Creating Relationships To Recruit Great People

Creating Relationships to Recruit Great People


Whether you are a Christian For-Profit, Ministry, Church, Camp or Higher Education Institution, recruitment can be difficult.  Even before Covid-19, employers had difficulties finding qualified candidates. Many organizations did not know where to look for candidates or could not find employees skilled to match available positions. Many organizations face the same situation, the problem is less a dearth of potential suitors than knowing where or how to search for an ideal match. I believe the best way to find qualified candidates is to focus first on establishing long-term relationships. Only then will your network proactively refer candidates to you because they know of and trust your organization.  We believe having a great strategy in place will pay dividends in the recruitment of exempt and non-exempt staff, regardless of your organizations, product, or service.

Consider your favorite brands and businesses. Maybe they include a clothing company, a coffee shop, or perhaps a particular hotel or car. Whether you realize it or not, you’ve developed a relationship with these brands. Think back to when you first discovered that brand or business. For example, you chose a random coffee shop one day. What drew you in the door? Was it the aroma of the roasting beans? The cozy ambience, the savory scones? Or the friendly employees? What made you choose to return, again and again? What made you rave about this place to your friends, family, colleagues? Subconsciously, we develop relationships with the things we care about, just like we do with the people we care about. Relationships are the key to the success of any organization.

Now more than ever organizations must break out of mediocrity.  Organizations have an obligation to their people to strive for excellence, to be world class, and to be high performing. Far too many organizations, ministries, churches, and nonprofits fall victim to a defeatist attitude, thinking no one wants to work anymore, we can never find candidates, Covid-19 has ruined our chances of growing, often giving up before they’ve hardly begun.

IN HIS NAME HR believes an organization should strive to become—and maintain—excellent; and will remain intact no matter the storm. People can become discouraged, even disillusioned, by the slow deterioration of service or quality they witness within organizations. Leaders must become focused to allow organizations to grow versus failing. We should do everything with excellence, or not do it at all.

If you, as an employer, have drifted from your organizations vision, try recalling what initially ignited your excitement and passion for that organization. How did you feel when you gained your first big client or made your first big sale? Elated, no doubt! Inspired! How did you feel when you got the keys to your first office and saw your nameplate on the door?

If you’ve lost your pizazz at your current organization, can you recall when things went awry, or your enthusiasm began to fade? How can you gain that excitement again? Simply put, if you as a leader, are not excited about your organization, chances are employees won’t be either. To attract excellent employees who will experience that same initial enthusiasm, you might have to do a bit of housecleaning first. Let’s look at what that might entail:

  • First, create an awesome workplace. Create the kind of work environment where you would want your loved ones to work. The best way to attract people is to first make the people who currently work for you and agree your organization is a best place to work! Create a process and check in regularly with your employees to make sure they are satisfied with their working environment. When employees feel encouraged, noticed, and heard, they’re much more likely to be productive and perform well. Take time to listen to them. Find out what motivates them and makes them tick. Go out of your way to make each employee feel recognized. Learn their favorite coffee flavor, their pet’s name, or their favorite hobbies. If they’re due a raise or a proper bonus, give them one. Make sure that if an employee were to run into a future employee on the street who asks about their work environment, they’d have nothing but stellar things to say about you and your company.
  • Next, develop a clear employer brand. Organizations should be marketed to candidates. Given that the competition for quality candidates is fierce, you want your organization to look its best and stand out. Create a recruitment benefits fact sheet that affirms to your potential employees why they would want to work for you. List the benefits, but also include employee testimony. See an example of a recruitment benefits fact sheet here. Create only job posts that reflect the culture of your organization—that’s critical. Build excitement. (Creativity and humor go a long way.) Do you have a cool coffee bar in the break room, annual employee barbecues, team building events, or an onsite gym? Perhaps you’ve got a great city view, offer flexible working hours, or host an annual super fun holiday party. Asking employees why they love working for you also reminds themof the reasons and renews their enthusiasm. You can see why taking the time to take this step is a real win–win.
  • Lastly, create your network. Most organizations, because of turnover among or an absence of HR professionals, do not have a formalized network through which they can broadcast vacancies. And that’s a problem. Organizations should consistently mine for talent, and the surrounding community should be aware of the organization and have a general idea of what they do and what their hiring patterns and processes are. At any given time, you should ideally have a pool of candidates to choose from. No one wants to find themselves scrambling at the last minute, searching frantically for employees the way folks did during the 2021 COVID-19 employment crisis Having a reserve of candidates to call on, and a robust network, ensures you hire only the top, sought-after candidates.

In high-performing organizations, the community knows who you are and what it is you do. If they don’t know, you have a community relations problem. To succeed, organizations must spend time marketing themselves as a great place to work. Doing so is also an effective form of marketing to potential customers. People want to buy products and services from organizations that treat their employees well. The problem is that many organizations do not create such a network list. Ask yourself: “Does every one of my friends and family know what I do?” If those closest to you are not aware of your company or could not easily tell someone else what you do or what you represent, your networking may need serious work. Network today, and it will pay dividends in years to come.

Due to developing relationships takes years, it’s imperative to start as quickly as possible. To begin, have your person that is responsible for HR set up appointments and start meeting and networking with organizations in your area, such as these listed below, to improve awareness of the opportunities you offer.

Colleges – Many have student work and career centers. Consider creating internships, which are the perfect opportunity to showcase your company and assess potential employees with little risk to you.

High Schools – Get to know the guidance counselors, as many can be very helpful. If certain schools offer career days, consider setting up a booth and speaking with students. Make sure you bring adequate marketing material to pass out.

Vocational and Trade Schools – Forging relationships with these will provide you the technical employees you need.

Refugee and Immigrant Placement Organizations – This is a wonderful opportunity to help people start a new life. Just because someone is a refugee or immigrant doesn’t mean they don’t possess desirable skills and expertise.

Other Local Nonprofits and Organizations – Seek out ones that match your organizational values. Check LinkedIn and other social media platforms and/or make a list of friends you know who are involved in or have started a nonprofit organization.

Agencies on Aging – Many organizations help our seniors find meaningful work.

Churches – This is a logical place to connect with people. Start with five churches in your area and grow this network over time. Some churches host career or networking events; consider setting up a booth there. Many churches also offer mothers groups, like MOPS (Mothers of Pre-schoolers). As stay-at-home moms transition back to the workplace, they will be looking for an ideal environment. Consider speaking at one of these groups free of charge to put your name out there.

Radio Stations – Many (Like WJTL) have job posting programs to help the community.

Local Veterans Groups – A great way to connect with men and women who have served our country.  Many will have extensive training and education.  Nationally, the Children of Fallen Patriots Foundation has an extensive list of resources that organizations could support and develop relationships with.

As you tap into all your networking communities, create a checklist with the contact information of each organization’s contact person and be consistent in sharing vacancies/opportunities when they come available. You can easily create an e-mail blast to let people know when vacancies are posted. Also, in the checklist, include all the regular places you post the ads or send the vacancy info.

At the end of the day, you want your workplace to be excellent and a great place to work for all employees. By ensuring you are creating an ideal work environment, and make your branding known to your community, you’ve already taken the first important steps. Networking may take some initial effort, but in the end, it will be more than worth it. Relationships are priceless. Start creating them today!

If the pandemic, has you stressed out, let our 10 years of serving clients nationwide benefit you. We are the leaders in human resource consulting and outsourcing services from a Christian perspective. Let our experts assist you in in developing a plan for you to help in these hard times and save yourself unnecessary pain and stress!

In His Name HR helps organizations build high-performance human resource programs. E-mail us here.

Mark A. Griffin is president and founder of In His Name HR LLC. Connect with him on LinkedIn and Twitter

 

February 16-18, 2022 In HIS Name HR LLC Orlando ABHE

2022 ABHE Annual Meeting ~ Rosen Plaza Hotel, Orlando, Florida


The Association for Biblical Higher Education (ABHE) Annual Meeting

February 16-18, 2022 | Rosen Plaza Hotel, Orlando, Florida

 

In HIS Name HR, in conjunction with ABHE, is excited to announce the 2022 Annual Meeting presentation topics.

Emerging HR Practices Post Pandemic

Post Covid-19, our campuses are settling into a new reality. Some of how we conducted business during the pandemic has persisted and become normalized.  Learn how HR must adapt to support a new normal.
  • Recognize the importance of establishing work patterns that promote student engagement instead of what may be easy or convenient for the employee
  • Understand how to build team cohesiveness when not all employees can be F2F
  • Identify how policies and procedures must be added or changed to reflect current practices
  • Learn how to manage a distributed workforce

Learn More Here 

Visit us- Booth 322 – ABHE Annual Meeting!

About The Speaker

Mark is an accomplished HR expert with a fresh perspective. He believes in challenging people to think differently when presented with obstacles in any situation. His passions are inspiring, motivating, and helping others. Peers describe Mark as creative, proactive, determined, and eager to learn. Just a few of Mark’s professional skills include organizing, presenting, and problem solving.  Follow Mark here:  FacebookTwitter and LinkedIn.

In His Name HR helps organizations build high-performance human resource programs. E-mail us here.

 

Navigating Professional Communication In HIS Name HR LLC

Navigating Professional Communication During the COVID-19 Pandemic


It would be the understatement of the century to say that the Covid-19 pandemic has disrupted the flow of information in the workplace. It hasn’t simply disrupted communication in the workplace; it has rewritten the landscape of how managers and employees interact daily and how employees do their work. When it comes to a productive, efficient and effective workplace, nothing can replace robust communication between everyone. It builds trust, sets realistic expectations and gives everyone a sense of orientation, even—and perhaps even most importantly—when times are tough.

That is why it’s more important than ever to not only maintain communication with employees but improve it, as much as possible. HR departments, managers and employees all play a critical role in making sure that the lines of communication stay open and are used often. How do you do that? Consider this.

The pandemic has left people detached, distracted, and hopeless beyond belief. The unpredictable layoffs, dismissals, lack of income security, and compromised productivity have created an atmosphere of uncertainty and fear. One report suggests that about 655 million full-time jobs worldwide were lost in the first two quarters of 2020 alone.

This lingering fear of losing a job or business, or negative changes in monthly income has affected the psychological well-being of employees and employers alike. Adjusting to the new form of work while maintaining one’s sanity and staying safe from the virus is a huge challenge that has negatively affected communication within most organizations.

If you are experiencing some or all of these same difficulties and need some winning tips, we can help. This article brings valuable insight to help employers learn communication development ideas from a Christian perspective as well as effective tips for employees to acquire the support they need from their employers.

Acquiring Support the Right Way

Since the start of the Covid pandemic, employees worldwide have experienced a lack of support from their employers in the area of communication. This has greatly affected employees’ mental framework and productivity.

Many employees and managers alike have chosen to keep communication to a minimum, assuming it would prevent unnecessary conflict. But keeping concerns bottled up inside is an exhausting way to handle a situation. Speaking one’s mind will help relieve stress and also reveal unrealistic assumptions. But concerns must be appropriately voiced for effective results. To avoid a negative impact, follow these 5 strategies:

1. Voice Your Concern in a Timely Way

The first thing for workplace harmony is choosing the perfect time to share a concern. Discussing issues during a meeting or when leadership is interacting with others may be a big no-no at your organization. The most effective way in ensuring non-confrontation is to schedule a time with your leader and have an honest one-on-one discussion with them. Make sure the time is right, as it will set the course for productive conversation, allowing your employer to listen to you attentively and respond. Many leaders are more receptive in an individual setting vs. a group format when an employee goes out of their way to communicate.

2. Avoid Being Vague

If you are intent on finding a solution or you have concerns, be specific to avoid sounding negative or unserious. Instead of generalizing the problem, discuss the details, as generalizing diminishes the seriousness of your case. The more specific and clear you are, the more benefits you will likely achieve.

3.  Keep Solutions Ready

The most effective employees are those who see a problem come up, identify a solution, and seek approval to implement. Employees who repeatedly raise problems without suggesting solutions tend to diminish their reputation, so try to be solution oriented. Suggesting a solution along with the problem will make you look like a problem solver and helps leaders be more receptive to considering your point.

On the other hand, those who perpetually complain hurt only themselves. Complaints are not limited to employees; leaders can be negative as well, especially given the pressures and restrictions of Covid-19. So you need to know when best to present something as a problem and when to visit your superior to seek their opinion and advice before you work on something.

4.  Let the Employer Decide

You cannot force an idea or a solution upon your organization. Voice your concerns in the form of a request vs. a demand, present some suggestions, and leave the final decision to senior leadership. Even if you do not get your request approved quickly, it will be on the record for future concerns. Most employers want to hear concerns, and presenting them respectfully creates a greater chance of implementation.

5.  Ask Others to Voice Their Opinion

If it’s an issue that affects others, encourage them in a respectful way to speak up for maximum results. When more people are affected by a problem, the chance of leadership taking action also increases. Together, all can help leadership understand the totality of workplace obstacles.

Communication Ideas for Employers

To make sure the organization is operating well and heading towards its intended goals, employers need to pay attention to the communication within their organization as it relates to the development, care and support of its employees. This is most important during this difficult Covid-19 pandemic period.

Below are 9 critical takeaways for leaders and human resource management to ensure added productivity and development, even in times of crisis.

1. Communicate Often, More Than You Think Is Necessary

Over-communication is rarely the problem in any organization. That is why is it important to communicate frequently. According to the Harvard Business Review, those who work remotely don’t feel like they are being treated equally. This is where consistent communication can make a dramatic difference.

Communication is key to success, especially during tough times. Constant reminders, motivation, and communication reduce employees’ concerns and help them stay on top of their tasks. The way communication is maintained with employees can have a dramatic impact on an organization during tough times. So, keep it transparent and regular. Consider developing a communication strategy that allows your HR team to take the lead to communicate key information on a regular basis. Doing so can help reduce the stress your employees may have of the unknown.

2.  Have One-on-One Discussions With Your Staff

Having one-on-one discussions with your staff allows you to put your Christian values to work. Being tolerant and treating employees with grace shows that you value their growth and are willing to helping them develop to their full potential, regardless of circumstances in the outside world. Your staff grows, your company grows.

3.  Be Empathetic

Empathy goes a long way and can buy you a lot of goodwill. Remember, everyone is working and building their careers, and concerned for their future and stability. People will continue to make mistakes in their work. This is where empathy can show that you care and are worthy of their trust. This leads to more honest and open communication.

4.  Watch for Nonverbal Cues

The signs of stress or impending problems are often more easily seen than heard. In the age of video calls, watching for nonverbal clues can give you an edge when anticipating challenges. By being alert to and addressing these clues, not only are you being proactive but you show that you care enough to pay attention. That can go a long way toward bolstering communication between employees, managers and HR.

5.  Give Employees Options to Have Their Concerns Addressed

Communication is a two-way street and by making it easy for employees to have their concerns heard and addressed, you are proving with your actions that you care. One-on-one conversations, suggestions boxes, easy access to HR and an open-door policy to managers are ways to show that employees matter. When people believe their voices matter, they speak.

6.  Develop Feedback Mechanisms

Create a secure channel to communicate and encourage feedback from employees. To gain organizational feedback, allow employees to utilize several means of communication, such as reaching out to HR, talking to a senior or manager (open-door communication), or providing anonymous suggestion channels. Offering various methods allows the concerns to reach the right authorities and encourages the employees to give feedback, which helps immensely in professional development. For more intense leadership development feedback, consider HR Impact 360, a program where leaders are assessed by their direct reports, peers and superiors.

7.  Ease the Work-from-Home (WFH) Experience

As we all know, maintaining productivity is challenging while working from home. Therefore, employers who can arrange for equipment to support working at home will help employees succeed. By now, most organizations have implemented software and tools (Zoom, Slack, etc.) to help employees perform without much hindrance. On the other hand, holding meetings and discussions on time that limit the effect on their family can ease the WFH experience. Opting for audio vs. video calls when few people are needed can also speed up things.

8.  Provide Job Security

One of employees’ greatest fears, based on our conversations with them, is the possibility they might lose their jobs and have their careers derailed. Being a leader, it is difficult to navigate this territory. Many states are “employment at will,” which means employers and employees can part company at any time for very little reason. And employers must be careful not to insinuate job security in precarious times. Be cautious about assuring employees that their jobs are secure. And if you know it not to be the case, let them know in advance to give them enough time to prepare.

9. Keep Plans Transparent

These unprecedented times call for leaders to be extra composed as their subordinates look to them for cues often timed for strength and inspiration. When appropriate, share strategies and planning with employees and communicate the organization’s performance focus so that employees can, if need be, modify their work accordingly.

10. Encourage Participation in Group Conversations

A study done by Baylor University, a private Christian school, found that younger staff were less likely to offer an opinion or participate in a discussion if the more senior staff remained silent. Due to the perceived hierarchy and their “place” in the organization, people didn’t feel free to speak. By making it clear that participation is encouraged and expected, you can improve the quality of your group discussions.

Need Specialized Guidance?

The pandemic has transformed the way organizations operate, and for these changing times, you need better and more specialized strategies. In HIS Name HR helps implement effective HR plans and programs for organizational success. Our experienced HR leaders ensure that your organization enjoys improved productivity and better employee relations in just a short period of time.

If the pandemic has you stressed out, let our 10 years of serving clients nationwide benefit you. We are the leaders in human resource consulting and outsourcing services from a Christian perspective. Let our experts assist you in these hard times and save yourself from unnecessary pain and stress!

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Mark A. Griffin is founder and Chief Consultant at In HIS Name HR LLC. He has over 25 years of HR experience. Follow him on FacebookTwitter and LinkedIn.

In His Name HR helps organizations build high-performance human resource programs. E-mail us here.

 

 

 

 

 

 

PT Medical Supplies & Supplements Coordinator

PT Medical Supplies & Supplements Coordinator


Now more than ever people need to take charge of their health. Come join an organization that is making a difference, a difference in so many lives. DNA of Hope offers years of experience in nutritional and functional medicine. We help recommend solutions that help you live in better health, vitality & joy. We take into account your lifestyle, diet, environment, and even DNA to recommend a tailor-made solution for you. Now Recruiting Part Time Medical Supplies & Supplements Coordinator.

The Medical Supplies & Supplements Coordinator must be someone who is passionate at what they do.  Passionate means to exceed and excel daily and always looking for ways to be a leader so that the business grows to its best potential.

Essential Responsibilities:

  • Maintain and order medical supplies and supplements including but not limited to:
    • Responsible for developing and maintaining the inventory ordering schedule.
    • Responsible for tracking of deliveries of medical supplies and supplements.
    • Manages disposal of inventory.
    • Responsible for developing and maintaining supplement buying program based on vendor sales and volume discounts and reports from owner.
    • Responsible for monitor growth and development reports on supplements.
    • Responsible for sending supplements to be mailed to clients, including but not limited to:
      • Setup invoice to clients
      • Check correct client shipping address
      • Check each supplement packed for accuracy (3xs)
      • Tracks packages delivered to clients
  • Perform other duties as assigned.

Required Personal Attributes:

  • Excellent verbal and written communication skills.
  • Excellent interpersonal, negotiation, and conflict resolution skills.
  • Excellent organizational skills and attention to detail.
  • Strong Data Entry skills.
  • Excellent time management skills with a proven ability to meet deadlines.
  • Strong analytical and problem-solving skills.
  • Ability to prioritize tasks and to delegate them when appropriate.
  • Ability to act with integrity, professionalism, and confidentiality.
  • Thorough knowledge of HIPPA-related laws and regulations.
  • Be a good team member with others.

Position Requirements:

  • High School diploma, or GED equivalent.
  • Proficient with Microsoft Office products including Access, Video Conference Systems, and Outlook (calendar, email, one-drive, etc.).
  • Complete support of and willing adherence to DNA of Hope’s mission, vision, and core values. Applicant must hold these standards as his/her own.

Location will be: 1135 Georgetown Road, Suite 110, Christiana, PA 17509

All qualified individuals may submit a resume and letter of interest to:

Email HR Team

E.O.E. m/f/h/v

 

DE Milford In HIS Name HR LLC

Kingdom Minded HR In Today’s Hostile World


HR practices that can best help your “Kingdom-Minded” organization and business protect its mission in today’s hostile world.

Where: The Bridge
1977 Bay Road
Milford, DE 19963

When: Thursday January 27, 2022
11AM-1:30PM

Join us for an event on best HR practices for your business or ministry!  Enjoy a wonderful lunch while networking and connecting with other Christian professionals in our community.

Presenter Mark Griffin has seen it all in his more than 25 years of Human Resources experience gained by working with a wide range of organizations, from small businesses to Fortune 500 companies to Christian Colleges, Ministries and Churches.

Leading an organization with Christ-centered values makes organizational sense.

Mark will share why he believes Christ-centered organizations experience:

  • Lower absenteeism
  • Higher quality products
  • Fewer employee morale issues
  • Safer work environments
  • Better perceptions by customers and vendors

Mark will also share how he helps organizations develop HR practices that reflect their core values and still build a high performance organization.

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

 

About The Presenter

Mark A Griffin

Mark A. Griffin, MBA
President and Founder In HIS Name HR LLC

Mark is a human resources professional with 25-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.

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 increasingly complex times.  Mark and his wife live in Lancaster PA and have two adult children.

RSVP No Later Than January 14, 2022 

 

In HIS Name HR LLC HR Generalist

Now Recruiting: Human Resource Generalist Lewistown, PA


We are excited to be retained by this wonderful organization to find their next Human Resource Generalist.

Behind Every Good Company Is a Great Work Ethic

Penn State Construction, has been managing, contracting, and completing construction projects in Pennsylvania and surrounding states since 2008. From new construction to exterior facades, design–build projects and fabric-tensioned structures, Penn State Construction accomplishes their mission to provide customers with the proper expansion and appearance they need, matched with superior quality.

Like any great team, they comprise different people from different backgrounds, fulfilling different roles. These differences make them strong and that strength boosts how they deliver a superior customer experience.

All great teams are built on teammates’ mutual respect. Penn State Construction is built on that same respect. By respecting what each person brings to Penn State Construction, they achieve great things together with all of their employees.

The Human Resource Generalist runs the daily Human Resource (HR) Department functions, including hiring and interviewing staff; administering pay, benefits, and leave; and enforcing company policies and practices.

Some Essential Responsibilities:

The Human Resources Generalist will be responsible for the following job responsibilities for both companies (Redrock and Penn State Construction):

  • Reviews, tracks, and documents compliance with mandatory and non-mandatory training, continuing education, and work assessments. This may include safety training, anti-harassment training, professional licensure, and aptitude exams and certifications.
  • Assist in recruiting, interviews, and facilitates the hiring of qualified job applicants for all hourly and salaried open positions; collaborates with departmental managers to understand skills and competencies required for openings.
  • Assist with constructive and timely performance evaluations.
  • Assist with answering the corporate phones when needed.
  • Conducts and acquires background checks and employee eligibility verifications.
  • Implements and maintains new hire orientation(on-boarding) and employee recognition programs.
  • Responsible for maintaining all personnel files for employees.
    • Performs routine tasks required to administer and execute human resource programs, including but not limited to:
      • Compensation
      • Benefits and leave
      • Attendance tracking (PTO, Leave of Absence, Worker’s Comp, unemployment, etc.)
      • Disciplinary matters
      • Disputes and investigations
      • Performance and talent management
      • Productivity, recognition, and morale
      • Occupational health and safety, and
      • Training and development
      • Employee Handbook
      • Organization’s Job Descriptions
      • Unemployment – Review monthly unemployment reports, respond to letters and/or phone calls, may need to attend unemployment hearings.
  • Handles employment-related inquiries from applicants, employees, and supervisors, referring complex and/or sensitive matters to the appropriate staff.
  • Attends and participates in employee disciplinary meetings, terminations, and investigations.
  • Maintains compliance with federal, state, and local employment laws and regulations, and recommended best practices; legal posters, reviews policies and practices to maintain compliance.
  • Maintains knowledge of trends, best practices, regulatory changes, and new technologies in human resources, talent management, and employment law.
  • Coordinates State of Pennsylvania Compensation (WC) program within the company and work closely with the WC Carrier.
  • Perform other duties as assigned.

Some Required Personal Attributes:

  • Excellent verbal and written communication skills.
  • Excellent interpersonal, negotiation, and conflict resolution skills.
  • Excellent organizational skills and attention to detail.
  • Excellent time management skills with a proven ability to meet deadlines.
  • Strong analytical and problem-solving skills.
  • Ability to prioritize tasks and to delegate them when appropriate.
  • Ability to act with integrity, professionalism, and confidentiality.
  • Thorough knowledge of employment-related laws and regulations.
  • Proficient with Microsoft Office Suite or related software.

Proficiency with or the ability to quickly learn the organization’s HRIS and talent management systems.

Position Requirements:

  • Associates degree or higher in Human Resources or Business Administration, or related field required.
  • SHRM Certification a plus.
  • At least two years of human resource management experience preferred.
  • Must be able to complete a company physical for the position.
  • Proficient with Microsoft Office products including Access, video conference systems, and Outlook (calendar, email, one-drive, etc.).
  • Proficiency with or the ability to quickly learn QuickBooks.

Location: Lewiston, PA

Cover letter should include why you should be considered for the position, what makes you the ideal candidate, and how you will advance the growth of the Penn State Construction organization.

Email your confidential inquiry to  Email HR Team no later than October 15, 2021.

 

E.O.E. m/f/h/v

Emerging HR Practices Post Pandemic In HIS Name HR LLC Wycliffe Bible Translators USA

Emerging HR Practices Post Pandemic


Post-Covid-19, workplaces are now settling into a new reality.

For nearly 80 years, Wycliffe has helped people around the world translate the Bible into their own languages. Wycliffe believes that the Bible is God’s Word to us, and something that everyone should be granted the opportunity to understand in a language and format that speaks clearly to their hearts. Nearly 2,000 languages around the world are still awaiting a translation project to start. Once people receive Scripture in their own language, lives often change in amazing ways. People are transformed as they discover Jesus Christ and enter into a right relationship with God. That’s why Wycliffe Bible Translators exists: to help speakers of these remaining languages experience the Bible for themselves.

Finding organizations with professionals who are doing an excellent job in this area can be difficult. But with God, divine appointments happen to me often. I had the opportunity to meet with Jennifer Holloran, Chief Operating Officer for Wycliffe Bible Translators. During our discussion it became very apparent that Jennifer’s leadership, as it relates to employee development and engagement, would benefit us all if it were shared.

Mark: Jennifer, thank you so much for taking the time to meet with me. I think what strikes me upon reading the culture of Wycliffe is how intentionally you are working to integrate your MVVs into your HR practices. As you know, we have built our firm, In HIS Name HR, on this practice. That’s because an organization with a well-crafted MVV always seems to keep its employees focused. Can you tell me how you have ensured your employees remained energized and focused in the face of this chaos we call Covid-19?

Jennifer: Thanks for asking, Mark. In many ways, Wycliffe was particularly blessed in the timing of the start of Covid-19 regarding this issue. We had completed an update to our mission, vision, and core values in March 2020, a process that involved gathering feedback from our global staff and working with our Board to craft wording that would serve us for this next season of ministry. So, as we entered the Covid-19 pandemic, we had already developed these guiding statements before finding ourselves in lockdown.

However, even that good timing would not have been enough to keep people engaged over 2020 and into 2021, especially given the many dividing issues that have come up on top of the pandemic. While we consider all of our guiding statements important, we have given particular attention to our core value of Loving God and Loving Others in response to this difficult time. We put out regular content to our staff through a spiritual formation series we call Deeply Rooted, we talk about this value frequently in our staff meetings, and we bring our staff back to the core of who we are and what we do, regularly.

While we would not say that we have done this perfectly, and the hybrid work environment makes alignment more challenging, we strive to help our staff stay unified and focused on what matters most.

Mark: We know that some of the ways in which we now do our work in our organizations, given the pandemic, have persisted and become normalized. What types of changes do you see to what we might call the “new normal?”

Jennifer: I think we have all realized that the hybrid work model is here to stay. Similarly, for organizations like ours that work in a global space, many questions remain about the future of work travel for face-to-face relationship building and problem solving. We have all found ourselves stretched by finding ways to build and maintain relationships, and to grow and strengthen our community and culture with our staff, in this season. We all have to become better at clearly defining our organizational culture in this kind of environment, because we can no longer rely on some of the methods we have used in the past.

I also believe that we will continue to wrestle with the challenge of staff engagement and staff retention. I recently had the opportunity to attend an HR conference where much of the discussion was about “The Great Resignation,” as the impact of the pandemic is causing people to think about how they want to spend their lives. This reality creates both a challenge and an opportunity for us. It means we need to become even more intentional about building trust and instilling purpose in our staff.

For nonprofits and Christian organizations, we have the opportunity to attract and retain staff in this environment because we offer meaningful work that makes an impact on the world. We can do this much more effectively when we have clarity about our mission, vision, and values. When we know who we are, and what we do as an organization, and we can articulate that clearly, it helps people to opt in and stay committed.

There’s one other aspect I want to mention here: The last 18 months has taken a real toll on people. Burnout, stress, anxiety, and depression are realities for many people, including ours, as they adapted to a changing work environment and shouldered concern for their families, friends, and churches. We have an opportunity to shine here by showing care for our staff above and beyond what they do for our organization. Let’s remember that our staff are more than just their work. If we can get into that habit now, it will serve us well today, and into the future, beyond the pandemic.

Mark: Were you able to establish new work patterns that promote engagement to help employees effectively deal with and overcome feeling isolated?

Jennifer: For many years, Wycliffe has had a combination of staff who have worked remotely from headquarters and staff who have worked completely in-office. So, we had some patterns established before the start of the pandemic to help people stay connected. Instead, what the pandemic has taught us is that we had a lot of work to do in the area of staff experience. We have always had staff who participated in events virtually, served on virtual or hybrid teams, and primarily stayed connected with organizational information through digital means. However, it was humbling and beneficial for those of us accustomed to an in-person experience to discover what it felt like to participate in the organization remotely.

Today, we talk more about how to make sure that any organizational event or activity has the virtual experience in mind. We see the work of connectedness as a two-way street. As leaders, we have a responsibility to make accessible pathways for virtual connection and make those pathways as inviting and inclusive as possible. At the same time, we need our staff’s commitment to show up, read the information that’s sent out, and participate, so we now talk about that with our staff more.

Mark: How are you building team cohesiveness when many employees work remotely?

Jennifer: One way we work on team cohesiveness is to emphasize the importance of teams with our managers. We see teams as one of our most important avenues for culture building. For us, that includes asking our managers to host weekly times of team prayer and devotions and encouraging our managers to attend and debrief organizational events together with their teams.

Team cohesiveness involves helping teams work effectively together and binding the team together, from top to bottom. We see that as a combination of top-down and bottom-up: cascading communication down through our layers of leadership and encouraging feedback up the supervisory chain to invite thoughts, ideas, and concerns from multiple levels of the organization. Now, I realize that accomplishing this always sounds easier than making it an ongoing reality. Still, we believe it is a goal worth striving toward to help us operate together effectively as a team.

Mark: Did you find it necessary to revamp most of your employment policies due to Covid-19? How were policies and procedures added or changed to reflect current practices?

Jennifer: The policies and procedures we have found most impacted by Covid-19 include those that have to do with workplace safety and flexible work arrangements. Immediately upon the initial lockdown, we instituted many safety practices to help our essential workers come into the office safely. In addition, we have continued to adjust our policies and procedures around workplace and public safety as needed, based on CDC guidelines, local Covid-19 community transmission numbers, and the advice of medical professionals keeping an eye on the latest research findings.

On the flexible work arrangement side, we have found that Covid-19 has served as a catalyst for good conversations about what matters most to us regarding in-person vs. remote participation. For now, we have settled on a 60/40 policy for staff at the headquarters (60% of their FTE in-office and 40% remote). Alongside that policy comes new expectations for managers as they learn to measure productivity and hold people accountable while creating a sense of community in a hybrid setting with their direct reports. We still have much to learn as we see how these policies and practices work in real life.

 

Mark: How have you been able to develop programs to support leadership in its ability to manage a distributed workforce?

Jennifer: Like many organizations, this area is heavily a work in progress for us as we continue to learn more about effectively managing remotely. We have tried to provide support through technology like Zoom, Slack, Google Workspace, and other connectivity options. Additionally, we have encouraged healthy rhythms in the life of managers with their teams—regular one-on-one check-ins, team meetings, etc.

Our leaders oversee very different kinds of teams—some have entirely in-person teams because of the type of work they do, some have hybrid teams, and others work with globally situated teams that have to manage significant time-zone and connectivity differences along with the everyday challenges of remote teaming. Rather than establish one kind of program to fit those different scenarios, we have worked toward guidelines within which managers have a lot of flexibility to address their unique situations. We want managers to be part of the creative problem solving needed to create workable solutions for the future.

At the same time, we also see the need for a stronger focus on leadership development. We cannot expect leaders to thrive in increasing complexity if we have not helped them build a solid foundation in leading themselves and leading others, and, for senior leaders, leading the organization. So, we give attention to developing a leadership development program that will ensure our leaders have a solid platform of leadership principles on which to stand.

Mark: I meet with many executive leaders who, in private, admit they are really worn down, losing steam. All of the divisiveness and emotions that have permeated the world in the past 18 months are a lot for many of us to take. What one piece of advice would you share that has helped you motivate key leaders as we try to navigate toward what may become our “new normal?”

Jennifer: Mark, I wish more executive leaders would admit this openly! It shows that executive leaders are human too. But, seriously, my advice is: Don’t feel alone. I believe most executive leaders are feeling the fatigue of the past 18 months. We have been called to lead during a very challenging season.

Two pieces of advice have been beneficial as I have worked with leaders during this time. First, give yourself grace. Take the steps you need to take to lead from a healthy place, not just for you but also as an example to your organization. That could mean examining your energy level and your priorities and applying what you learn to your calendar.

Second, view the changes that have happened around us as an opportunity for creativity and innovation for the future, rather than as a temporary stopping place before going back to “the time before.” We cannot go back to the world as it was before. Instead, we have an opportunity to rethink some of our past norms and practices that have not have served us well—maybe upon reflection, those practices weren’t healthy or well-aligned with our mission and values. Instead, we can institute new ways of working that truly reflect who we want to be and how we want to reach our mission and vision.

Mark: We at IHN HR believe that the most successful organizations have their MVV integrated into their HR practices, ensure it is used in recruitment, build it into their annual goal and review process, and also make it a focus within career development. Can you tell us how you are accomplishing this?

Jennifer: I agree with you, Mark. I would take this statement broader, in that our mission, vision, and values must drive our strategic priorities and our supporting operations, with HR serving as a critical player in helping our people encounter our guiding statements repeatedly. Now, I can tell you—we don’t do this perfectly today, but we are currently in the process of reviewing all of our HR policies and practices to make sure we have designed them to support where Wycliffe needs to go in the future.

When I say “all HR policies and practices,” I would encourage HR practitioners and leaders to think beyond the obvious ones, like recruiting, onboarding, and performance management. We need to look for alignment in the less obvious aspects, too. For example, when we have to help our staff resolve conflict, do our methods reflect and reinforce our values? If we have to conduct a layoff, can we do it in a way that communicates our values in the process and potentially leads the former staff person to stay committed to our mission and vision, even if they no longer have the employment connection?

Mark: Thank you, Jennifer, for taking the time to meet with me today. We will pray for continued blessings over Wycliffe Bible Translators’ employees, their families, and all who meet the Lord through their efforts. May the Lord continue to bless you, so you prosper in all you do.

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Mark A. Griffin is founder and Chief Consultant at In HIS Name HR LLC. He has over 25 years of HR experience. In His Name HR helps organizations build high-performance human resource programs. Follow him on FacebookTwitter and LinkedIn.

In His Name HR helps organizations build high-performance human resource programs. E-mail us here.

 

 

 

 

CFO AgSalt LLC In HIS Name HR LLC

Now Recruiting For: Chief Financial Officer (CFO) Gettysburg PA


We are excited to be retained by this wonderful organization to find their next Chief Financial Officer.

AgSalt produces high-quality salt products for agricultural, commercial, and residential uses. Since their establishment in 1989, they have developed a comprehensive product line, including ice melt salts and feed mixing products, as well as magnesium chloride and calcium chloride.

Do you desire to work with a team possessing great values?  Reliability has always been important to AgSalt, so much so that they express it as a core value of theirs. AgSalt employees are intent on being and working with reliable co-workers—it’s not just something they tell their customers. In today’s world, companies like AgSalt excel with a reliable team.

Purpose of Position

To provide CFO leadership by joining AgSalt’s management team and managing the financial affairs of the company.  Alsooversee the accounting functions and to provide financial reports, advice, and support to the CEO and ownership thus enabling them to make sound business decisions.

Responsibilities include, but not limited to the following:

Management

  • Participate in long term and annual planning process and meetings
  • Participate in quarterly management meeting
  • Participate in weekly management meetings and leadership
  • Lead department meetings and keep staff adequately trained
  • Serve as an assistant to the CEO:
    • Manage legal documents, agreements, filings, contracts, and research
    • Build systems, spreadsheets, processes, procedures

Annual reports

  • Annual cost analysis and budget
  • Annual Reviewed financial statements
  • Fair Market Value report
  • Goodwill calculation and report

Quarterly financial reports

  • Quarterly adjustments and financial reports

Loans

  • Private notes
  • Credit line
  • Bank loans

Accounting management

  • Oversee Ordering, Invoicing, Payables and Receivables
  • Oversee QuickBooks accounts
  • Bill payments
  • Salary payments
  • Partner reimbursements and payouts
  • New customer final credit approval
  • Develop spreadsheets, as needed
  • Cash/Investments
  • Oversee accounting functions of AR, AP, Payroll, etc.
  • Manage retirement plan investments
  • Conduct review & evaluations for cost-reduction opportunities
  • Keep abreast of changes in financial regulations and legislation and advise accordingly

Tax preparation

  • 1099s
  • W-2s
  • Tax preparation and collaboration with tax accountant

Banking

  • Deposits
  • Reconciliation
  • Loan payments
  • Positive Pay
  • Quarterly financial statements to bank

Office Management

  • Accounting software and upgrades
  • Set up new employees’ accounts
  • New employee legal and payroll documents

Some Of  The Knowledge and Skills Required

  • Build trust, respect, and open communication.
  • Ability to use organizational, communication, and interpersonal skills to administer policies and procedures.
  • Ability to work with all levels of management.
  • Ability to work cooperatively with other professionals.
  • Familiarity with project and department budget process and tools.
  • Leadership ability.
  • Multi-tasking ability.
  • Communication, meeting, and presentation skills.
  • Comfort with time reporting systems.
  • Excellent analytical and problem-solving skills.
  • Excellent written and verbal communication skills.
  • Excellent organizational skills and attention to detail.

 Position Requirements

  • Bachelor’s Degree in Accounting or Finance.
  • 5-10 years’ work experience in accounting or finance.
  • Working experience in QuickBooks system, required.
  • Advance Knowledge of Microsoft excel including complex formulas and pivot tables, required.
  • Proficient in Microsoft Office 365 Suite, and video conference systems, etc.
  • At times the person will be privileged to information that should not be shared. The person must maintain strict confidentiality in performing the duties.
  • Complete support of and willing adherence to AgSalt’s mission, vision, and core values.Applicant must hold these standards as his/her own.
  • AgSalt’s culture – Participate in a sense of identity with AgSalt and contribute to producing a compelling vision of the future and put core values into practice.

Cover letter should include why you should be considered for the position, what makes you the best candidate, and how you will advance the growth of the AgSalt organization.

Cover letter should include why you should be considered for the position, what makes you the ideal candidate, and how you will advance the growth of the AgSalt organization.

All candidates must apply here: Indeed 

Having issues applying through Indeed?  Contact us here:   Email HR Team 

 

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Academic Officers Executive Training & Certification IHN HR LLC

Navigating the CAO/HR Relationship  ~ Orlando, Florida and Virtual Fall 2021


Join us in Orlando Florida

The Association for Biblical Higher Education (ABHE)

Academic Officers Leadership Development Conference

On-Site and Virtual Options Available

November 1-2, 2021

The chief academic officer (CAO) bears an unsurpassed responsibility for the flourishing and mission fulfillment of the institution.  Clarify your roles and responsibilities and sharpen the edge of your leadership through the engagement with distinguished academic leaders. Embark on this journey of excellence in academia leadership and take your service to your institution and the cause of Christ to a new level.

Navigating the CAO/HR Relationship 

Presenter: Mark Griffin, President and Founder — In His Name HR, Lancaster (PA)
Overview: One of the most critical relationships within higher education is between the CAO and the HR office.  Learn from a seasoned human resource officer about strategies you can use to ensure a strong professional relationship that contributes to organizational success. Explore . . .

  • The key issues that the CAO and the HR office share including employee recruitment, interviewing, hiring, firing, Title IX, employee evaluation, and the impact of labor law
  • Strategies that help build a strong relationship between the CAO and the HR office
  • The pitfalls to avoid in leading the faculty from an HR perspective
  • The value of a robust faculty evaluation process and how it contributes to professional growth and excellence in the classroom

 

Register Here 

About The Speaker

Mark is an accomplished HR expert with a fresh perspective. He believes in challenging people to think differently when presented with obstacles in any situation. His passions are inspiring, motivating, and helping others. Peers describe Mark as creative, proactive, determined, and eager to learn. Just a few of Mark’s professional skills include organizing, presenting, and problem solving.

Mr. Griffin received his Bachelor of Science degree in Human Resources Administration from Saint Leo University. He earned his MBA from Bloomsburg University while interning for Congressmen Kanjorski as a military liaison during the first Gulf War. Mark has completed several executive education programs at the University of Michigan.

Prior to leading In HIS Name HR, Mark worked for Quaker Oats Company, Kodak Inc., and Merck Inc., and private companies Woolrich, Conestoga Wood Specialties, and Valco Companies Inc.

In addition to helping people professionally, Mark also believes in helping people personally through volunteer work. Mark has coached leaders on “Business as a Mission,” traveling to Eastern Europe, India, Haiti, Honduras, Nicaragua, and the Dominican Republic.

 

In HIS Name HR LLC Tracs St. Louis

Prudent Response to a Title IX Investigation ~ St. Louis Missouri November 2021


Prudent Response to a Title IX Investigation

A growing list of institutions are reporting their hazardous journey through a US federal Title IX investigation. What are we learning about this audit and investigation process? How do smart institutions prepare for this most unfortunate circumstance? Consider the wise counsel from an TRACS partner and HR expert to give you as president much better insight into both the nature of this investigation and practical steps to prepare, including:

  • What are we learning about this audit and investigation process?
  • How do smart institutions prepare for this most unfortunate circumstance? Consider the wise counsel from a TRACS partner and HR expert to give you a much better insight into both the nature of this investigation and practical steps to prepare, including:
  • News from the emerging stories of Title IX investigation – the good, bad and ugly
  • Understanding the focus and the likely outcomes of an investigation
  • Prudent counsel for practical preparations that can make a big difference

 

For more information about the TRACS conference click here.

About The Speaker

Mark is an accomplished HR expert with a fresh perspective. He believes in challenging people to think differently when presented with obstacles in any situation. His passions are inspiring, motivating, and helping others. Peers describe Mark as creative, proactive, determined, and eager to learn. Just a few of Mark’s professional skills include organizing, presenting, and problem solving.

Mr. Griffin received his Bachelor of Science degree in Human Resources Administration from Saint Leo University. He earned his MBA from Bloomsburg University while interning for Congressmen Kanjorski as a military liaison during the first Gulf War. Mark has completed several executive education programs at the University of Michigan.

Prior to leading In HIS Name HR, Mark worked for Quaker Oats Company, Kodak Inc., and Merck Inc., and private companies Woolrich, Conestoga Wood Specialties, and Valco Companies Inc.

In addition to helping people professionally, Mark also believes in helping people personally through volunteer work. Mark has coached leaders on “Business as a Mission,” traveling to Eastern Europe, India, Haiti, Honduras, Nicaragua, and the Dominican Republic.