How We Became Number One On Google In HIS Name HR

How We Became Number One on Google


Social Media and Search Engine Optimization

This blog post is out of the ordinary. We are human resource experts not marketing or social media experts by any means. We have been asked way too many times and have had to explain in painstaking detail the same question:

How did In HIS Name HR climb to the top slot in Google’s search response to the query for “Christian Human Resources?”

Having been peppered with this question from a wide array of sources, we decided to answer it here, and share our methodology.

Social media can be confusing to many people, but in reality it is very simple. Social media programs are nothing more than tools that allow like-minded people to communicate. What is critical to remember is that not all people use all programs. Therefore, to reach a large and diverse group of people, you need to reach them where they are, instead of hoping they’ll somehow stumble across you.

Many people make the mistake of only using Facebook, or Twitter, when they attempt to market their voice to the world. But what about all those people who use other social media programs instead, those who are not on Facebook or Twitter? If you rely only on those two platforms, you are essentially missing out on millions of potential people who won’t hear your message.

What you want to do is essentially send your same message out through all the various social media programs. However, you will need to tailor the way in which your message is sent out to accommodate the differing requirements or constraints of each social media platform.

To start, make sure what you present fits your voice—that is, how you want people to perceive you and your services. It is a combination of your mission, vision and values. Your voice can also be defined as a “niche” that you are working to create for your organization.

Decrease Turnover ~ Develop On-Boarding Excellence

Decrease Turnover ~ Develop On-Boarding Excellence


Many leaders think that the reason turnover has decreased is because of the bad economy. That’s not entirely accurate. As the 2014 Equifax research shows, on average, more than half of all employees who left their job in the past year did so within the first twelve months.

Concerned? You should be. The average cost to recruit a single new employee is well over $4,000 and will take on average 42 days to fill the vacancy (SHRM study 2016). This figure does not reflect the time spent or the decrease in morale as the search drags on. Since the rate of turnover is potentially the highest during the first year, let’s take a closer look at one way we can stop the hemorrhage.

There is a misperception shared by many of today’s leaders that orientation and on-boarding are essentially one and the same. They are not. Simply stated, orientation comprises the tactical tasks to complete in order to get an employee ready to get to work, for example, computer login registration, physical building access, facility tours, and a basic HR overview of policies such as benefits and the employee handbook.

So, how is on-boarding different? On-boarding is assimilating your new employee to the culture of your organization. It is about introducing your new employee to your organization’s values, its norms, providing a recipe that lists the ingredients of what makes up your organization’s culture, and how they can blend effectively with them to create a desirable end product, leading to the greater success of your organization as a whole.  An effective program helps the new employee align themselves to your Mission, Vision and Values.  This is a very important step to organizational success.

Want to create an effective on-boarding program? Consider these 4 steps.

Step #1: Use a Focus Group

Create a focus group that consists of the most recent six people you hired. These are the individuals who best know what does and doesn’t work— they’ve just lived through it! Task the focus group facilitator with developing a list of items that should be included in the on-boarding program. And, once your HR leader develops the final program, schedule the focus group to meet again to ensure the legitimacy of the program.

Step #2:  Build Employee Development into the Process

Ensure job description review, refinement, and updating are all a part of your process. Have every new employee consult with co-workers and corresponding leaders to update their job description so that they have full ownership. Have them present to their leader the key areas of development for promote-ability based on future career assignments. Get them thinking about their own development now, not after they tire of their position.

Step #3: Build in Key Meetings with Various Stakeholders

Arrange for new employees to meet with a different manager in separate departments several times over the course of some months. Earlier in my career, we built a process at the Quaker Oats Company where all new employees or transferees would go to lunch with different department managers and several members of their department. It is a fantastic way for new employees to feel part of the Mission of the organization.

Step #4: Ensure New Employees Own the Process

Create a checklist for employees to follow and update going forward. Have them meet with their manager twice a month to discuss how the process is working. Ensure participation is built into their 90-day review. Holding them accountable will ensure they take an active role in the process.

One thing is for sure—most organizations have veered away from progressive HR programs in the last several years, losing time and money, as well as valuable employees.

Isn’t it time you started focusing on the fundamentals and take the time to bring your people on board correctly? After all, people are your most valuable resource. It’s one of the best investments you can make in the long-term success of your organization.

What on-boarding programs have you had success with?

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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.

 

How To Learn from Employee Turnover

How To Learn from Employee Turnover


Why are people leaving your organization?

My client’s eyes glazed over when I asked her this. She didn’t know why more than 13 percent of her workforce left every year – and hadn’t even thought about figuring out the reasons.

In my experience, most organizations fail to document why people leave.

If they do conduct exit interviews, they often don’t probe deeply enough. Or, they fail to effectively learn from their findings and implement change for the better.

People Join organizations they leave managers.” Bill Hybels

How to Keep People

According to The Wall Street Journal, by the time a talented worker has decided to leave, it’s probably too late to make the necessary improvements to keep them. But, finding out why people aren’t staying with your organization is critical to your future success, especially in tough economic times.

Keeping competent employees is one of the best ways to save your organization a lot of money and keep a cohesive and healthy workplace culture. The high cost of hiring and training employees warrants that you learn from what isn’t working, every time.

There are several reasons why people leave.  In previous articles we have discussed many.  One area that continues to gain attention is organizational vision or lack thereof. Make sure your vision is properly integrated within your HR programs.  Employees need to be part of it and understand where you are going.  A recent article from Barnard Marr on CNBC.com cites “No Vision” as being a leading cause of turnover.  I agree.  Most employees want a hope and a future and a great vision that is bought in by all helps create energy in the workplace.

So, appreciate the rich source of information that a good exit interview brings!

A good exit interview finds out these three (3) things:

  • What the work climate is really like?
  • Whether and how are your managers are failing.
  • What’s missing?

Do your employees get what they really need to do well? If people are leaving too frequently, it’s time to find out why.

Make sure your exit interview includes these three (3) questions:

  • When did you realize you wanted to leave?
  • Did you and your manager set goals and objectives together?
  • How often did you receive helpful feedback from your leadership?

Ending Well

First, conduct your exit interview with a spirit of grace and graciousness. Your concern and honest inquiry into the reasons your employee is leaving will yield valuable insights if you put them at ease. This is where your core values come in.

Second, remember to set up an exit interview at a time designed to give you the best information. Don’t rush in at the last minute, just before your employee’s departure, or try to get information after they’ve already moved on.

Finally, wish the employee well in their new endeavor. At some point, they may want to come back. If they feel cared for during this last important experience, they will know that the door is still open. Losing a talented employee is disappointing, but it might be redeemed if they happily return in the future.

Have you used exit interviewing before? Please take a few moments and tell our community of readers your experience.

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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.

Four Top Reasons Talented People Quit Their Jobs


The economy the past several years has made jobs scarce, but talented people still quit for reasons that might surprise you. This turnover issue transcends all profit and non profit organizations.

In my 25-plus-year career in human resources, I’ve noticed that, while people will endure fewer amenities and less pay, there are three reasons skillful workers will bolt to another job:

(1) No progress

When employees sense no potential for career progress, or leaders are unaware that advancement is important, they look for better options.

(2) Feeling unappreciated

When employees receive little or no gratitude for their contributions, it’s demoralizing — they seek more rewarding work elsewhere. The biggest surprise? Many times, during exit interviews, departing employees disclose that a simple, verbal “thank you” would have made them feel sufficiently appreciated.

(3)  Sheer Boredom

Without savvy leaders or a solid idea of the big picture (Vision), employees don’t see concrete, interesting ways to contribute outside of the ordinary scope of their jobs. Things grow tedious and employees hunt for new challenges to make work feel more meaningful.

So, while you might think your employees desire high pay, a corner office, or a cushy benefits package, the truth is that the best employees are satisfied with simpler, more personal benefits.

Be thoughtful — find out what motivates your employees! This simple investment will ensure improved worker retention, enhanced overall morale, and increased organizational loyalty. And isn’t that what you really want?

Action Steps

What can you do as an employer right now to keep your best employees? This article provides some great ideas.

One more thing…what’s the Surprising New Reason People Quit?

Forbes magazine reveals a new reason spiking among employees who quit:

The Final Reason (4) –  Not enough flexibility for work-life balance

Not long ago this reason primarily concerned mothers, but now both men and women will leave pay increases and promotions behind to have a manageable work schedule that doesn’t crowd out the rest of life.

Keep in mind that, as a new generation of workers comes of age and/or starts having children, many will value fulfilling connections with family and friends above a full workload. Climbing the workplace ladder is simply not as important to young workers today as in prior generations. Many are talented and capable, but will choose a desirable work-life balance over monetary or organizational rewards.

So, if you are concerned with retaining talented employees while also saving time and money in hiring and training costs, remember these Top 4 Reasons and the new trend that makes talented people quit. It could make keeping great people you need much easier.

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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.

Preparing Your Organization For The Aging Workforce


Huge changes in the labor force draw near. Here’s how to get prepared!

Baby Boomers are a very influential demographic of people born after World War II, in the years 1946‒1964, and will soon represent a whopping 40 percent of the workforce. In 1950, only one in six workers were over the age of 55. In less than two decades, one of every four workers will be over age 55. Multigenerational organizations are now the norm, with many organizations employing people who are in their sixth or seventh decade of life.

The impact is enormous. It will continue to affect the workplace everywhere in the U.S. Some Boomers plan to retire, leaving giant gaps and a vortex-style “brain drain” across most industries. Others will stay working or shift to part-time employment, creating new challenges most organizations are unaware of or unequipped to handle. Either way, the costs could be devastating, so preparing now is crucial.

Activate These 3 Concepts to Avoid Trouble:

(1) Retention

Economic woes have resulted in most Boomers not being ready for retirement at the normal age range of 62 to 70. The AARP reports that a full 25 percent of Boomers have no savings on which to retire whatsoever, and a mere 14 percent plan to retire when the time comes. Nevertheless, only 52 percent of organizations have policies to rehire retired workers. Ensure that your organization is ready for this inevitability.

(2) Train for the Talent Gap

Many Boomers have vast working experience, crucial expertise, and command top pay. Too few organizations are utilizing Boomers to train younger workers while they are still around. Job mentoring, job shadowing, and job sharing with younger workers are three important options to make the transition less painful. Move quickly to create programs to train younger workers alongside Boomers before it’s too late. Additionally, more sophisticated recruitment and hiring programs are needed to find qualified and competent talent in a shrinking pool with a wider age spectrum.

(3) Accommodate

Most organizations are not prepared to accommodate aging workers; so work-related disability claims are expected to rise sharply. That’s expensive! Take steps now to create a safe and accommodating work environment to avoid injuries and to make working less stressful for an older workforce. A Human Resources consultant can assess what changes are necessary to avoid workplace injuries and boost morale.

Those Boomers who want to continue working often face discrimination and prejudice. In truth, this population typically comprises excellent workers who are far more flexible, able to learn, and more technologically savvy than the persisting stereotype would have us believe. Plus, employment laws protect them against unfair hiring practices. Avoid lawsuits and potential problems by knowing the law and complying with it. If you have not read this article regarding HR legal compliance, please do so.

According to the Sloan Center on Aging and Work, organizations can do a lot to ensure that Boomers work to an older age and do well on the job. Flexible work options, participation in decisions, chances to develop new skills and competencies, and regular engagement will help Boomers succeed in your organization for years to come. By valuing them properly, you will mutually reap the rewards.

As the demographic shifts, many organizations will experience disruption or harm—but it doesn’t have to be your organization! Right now is the time to make sure that you are prepared for the biggest demographic shift in the history of American labor.

 

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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.

 

 

Outcomes Magazine Spring 2017 Managing Employees to Success


Honored To Be Featured in Outcomes Magazine Spring 2017 Edition

Making your mission, vision and values a reality

Read or Print the Full Article Here

 

MARK A. GRIFFIN is the founder and chief consultant of In His Name HR LLC. Follow him on Facebook at InHISNameHR or Twitter @InHISNameHR. In His Name HR helps organizations build HR programs based on MVV. Contact them for more information at (InHISNameHR.com) or e-mail them at HR@InHISNameHR.com.

CLA Dallas 2017: Clarify your organization’s leadership strength by attending Mark Griffin’s CLA Conference workshop “Managing Employees to Success.” April 4–6, 2017.

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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.

 

 

How To Ensure You Hire the Right Person


Find the right person for the right job!

It sounds simple, but it won’t come easily without planning and a process. Getting the wrong people not only kills performance but can also damage your reputation.

And, of course, you don’t have the money to do it wrong. Training misfit or unqualified new employees always costs more in the long run than hiring the right person in the first place. Additionally, turnover is higher if employees haven’t been recruited properly. Employees grow disappointed when their position is out of their depth or the job isn’t what they thought it would be. They leave as soon as they find a better fit.

How do you hire people the right way? How do you find talent well suited for your organization and its open job position?

Remember these 3 simple tips

(1) Develop and Finalize a Thorough Job Description.

Craft a job description that matches your need, using the two most critical modes:

  1. Use the right template from the beginning, each and every time you create a position, to ensure that all information necessary is covered; and
  2. Train employees to create their own descriptions, because they know their job better than anyone.

Without a clear job description, when employees discover that a lot more is expected of them, frustration and stress result. Draft a description that is not too generalized—vagaries only hurt your organization and catch new hires off guard.

At high-performance organizations, employees know why they are there and what their specific job duties are. The description should note expectations of the job, skills or education needed, and duties and related responsibilities; plus, who they report to, and when. Include how they will be evaluated, and who will train them or be available to consult if they run into trouble.

Realistically, not everything can be covered in a job description, add a segment stating that related duties and responsibilities may arise or exist that are not detailed in the job description. Otherwise, a worker may take advantage of a concise description to avoid putting in the necessary extra effort by claiming, “That’s not my job.”

(2) Filter Your Resumes

A filter is created from the core requirements of the job description. It gives the resume screener a baseline to efficiently weed out resumes and applications that don’t meet the minimum qualifications of the descriptions. Consider outsourcing the screening process to a professional firm that will funnel the best prospects to you, or enlist someone to handle the slush pile of applications, and then feed you the cream of the crop. Filtering the process is important.

(3) Memorialize the Recruiting Process

Develop key steps to use in the process every time to ensure recruitment efficiency and fairness. Consider including the steps within these four categories as you create your own organizational recruitment process:

How your candidate pool is created (job description, advertising, screening, etc.)

How the interview process is conducted (interview questions, background check consent, candidate evaluation forms, etc.)

How a selection is made (who decides on the new hire, how are they and other candidates notified, etc.)

The elements of your hiring process (pre-employment physical, drug and alcohol testing, notifications, etc.)

It pays to spend the time and money up front to ensure a well-tuned process. An outside Human Resources firm can set up all the details involved in your recruitment and hiring process to streamline and maximize the procedure. The result will be a clear and useful tool to boost organizational performance and save costs.

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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.

 

 

Developing A High-Performance Employee Review Process


ABHE Annual Meeting
February 8-10, 2017 | The Wyndham Orlando Resort

Many organizations attempt to implement employee review processes and inadvertently cause more harm than good. Many processes come across as punitive, time consuming, and non-value added.

What if you had a process that excited employees, one that they would lead? I’m talking about a process with a career development component that fills them with pride, with a sense of “hope and a future” with your organization?

In this session, learn how to keep employees motivated and engaged with a performance review process that is effective and, yes, even enjoyable, one that your employees will embrace and enjoy instead of dread.

In Developing a High-Performance Employee Review Process, participants learn how to:

  • Develop an employee-led process
  • Provide specific, realistic, and tactful feedback
  • Differentiate between standards and goals and the importance of both to improve employee performance
  • Avoid those common performance review errors that reduce effectiveness for the employee, the manager, and the organization
  • Develop a process that is comfortable for both manager and employee—one that achieves higher levels of performance

Visit us- Booth 213 – ABHE Annual Meeting!

About the Speaker

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 organizations 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 by utilizing best practices while leading organizations with strong values.

Mark and his wife Gail have two adult children, and celebrated their 30th wedding anniversary June 2016. They attend LCBC Church. Mark has coached leaders on “Business as Mission” as far away as Eastern Europe, India, Haiti, Honduras and the Dominican Republic.

Speaker, accomplished HR consultant, and the author of How to Build “Kingdom-Minded” Organizations and College to Career: The Student Guide to Career and Life Navigation, Mark A. Griffin encourages leaders to build values-led organizations during these difficult economic times.

 

Keep Your Human Resources Programs Legal and Compliant


Are you complying with all the proper state and federal labor laws?

If not, it could cost you everything.

In large organizations, an entire human resources (HR) department navigates the complex minefield of federal and state labor laws. Some small organizations (under 100 employees) think of HR as an afterthought, or HR responsibilities like hiring, benefits, compliance, and payroll falls to a few people who aren’t properly trained. This can be a pricey mistake. Laws concerning overtime, unlawful termination, and equal rights are just a few areas that trip up organizations, big and small, all the time.

Labor laws fill volumes and are quite complex. Plus, labor laws vary from state to state! Even Walmart ran into trouble recently and incurred $4.83 million dollars in back wages, penalties, and fines for violating The Fair Labor Standards Act. The mistake? Managers were misclassified and not appropriately compensated for overtime work. Unlawful termination is another problem that has cost organizations like UPS, Carmike Cinemas, and Dial Corporation dearly. Yes, it’s tricky. Do you know the laws?

It gets worse—the government is ramping up efforts to check up on organizations and crack down. The Obama administration has allotted $25 million for the sole purpose of investigating those misclassified as “independent contractors,” hoping to reclaim alleged lost tax revenue and increase the IRS’s revenue. Be smart. Remember that stiff penalties and lawyer fees can decimate your organization. Are your workers properly classified?

Stay legal and remember these 3 key points:

  • Child labor, non-resident labor, and equal rights legislation are the three areas where many organizations most often fail to comply.
  • Both state and federal labor information is free and available online.
  • Outsourcing with an HR professional firm can save your organization a lot of time and money.

Most organizations with fewer than 100 people benefit from outsourcing labor law compliance and other human resource tasks to HR professionals. The alternative is risky: employees are often uninformed about and under-trained in labor law compliance. Look out! Federal fines could be in store for you. In addition, HR often falls outside an employee’s main job focus, so getting it wrong or spending valuable time away from primary tasks can cripple productivity in a small organization. Get the right person trained or on your team to comply with labor laws.

Regrettably, staying legal has never been more difficult or important.

Make 2017 your organization’s best year ever.  Make sure to get the Human Resources help you need right away.

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Meet us at the ABHE Annual Meeting February 8-10, 2017 | The Wyndham Orlando Resort! We will be speaking during the Annual Conference as well as exhibiting. Contact us directly to set up a personal meeting in advance of the annual meeting. Looking forward to creating new friends and fostering deeper relationships with contacts we know.

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.

 

Mistakes Organizations Make When Establishing Core Values


Today, we build on the two previous posts, on creating Mission and Vision Statements by discussing Core Values and creating your organization’s Value Statement, which completes the triad.

When organizations desire to perform at the highest level, they leverage three (3) commitments—three commitments that set the stage for overall efficiency, growth, and prosperity.

Core Values focus on how you run your organization and interact with customers and suppliers. Not everyone possesses the same core values, so it’s important for an organization to stress what theirs are to employees, vendors, and customers at the onset of hiring, doing business, or providing a service.

Take this example: Facebook started out in a dorm room and, in just ten years, grew to having 1.23 billion monthly users, about one-sixth of the entire world’s population. To celebrate that accomplishment, Mark Zuckerberg expressed how a Core Value guided them along the way:

“…We just cared more about connecting the world than anyone else. And we still do today.”

With its expressed Value of caring, Facebook is guided toward their vision and mission of accomplishing bigger and more important goals. It is yet to be seen whether Facebook will be foiled by one of the 5 very common mistakes we are about to explore here.

Mistake # 1: Being too vague

Your Core Values should be both meaningful and easy to understand. So, if caring is a core value, what does “caring” really mean? Your Value statement should flesh this out in a simple and powerful way. Zuckerberg outlined his 5 Core Values as “The Hacker Way.”

 Mistake # 2: Lack of accountability

Your Core Values must be built into your performance management process or the oversight to ensure success will be sorely absent.

Mistake # 3: Creating too many Values

By limiting this list to reflect only your highest priorities, your core Values will be focused and accountability will increase.

It’s tempting to make a long list of Values that you think are important; however, when you keep the number to about three or four key items, you make enacting them easier and more likely.

Mistake # 4Failing to share core Values with prospective employees

Potential employees should know how things work and what it’s like at your organization from the start. When someone does not subscribe to your Values, don’t hire them.

Mistake # 5Not including a core Values preface statement

Some core Values can end up seeming disingenuous or hypocritical once mistakes are made. The best way to inoculate your organization from this is to disclose that possibility up front.

Include a preface statement like this:

“Although we strive for perfection, we sometimes miss the mark. When we do, we apologize and work to improve as we move forward. The following is a list of the values we strive to maintain.”

Your vendors, customers, and employees will appreciate your honesty and be more likely to give you the benefit of the doubt, should problems arise.

Core Value Statements are crucial to the culture of your organization and shouldn’t be taken lightly. The best way to ensure that your trio of Mission, Vision, and Value Statements will succeed is to ensure they are integrated into all you do from an HR perspective.

By avoiding the common mistakes and using top-notch methods, you’ll ensure that employees can achieve your Mission and Vision by adhering to the core Values most important to your organization. A high-performing organization is one that can last and even thrive in tough economic times. It must by guided carefully using processes that ensure consistency and stability through the Values you hold most dear.

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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.

Meet us at the ABHE Annual Meeting February 8-10, 2017 | The Wyndham Orlando Resort! We will be speaking during the Annual Conference as well as exhibiting. Contact us directly to set up a personal meeting in advance of the annual meeting. Looking forward to creating new friends and fostering deeper relationships with contacts we know.