How to Deal Effectively with Harassment in the Workplace

How to Deal Effectively with Harassment in the Workplace


It’s almost impossible to open a news website without seeing a headline regarding sexual harassment or sexual assault in the workplace.

Matt Lauer, Harvey Weinstein… They represent organizations that have just gone mad, that have failed to protect their people. The list of organizations and accused persons continues to grow. I find it particularly offensive when I consider how I want my family—both men and women—to be treated in the workplace. I am dismayed to discover the extent to which organizations are failing to protect their employees from predatory and exploitative behavior.

Those of us who are Christian professionals in the workplace have an obligation to not only live by the law but also demonstrate behavior that is biblical, and not a reflection of the current aberrant culture. We must ensure that all we do, and all the policies we institute and the responses we make to issues are above reproach.

I am in no way claiming that Christian organizations are perfect. Some have also failed (some, spectacularly) in this area. This is not just a Hollywood or industry-specific issue; it is a moral issue, a sin that knows no bounds. The Christian community has had its own share of scandals. Church leaders have failed us, and international mission leaders have failed us as well.

At In HIS name HR, we serve organizations across all professional sectors. We have served for-profit and nonprofit enterprises, higher education institutions, including Christian higher education institutions, churches, and ministries. One thing is for certain, when you get two or more people together, issues and conflicts inevitably arise—at the very least, innocent misunderstandings—which, when not handled well, can lead to complete pandemonium.

The Three-Prong Approach

What should organizations do to protect their employees from harassment? We at In HIS Name HR believe that it is far easier to do than most realize. We suggest a three-prong approach:

  • Policy
  • Training
  • Response

Policy

Have a good policy in place that is easy to understand by both employees and managers. Have it embedded into your employee handbook and ensure everyone has signed for it. We promote having only a handbook. Most organizations can cover every topic in one handbook without adding additional policies. Having additional polices creates confusion, especially when you have to update multiple documents in multiple locations.

A best practice is to have the handbook online with a date embedded in the footer and have all employees in an employee meeting sign a receipt that they have been informed of the version and location. Then follow up in an email with a link to the handbook and a return receipt memorializing the fact that the employee has received the updated version.

Training

Training should include awareness for all employees, and awareness, detection, and prevention for leadership. Employees need to know what is and is not acceptable in the workplace. For instance, there are two separate types of sexual harassment in the workplace under Title VII of the Civil Rights Act of 1964: a hostile work environment and quid pro quo.

A hostile workplace is just that: a workplace that is hostile and what the average or “reasonable person” would deem inappropriate. The complexity derives from the interpretation of an offense—what is offensive to one person might be considered the norm by another person. What good training does is help both the offended and the offender navigate how to abate a situation that risks elevating to explosive.

The second type of harassment, quid pro quo, derives its name from the Latin expression meaning “this for that,” doing a favor for a favor, as it were, where something is given in exchange for something else. In its most negative connotation, in terms of harassment, it is used when a person in a position of authority exploits their power to pressure or manipulate a subordinate to submit to behavior or activity, typically sexual in nature, which either promises a favorable outcome or threatens them with repercussions. Such favors include promotion, pay increases or bonuses, while threats may be made to compromise employment, reputation, or future opportunities. Both employees and leadership must be able to recognize the signs of such quid pro quo, and have sufficient ability or recourse to safely put a stop to it.

One aspect of the training is to “be real,” to let everyone know that certain behaviors are not acceptable, whether in the workplace or anyplace. Let them know that they should not do it, tolerate it, or ignore it, and they should personally help make the workplace an environment we would want all the people we love to work in.

Response

When a complaint is raised, it must always be taken seriously. One aspect we have built into the complaint approach is to formally let the complainant know that we take their complaint very seriously, and that it will be thoroughly investigated immediately.

“People are denying the reality that most women grow up and live their lives being harassed, if not assaulted, and being propositioned or being pursued inappropriately,” Liberty University English professor Karen Swallow Prior says. “Almost every woman I know, including myself, has had something like that happen to them. This is just the world we grow up in.”

We must honor and trust all complaints that are brought forward, while explaining that if the complaint is found to be untruthful, the accuser may be subject to discipline up to and including separation. This might seem harsh, however, it is important that the accused be equally protected before and during the investigative phase. I have led more than one investigation where the person who was accused was able to provide evidence to prove their innocence. In this instance, “Innocent until proven guilty” applies to both parties, the accuser and the accused, and both are entitled to fair and confidential treatment during the investigation.

The investigation itself should be swift, and conducted by trained professionals. The best practice, if the investigation is performed internally, is to ensure the person investigating has no reporting relationships with anyone involved in the compliant. Ensure copious notes are taken and the privacy of all involved is protected. This is paramount to prevent anyone who is accused or involved from filing charges against the organization for false accusations.

The best way to list the contact for complaints is to employ consistency by supplying a title versus a name. You should, however, make sure there are two ways for people to bring forward an issue—have both a female and a male as points of contact. This helps any complainant to feel more comfortable bringing the issue forward. Oftentimes, the person who feels harassed prefers to talk with a like-gendered person.

Finally, if your organization is small, consider hiring a third party to operate as the point of contact. Our firm offers this to its clients, which gives their employees increased confidence, knowing their issue will be dealt with swiftly and objectively by a third party.

In His Name HR helps organizations build high-performance human resource programs. Visit them at In HIS Name HR or E-mail.

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

 

 

 

 

 

 

Conflict Resolution – Blessed Are the Peacemakers ~ 2019 ABHE Annual Meeting


 ABHE Annual Meeting
February 20-22, 2019 | Rosen Plaza Hotel, Orlando Florida

While never preferred, conflict seems a part of most every organization. What are prudent principles for peacemaking? What do expert HR leaders understand that makes resolution positive and developmental? Participants will learn from a veteran consultant:

  • Principles for positive conflict resolution
  • Insights gained from experience and research.
  • Warnings to heed and mistakes to avoid

Learn More Here 

 

Visit us- Booth 119 – 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 and attend LCBC Church. Mark has coached leaders on “Business as Mission” as far away as Eastern Europe, India, Haiti, Honduras, Nicaragua 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 increasingly complex times.

 

Podcast “Human Resources and Higher Education”


Enjoy listening to Guest Mark A. Griffin discuss “Human Resources and Higher Education” with host Drumm McNaughton, PhD.

Have iTunes? Podcast available through iTunes.

The Change Leader Inc. creates sustainable organizations that meet the needs of the 21st century students andemployers while implementing change in way that enables them to remain true to the history and values that made them successful.

About Mark: With over 20 years of Human Resources experience at both fortune (Kodak, Quaker Oats, and Merck) as well as small and mid-sized companies, Mark has seen it all.

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.

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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.

Why Developing A High-Performance Employee Review Process Matters

Why Developing A High-Performance Employee Review Process Matters


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 we 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 2009!)

  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 fairer 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?  We would like to know.  Please leave comments below. 

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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.

Great Organizations Are Built On Solid Job Descriptions

Great Organizations Are Built on Solid Job Descriptions


Job descriptions (JDs) are just so 1980s,” a young HR graduate recently commented to me, He could not be more wrong. Having worked in HR for over 25 years, I can tell you that some things just don’t change—and shouldn’t change.  New technology consistently bombards us; faster, better, and sleeker processes seem to overwhelm us.

One thing that will never change is the fact that, in order to be a High Performance Organization, you still need to get some  “old school” work done. Don’t let technology and “the new workplace” fool you. Now, more than ever, you need JDs.

Here are eight good reasons why:

Recruitment – As you grow and expand, it is almost impossible to hire legally or correctly when lacking a solid, well-written job description.

Teambuilding – It is difficult for Teams to form and support each other when job duties are gray and tasks constantly conflict or interrupt each other. It is enlightening to know what each Team Member is responsible to accomplish.

Performance management – This enables you  to set measurable performance goals based on duties listed in the corresponding job description. Having them listed, in writing, signifies their importance.

Training and employee development – You can use job descriptions, along with descriptions of possible job promotions, as a tool to determine what to pursue in regards to classes, seminars, and other career development activities in order to close gaps.

Compensation- JDs can be helpful in developing a standardized compensation program with minimums, maximums, and target pay for each position. They help highlight internal equity issues to decision makers and contribute to fairness.

Recognition and rewards – You can use job descriptions as a baseline for performance, and as a tool to encourage performance “above and beyond” the job description, in order to distribute recognition and rewards or just plain old praise!

Discipline – Sometimes employees just don’t do what needs to be done. Hopefully, this does not happen at your place of work, but sometimes Team Members fail each other. If you need to, you can use job descriptions to illustrate when employees are not performing up to agreed-upon standards.

Essential job function analysis – The physical and environmental setting is important in order to provide employees, including new hires, who need accommodation. Not only is this the right thing to do, but it is also the law.  As of July 1992, the Americans with Disabilities Act (ADA) mandates that an organization assist an employee when a request is made for a reasonable accommodation under the ADA.

Some Key Points to Ensure a Great Job Description Process

  • Have the employee own their description
  • Remember that no one knows the job better than the employee doing it
  • Make the employee accountable to complete it and have HR review it
  • The manager should have final JD authority and reserve the right to make changes to the final document, incorporating dialogue with the employee

Don’t make JDs more work then they have to be. Instead, make it a process to enjoy and learn from—it does not have to be awful.

Be joyful and helpful with the process, and your staff will love you for it!

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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.

 

 

Decrease Turnover ~ Develop On-Boarding Excellence

Decrease Turnover ~ Develop On-Boarding Excellence


During the past several years many organizations enjoyed what felt like a relatively low turnover rate. Many leaders thought that the reason turnover had decreased was because of the downturn in the economy. That’s not entirely accurate. Long term employees were holding on, but new hires still turned over at an astonishing rate. 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.

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.

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 has been changing rapidly over the past several months. Now more than ever employees are starting to look at their career options.   Turnover issues transcend 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 leave 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.

Book Rereleased in Spanish Provides Christian Inspiration for Business Leaders and Professionals

Book Rereleased in Spanish Provides Christian Inspiration for Business Leaders and Professionals


Contact: Mark A. Griffin, In HIS Name HR LLC, 717-572-2183

MGriffin@InHISNameHR.com Book Rereleased in Spanish Provides Christian Inspiration for Business Leaders and Professionals

LANCASTER, Penn.,  April 25, 2018—

In May 2012 How to Build “Kingdom-Minded” Organizations by Mark A. Griffin was published, and its success was significant that organizations across the US and UK now use it as a guide not just within leadership teams but also boards of directors.

Six years after its first publication, in response to popular demand, How to Build “Kingdom-Minded” Organizations has now been translated into Spanish.

Since the 2008 global financial crisis, the world has endured some of the toughest economic times since the Great Depression, with business leaders and employees alike enduring increasing pressure simply to survive. Too often, the workplace has become devoid of hope and genuine purpose, despite it being where many of us spend the majority of our time.

In that time, author Mark A. Griffin, an HR consultant and career coach, has traveled the world researching, partnering and exploring how poverty can be alleviated by job growth within suffering countries like the Ukraine, India, Honduras, Nicaragua, Haiti and the Dominican Republic, in contrast to the charity model that more often fails. That has created increased demand for the book’s release in other languages.

After more than 25 years in a corporate world where pursuit of profit has become paramount, Mark Griffin is adamant there is a better way to do business. In How to Build “Kingdom-Minded” Organizations, Mark inspires Christian business leaders who want to create a values-led organization to bring Christ into the workplace.

With more than two dozen years as an HR executive in companies ranging from small to high-profile Fortune 500, Mark Griffin has emerged as the leading thought expert in human resources from a Christian perspective and speaks at conferences nationwide. Mark also inspires thousands of listeners through a network of Christian radio stations and a 12-part podcast series based on his book.

Mark’s remarkable book continues to empower business leaders to be bold about bringing their faith into their workplace. Aware that it takes great courage to step away from the business practices that dominate America’s corporate world, his book provides simple and effective tools designed to constructively integrate the teachings of Christ into any organization. It provides the starting point for those who want to create, build and develop their own profitable values-led business as a stable, positive environment in which employee wellbeing is enhanced, improving quality and productivity.

Through his organization, In HIS Name HR LLC, Mark is on a mission to provide world-class business consulting that allows clients to be prosperous while still “Kingdom-minded,” by instilling a Christian ethos and establishing goals that reflect that ethos.

Radical, inspirational and affirmative, Mark Griffin’s template for Kingdom-minded businesses is an idea whose time has come.

How to Build “Kingdom-Minded” Organizations is available in both English and now Spanish at Amazon.com. To learn more about the Spanish edition please visit: www.organizacionesorientadasalreino.com.

Learn more about Mark A. Griffin and his quest to help the Christian-owned company live their faith by visiting him at www.InHISNameHR.com, or connect with him on www.Twitter.com/InHISNameHR.