitement or motivation.

I nodded. I knew exactly what she was talking about. I’d seen it for myself in many instances. Eliminating the kind of frustration she was feeling is one of my greatest motivators in doing what I do, helping leaders move forward and build high-performance organizations.

So, what’s going to happen? It wasn’t hard to figure out. She made it quite clear—she won’t put up with it for much longer. Instead, she would become one of the many sharp, smart people I’ve encountered who choose to exercise their skills in more fertile fields instead of enduring such barren conditions. They go on to positively fertilize other organizations, contributing to a sustainable harvest by taking them to greater levels of efficiency and performance.

Meanwhile, those organizations with chronically weak and mediocre managers fade, eventually cease to operate, and die. Maybe not right away—it may take time, but ultimately they fail to survive.

If your organization has great leadership, is on the ball, and inspires and motivates all of its employees, including its young All-Stars, then you are indeed building a high-performance organization.


Mark will be speaking at the Academic Officers Summit,  October 24 and 25, 2016 in Orlando Florida.  Learn more here. 


In His Name HR helps organizations build high performance Human Resources programs. Visit them at In HIS Name HR or e-mail them here.

Mark A. Griffin is the founder and chief consultant of In His Name HR LLC. Connect with him on LinkedIn or Twitter.


Oct 4, 2016

Developing A High-Performance Recruitment System

Finding and keeping qualified talent has never been more challenging or expensive. Too many organizations implement haphazard hiring methods that are not only inefficient, but also potentially illegal.

Are people hired systematically at your organization?

The best organizations in the world use sophisticated processes to find and hire new workers. If you don’t have a solid system in place to hire workers, consider creating policies, and putting them in writing, that outline your process in detail.

Ready to get started?

Here is a checklist of 4 action steps that you should ensure your HR department is following. By using these steps they will simplify the hiring process for your organization.

Step 1 – Create a candidate pool by…

  • Constructing a comprehensive job description (with employee input)
  • Having leadership approve the position and salary range (based on a compensation study)
  • Posting the position internally first, to allow current employees the opportunity to apply
  • Encouraging employees to refer friends and family
  • Creating an advertisement based on the established job description
  • Running the advertisement
  • Reviewing ad responses against the requirements outlined in the job description
  • Sharing your Mission, Vision and Values (MVV) with all candidates
  • Having the candidates explain how they will support your MVV
  • Setting up three to four candidates for interviews

Step 2 – Systemize the interview process by…

  • Selecting interview questions and job criteria correlated to the job description requirements (build MVV questions into process)
  • Requesting all interviewees first fill out an application
  • Ensuring all interviewees sign a “consent to background check” form
  • Having interviewers complete a Candidate Evaluation Form on every candidate after each interview.

Step 3 – Establish the Selection Process by…

  • Having the team of interviewers meet to discuss candidates (this is typically led by HR personnel)
  • Conducting candidate interest testing (be careful with tool used)
  • Selecting the best candidate based on interview results, selection testing, and the hiring manager’s decision
  • Furnishing a verbal offer to the candidate and, if agreed to, creating an offer letter
  • Sending the offer letter for the candidate to sign, and ensuring it is returned to you.

Step 4 – Start the hiring process by…

  • Sending the application and consent form to a background check company
  • Arranging a pre-employment physical and drug & alcohol test for the candidate
  • Setting a firm start date when the candidate has met all the requirements and is determined “all clear”
  • If the candidate fails the background or D&A test, the candidate is notified by HR and you return to initial pool of interviewed candidates, choose one, and begin the hiring process again or expand the candidate pool and begin again.
  • Sending out polite non-selection letters to the other candidates

When you implement a consistent system in your hiring practices, you will increase the efficiency of your organization, saving time and money, and eliminating confusion, both now and in the future.

Also consider the fact that by using the right recruitment approach you are also marketing your organization to potential customers. Any dollars spent in recruitment marketing also befits your institution from a brand recognition perspective.


In His Name HR helps organizations build high performance Human Resources programs. Visit them at In HIS Name HR or e-mail them here.

Mark A. Griffin is the founder and chief consultant of In His Name HR LLC. Connect with him on LinkedIn or Twitter.

Sep 19, 2016

10 Great Reasons For Performance Management (Annual Reviews)

Most employees loath them; many managers avoid them. High Performance Organizations have them, and they do what they’re designed to do—evaluate precisely the performance of each employee.

Feel like you don’t need them? Here are 10 great reasons that should change your mind.

  1. Aligning performance to goals and objectives

Most organization employees I meet with say they have no idea what the yearly top two or three goals are for their organization.  A great performance program sets these goals as their starting point. Ninety-nine percent of employees in this country want to do well at work, but we lack leaders who know how to align their desire to achieve to the organizational goals.

  1. Providing a basis for promotion/transfer/termination

Many organizations are not transparent concerning how to be promoted.  A performance review process more readily identifies those employees who deserve promotion and those who require lateral shift (transfer) or need to enter into a remedial program. This system also aids career planning.

  1. Enhancing employees’ effectiveness

Most people really do want to be better at their jobs! Helping employees to identify their strengths and weaknesses and informing them of the organization’s expectations concerning their performance helps them to better understand the role they play and increases work efficiency. Feedback reinforces good performance and discourages poor performance.

  1. Aiding in designing training and development programs

Instead of creating “programs of the month,” you can use performance review data to more accurately ascertain training needs and identify skills that need to be developed in order to tailor-make the most effective training and development programs.

  1. Building teams

Counseling employees corrects misconceptions, which might result in work alienation. Performance management also helps employees to internalize the norms and values of the organization. (I have met leaders who have not talked to their employees about their performance since 2012!)

  1. Removing discontent

Performance management puts all employees on the same measuring tape. Identifying and removing factors responsible for worker discontent motivates them to perform better at work. Performance management helps to create a positive and healthy work environment in the organization.

  1. Developing interpersonal relationships

Relations between superiors and subordinates can be improved through the realization that there exists a mutual dependence that leads to better performance and success. By facilitating employees to perform introspection, self-evaluation and goal setting, their behavior can be modified. Better interpersonal relationships lead to team building.

  1. Aiding wage administration

Performance management can help to develop fair and more equitable base lines for reward allocation, wage fixation, raises, incentives, etc.

  1. Exercising control

A performance review process provides a means to exercise control of projects focused on, and helps keep employees aligned to the agreed upon annual goals and objectives.

  1. Improving communication

Performance management serves as a mechanism for improved communication between superiors and subordinates.  Often times managers shy away from counseling employees.  When the right system is in place, especially is it is employee driven, it forces discussions on a regular basis.

In closing, my experiences lead me to support employee driven programs.  Programs that rely on managers and leaders have a higher propensity for failure.  Simple yet meaningful programs that include goals, objectives, behaviors, an employee development component and stretch assignments meet what most employees’ desire.

How important are employee performance reviews in your organization?


Mark will be speaking at the Academic Officers Summit,  October 24 and 25, 2016 in Orlando Florida.  Learn more here. 

In His Name HR helps organizations build high performance Human Resources programs. Visit them at In HIS Name HR or e-mail them here.

Mark A. Griffin is the founder and chief consultant of In His Name HR LLC. Connect with him on LinkedIn or Twitter.

Sep 6, 2016

Managing Employees To Success Seminar


It’s no secret that businesses want to succeed. It also should be no surprise that their employees want to succeed! Of course, there’s often a strong, positive relationship between the two—when employees succeed, so do the organizations they serve. A key question, then, becomes: How can organizations most effectively encourage and support their employees’ success?

Mark Griffin, founder of In HIS Name HR and a professional with more than two decades of experience working with high performance organizations, is uniquely qualified to explore this question. Managing Employees to Success promises to be an interesting and interactive event that will offer fresh ideas and productivity-enhancing insights for employers and employees alike.

Limited Seating Register Below  

Join Us:  October 28, 2016 Noon – 2PM

9 West Main Street New Bloomfield, PA


Benefits Of Seminar

This seminar provides practical core Human Resources education for anyone that is directly or indirectly involved in leading employees. Using best practices from several high performing organizations, relevant HR competencies are presented in a manner in which participants can reflect, compare and contrast, form opinion and personal approach and implement upon their return to the work place.

This seminar will also help prepare people within your organization who may want to move into a supervisory role. The training is highly interactive (includes table exercises) and gives participants the opportunity to collaborate with other organizations.

Topics To Be Covered

  • Creating a high performance culture through practical HR competency development
  • Where most organizations go wrong engaging employees
  • Setting expectations
  • HR tools for creating success
  • Employee policy manuals
  • Codes of Conduct
  • Employee relations and communications
  • Performance management
  • Counseling and discipline procedures
  • Terminations
  • An overview of labor laws

Who Should Attend

  • Business Owners
  • Office Managers charged with Human Resources Responsibilities
  • Vice Presidents, Directors & Managers
  • Employment Managers, HR Managers and Employee Relations Professionals
  • HR Generalists, HR Analysts, HR Coordinators and HR Supervisors
  • HR Administrators
  • Supervisors
  • Managers


Or Call Becky: (717) 582-4523

Cost will be $15 for Chamber members and $20 for non-members; this includes lunch!

About The Presenter

Mark A. Griffin is the founder and chief consultant of In HIS Name HR LLC, a human resources outsourcing and career coaching firm created to help companies pilot the complex issues of managing HR.

As a human resources professional with 20-plus years of experience in both public (Quaker Oats Company, Kodak Inc., Merck Inc.) and private companies (Woolrich, Conestoga Wood Specialties, Valco Companies Inc.), Mark is passionate about building high performance workplaces through utilizing best practices while leading companies with strong values.

Sep 6, 2016

Making Your Performance Management System Work

Poor employee performance hurts an organization. Low productivity, incompetence, and unneeded expenses are the last thing organizations want at any time, particularly in today’s tough economy.

After decades of work in the field of business and human resources, I know that few things upgrade and energize an organization like a solid Performance Management System. A performance management system incorporates your organization’s Mission, Vision and Values as well as your annual goals and objectives to create the structure and accountability by which an employee can accomplish these goals and objectives and, more importantly, improve their lives. Only the highest-performing organizations make the performance review process a valued, appreciated, and eagerly anticipated system for the both organization and its employees.

Instead, what usually happens?

Sadly, many organizations do not systematically review or improve employee performance at all! This leads not only to unmet expectations from the management’s point of view, but also creates confusion and frustration for employees. The result is poor performance and money down the drain. Other times, organizations attempt to implement a yearly review but end up doing it backwards and it becomes counter-productive. This article will teach you how avoid this pitfall.

Have you ever weathered “The Dreaded Annual Review Meeting?”

Television and film have lampooned the phenomenon, highlighting the common foreboding employees feel and the waste of time such a meeting can be. How can you implement a Performance Review System that will consistently improve employee productivity and competency, save costs, and have eager employees lining up for it?

Start by avoiding these two biggest, most critical mistakes…

Mistake # 1 The leader fails to include input and participation of the employees at the beginning of the process.

The best performance programs are employee-driven. The leadership works in a “guide and support” role. This is a significant shift, but one that can make or break your organization. When the process of improvement and review is centered on and driven by the employees, it creates an emotionally potent sense of ownership and cooperation. Instead of being hounded and rebuked by a controlling boss, the employee is the source of increased performance through an active and vested role.

It behooves an employee to generate high performance and a good system will take this into account by providing employees the dignity of being responsible to see the improvement process through to the end. The performance program should encourage and reward employees who initiate performance conversations with management. A program executed well will encourage the employee to want to do better as he/she makes the efforts necessary to ensure it happens.

Mistake #2 Leaving out personal development.

Never forget the vital career development component. A simple career development piece can do wonders for employee morale and can be easily built right into your performance program. Employees naturally want to improve their lives and better their circumstances. A career development component helps employees know, envision, and subsequently achieve promotions, positions, and greater responsibility within your organization.

A career development focus gives the employee the opportunity to take ownership of their career destiny.

A good career development component helps the employees ascertain what they need to do to close the gaps in their experience and education in order to be promoted to other positions. Many great programs include education and seminars, but some cleverly include short-term assignments in other positions to gain vital hands-on experience.

Implementing a proper performance program may seem daunting, remember that employees are not just your greatest assets; they are the key to ensuring that you can thrive in challenging economic times.


Mark will be speaking at the Academic Officers Summit,  October 24 and 25, 2016 in Orlando Florida.  Learn more here. 

In His Name HR helps organizations build high performance Human Resources programs. Visit them at In HIS Name HR or e-mail them here.

Mark A. Griffin is the founder and chief consultant of In His Name HR LLC. Connect with him on LinkedIn or Twitter.

Aug 31, 2016

Live2Lead American Music Theatre Lancaster PA

In HIS Name HR is proud to sponsor Live2Lead, a half-day leadership development simulcast designed to equip you with new perspectives, practical tools and key takeaways.

Use the code ‘Human’ to receive $15 off the individual ticket price
Teams of 10 or more enjoy a discount without the need for a special code.

Friday October 7th, 2016  || Live Simulcast from 8:00am — 12:30pm Tickets available at American Music Theatre: Tickets Here

Live2Lead is a half-day simulcast, leader development experience designed to equip you with new perspectives, practical tools and key takeaways. Learn from these world-class leadership experts, be prepared to implement a new action plan, and start leading when you get back to the office with renewed passion and commitment.

This year’s speakers include:

Leadership expert, bestselling author, and coach

Optimist and author, leadership authority

Researcher, executive advisor, speaker, and President of the Wiseman Group

Chairman, President, and CEO of Chick-fil-A

Lunch will be sponsored by Chick-fil-A!

YOU DON’T WANT TO MISS THIS!  Register now, seats are limited.

WHEN Friday, October 7, 2016 from 8:00 AM to 1:00 PM (EDT)

Aug 16, 2016

Values Statements That Impact Your Workplace

The third ingredient of MVVs is values, specifically core values. A core value, from a human resources perspective, reflects the heart of an organization. It pumps the blood throughout; it makes an organization tick. It defines the organization and its culture and what it takes pride in doing. It is how vendors and customers view an organization’s behavior toward them. It is what employees tell their neighbors and friends when asked what it is like to work where they do.

An organization focused on quality might state its core value as: We do not compromise on quality. Quality is job one. An organization valuing individual responsibility would want to say: We believe in holding ourselves accountable. We deliver on our promises and we always endeavor to use good judgment. Efficiency, honesty, customer service, ownership—these and many more reflect the kinds of core values that high-performing organizations embody.

In order to enjoy growth and prosperity and achieve high performance, an organization must first look inward and thoughtfully address these three critical aspects of running an organization. Those that invest in a well-developed and bought-in mission, vision, and values will reap dividends far beyond those that do not.


In His Name HR helps organizations build high performance Human Resources programs. Visit them at In HIS Name HR or e-mail them here.

Mark A. Griffin is the founder and chief consultant of In His Name HR LLC. Connect with him on LinkedIn or Twitter.


Aug 2, 2016

Vision Statements That Move Organizations Towards Excellence

Vision statements should consider how the market and your customer base may change within the next three, five, or seven years, how such changes can create opportunities for your organization, how to bridge the distance between how things are today and where you envision you want to be within your established timeframe, how you will surpass your competitors in order to gain greater market share, and also what you are doing collectively to capitalize on the changes in business conditions and your business’s needs.

Like a mission, an organization’s vision has ideally been created/ contributed to by all employees. The more buy-in an organization has among its employees, the greater the effectiveness of the vision. The vision should inspire—it demonstrates where the organization as a whole wants to be, and what will occur as it delivers on its mission. It is where an organization envisions itself in those three, five, or seven years. (We prefer five years, because that is a reasonable amount of time for most organizations to get to the next step.)

So, whereas the mission is what an organization does best every day, its vision is what the future looks like when it fulfills its mission exceedingly well. Some effective vision statements include Nike: To be the number one athletic company in the world, and Amazon: Our vision is to be earth’s most customer-centric company; to build a place where people can come to find and discover anything they might want to buy online.

When I worked for Gatorade, we developed an incredible advantage over the competition because we took the time to establish its vision, where they were going and when they wanted to get there, and ensured that every employee shared this vision. Gatorade’s competitors at the time, Powerade and All Sport, faded away as a result, because they lacked a commonly shared vision, they lacked direction—they lacked a road map.


In His Name HR helps organizations build high performance Human Resources programs. Visit them at In HIS Name HR or e-mail them here.

Mark A. Griffin is the founder and chief consultant of In His Name HR LLC. Connect with him on LinkedIn or Twitter.

Jul 19, 2016

College to Career, The Get Up and Go Show WJTL Lancaster PA

Tune in and listen to Fred and Lisa as they interview Mark A. Griffin, Chief Consultant for In His Name HR, LLC.  The topic will be Mark’s new book, College to Career: The Student Guide to Career and Life Navigation.

Listen below online or download the podcast from iTunes here.

Recorded live at WJTL headquarters on Tuesday, July 19, 2016.



Have iTunes? Podcast is available through iTunes.


Jul 19, 2016

Creating Impactful Mission Statements

Successful organizations begin by establishing their mission, which is the core reason for their existence—the product or service they provide, who they provide it to, and the benefits of that product or service. A lack of an established mission means that not only are staff and management unsure of their purpose, but customers and vendors are also left in the dark, uncertain of what to expect.

An organization’s mission ideally defines what it does best every day and why, and reflects the customer’s needs as well. Having a mission is the foundation upon which a high-performing organization’s dreams and potential become reality. Essentially, it affirms the reason(s) why an organization exists.

Under the guidance of a project facilitator, a team of senior management begins by developing a framework of what they believe the mission should be. The facilitator shares and explains this mission framework to each supervisory layer, soliciting input on each occasion, and ultimately shares it with the employees who then sit down with a good human resources representative in a roundtable session to discuss it and generate further input. The facilitator may need to go back and forth a few times before a final product is derived. Once the majority of employees and management agree to the refined mission, all employees need to agree to respect and support it.

A primary benefit to creating or revisiting a mission is that it opens up communication within and throughout an organization. Every successful organization has a clearly established mission, one that has been developed with input from all employees collectively, not simply flowing down from the top. By engaging employees in establishing their organization’s mission, they become fully invested in it. The mission must be ingrained within the organization’s culture. Not only are employees and customers made familiar with the organization’s mission; candidates are also exposed to the mission of high-performing organizations during the interview process, before they’re offered a position.

Some tips to remember when writing a mission statement: 1) keep it short and easy to remember; 2) specify who your target customer is and describe the advantages you offer; and 3) define your product clearly and how it differs from the competition.

You may be wondering how you can say all that and still keep your mission statement short and memorable. Here are two strong examples from high-performing organizations with effective mission statements.

Google: We organize the world‘s information and make it universally accessible and useful. Their marketplace? The world. Their product and its advantages? Organizing the world’s information to make it easily accessible and useful. They do this and they do it exceedingly well.

Starbucks: We inspire and nurture the human spirit — one person, one cup, and one neighborhood at a time. Their marketplace? Also, essentially the world, yet they stress the individual: one person, one neighborhood at a time to maintain a personal feel. We are already very familiar with their product and social coffeehouse environment, aren’t we?

In addition to a mission statement, all high-performing organizations possess a clearly defined vision. Organizations with an established vision have a workplace of direction, purpose, and achievement. These organizations envision where they want to be and do the appropriate things to get there. Every employee is given a copy of this road map.


In His Name HR helps organizations build high performance Human Resources programs. Visit them at In HIS Name HR or e-mail them here.

Mark A. Griffin is the founder and chief consultant of In His Name HR LLC. Connect with him on LinkedIn or Twitter.