Recruiting in Today’s Economy

Webinar: Recruiting in Today’s Economy


Presented and hosted by The Association for Biblical Higher Education (ABHE)

12:30PM EST Wednesday, December 7th  

Now, more than ever, recruiting employees has become increasingly difficult. Some organizations (those who lead with high-performance HR programs) never seem to run out of qualified leads. What are they doing that makes recruiting employees easier? Learn valuable tools to attract mission fit candidates in today’s tight labor market.

Click Here to Register!

These and other issues will be addressed in this important 1-hour webinar by a keen partner and consistent High-Performance Human Resources blogger with ABHE, Mark Griffin.

If you’re dealing with recruitment challenges during this employment crisis, we hope you’ll listen for his invaluable counsel.  ABHE is comprised of approximately 200 postsecondary institutions specializing in biblical ministry formation and professional leadership education.

Does your organization need HR help,  If so, don’t panic. We are here. We can help.

If you’re struggling with the current employment crisis, what it means for your organization and your employees, and need someone to listen to your concerns who can help, contact us today.

 

 Contact Us In HIS Name HR LLC

Labor Issues IHN HR

3 Labor Law Issues that Can Destroy Your Organization


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

If not, it could cost you everything.

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

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

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

Stay legal and remember these 3 key points:

 Child labor, non-resident labor, and equal rights legislation are the three areas where small organizations most often fail to comply.

• Both state and federal labor information is free and available online.

• Outsourcing with an HR professional firm can save your organization a lot of time and money.

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

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

Make sure to get the help you need right away.

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 Mark Griffin is President and Founder at In His Name HR LLC. He has over 25 years of HR experience. Learn more about Mark’s journey in HR by watching this short video. In addition you can also follow him on FacebookTwitter and LinkedIn.

Board Governance In HIS Name HR LLC

The Five Common Board Governance Models: Which One Is Right for You?


Governance can be defined as: The combination of policies, systems, structures and strategic framework which a governing body puts into place to ensure that the leadership of an organization makes appropriate decisions.

Or, in less fancy, layman’s terms: Overseeing the control and direction of an organization. Governance models refer to how the authority chain and framework interconnect. These models ensure decision-making remains effective and that correct accountability is assigned to board members and/or managers of an organization.

With more competition than ever in the workplace, both nonprofit and for-profit organizations consistently find themselves faced with challenges as they seek to maintain success and stay on course. Deciding on a particular governance model can be a challenge in itself, as each organization is unique. There is no right or wrong governance model; at some point, every organization must decide which one fits them best. Many organizations adopt a combination of various board governance models that often evolves with time. When organizations face a new life cycle or phase, when operations become unstructured, when roles become ambiguous and board members dissatisfied with their roles, or when a CEO, a college president, a church’s senior pastor, or several board members leave, it may be time to reevaluate one’s governance model.

Adopting a new board governance model might seem daunting. But it needn’t be. Changing models is a bit like changing one’s lifestyle. Let’s say that someone has spent the past few years eating cheeseburgers and Fritos and watching Seinfeld reruns from the comfort of their couch every night. One day, they wake up and realize they’d like to change their life, get healthy, swap the burgers for green smoothies and the reruns for time at the gym, working on their fitness. They might feel eager, but understandably a bit overwhelmed. Where to begin? Which way to go first? This is a bit like that. Changing governance models entails abandoning well-established ideas and replacing them with new ideas and roles. This change takes time, energy, resources and resolve. It may feel confusing at first. But over time, clarity and greater ease does come. With the right model in place, any organization can succeed.

Let’s take a look at the five most common board governance models for nonprofit organizations.

Advisory Board Governance Model

Many nonprofit organizations choose to use the Advisory Board Governance Model. An advisory board is the platform that an organization’s president or CEO consults for assistance or advice. The president or CEO may carefully choose a team of trusted individuals as part of this board. Each board member possesses a set of professional skills and unique talents that will be useful to the nonprofit, and in most cases, they provide these valued skills at no charge. A quality advisory board can boost the reputation and credibility of a nonprofit. This is an excellent model for nonprofits concerned with achieving high fundraising and public relations goals. The advisory board may serve as the main governing board of a nonprofit, or the organization could utilize additional models that offer special expertise, such as a young professional advisory board. This model is often appealing to board members, because these younger members bring valuable contributions to the table, and meetings tend to be informal and task-oriented. While this model can initially be effective, challenges arise when board members face liability issues because accountability mechanisms become ambiguous. This model is not limited to nonprofit organizations. The Advisory Board Governance Model can be the first step in governance for small but growing for-profit organizations. It is an effective way to introduce new ideas from leading experts in variety of career fields.

Patron Governance Model

The Patron Governance Model looks very similar to the Advisory Board Model. However, it includes a few distinguishing factors. With the Patron Governance Model, boards comprise individuals who either possess a great deal of personal wealth or wield significant influence in the nonprofit’s field. The primary duty of this board is fundraising. Board members may contribute their own funds to the organization, or they might reach out to members of their network to contribute as well. Generally, under the Patron Governance Model, board members in this model have less influence over the president or CEO than with the Advisory Board Model, other than running the risk of losing funding. This model can be very helpful, but the board cannot be relied upon for governance tasks, like vision development and organizational planning.

Cooperative Governance Model

Many nonprofit organizations do not have an official president or CEO. In this case, the Cooperative Governance Model works well. Under this model, the board makes decisions for the nonprofit as a group of equals. This is a highly democratic model, as no board member has a higher standing or more power than another. This model is often used when the law requires a nonprofit to have a board of directors; it works best when each board member is able to show an equal amount of commitment to the organization. Challenges may arise, however, when personal morale declines. Under this model, there is no effective way to ensure accountability for individual actions.

Management Team Governance Model

The Management Team Model is one of the most commonly used governance models. With this model, the nonprofit acts similarly to a for-profit corporation. Instead of hiring people or teams to handle human resources, financing, fundraising and public relations, the board forms itself into committees to do these things itself. This model, which rose in popularity in the 1970s and has continued to gain momentum, is often used by volunteer organizations such as home school associations, Girl and Boy Scouts and other hobby groups. Challenges under this model arise when board members refuse to delegate authority and become micro-managers instead, resulting in inconsistent decision making and resentment and discontent among staff.

Policy Board Governance Model

The fifth common board governance model is the Policy Board Model, also referred to as the John Carver Policy Governance model. This model was developed by John Carver, author of Boards That Make a Difference. Carver, an esteemed psychologist who has co-authored five books and worked as a business officer in small manufacturing, understands both the business and psychology ends of organizations. He trademarked the Policy Governance model and has consulted with businesses in nearly 20 countries. Under his model, the board delegates much of their trust and confidence in operating the group to the CEO or president, and the CEO holds regular meetings with the board to update them on the nonprofit’s activities. With the John Carver model, there are very few, if any, standing committees on the board. Typically, the board is secondary to the CEO in overall power. The CEO is responsible for the staff, and the board typically does not interact with staff. However, the board and CEO work together as a team, meshing their skills and ideas. Members are often recruited because they have demonstrated commitment to the values and mission of the organization. Many nonprofits use this model, often combining it with other models to create a more specialized advisory team.

As with nonprofit organizations, for-profit (corporate) organizations use five common board governance models. The Traditional (Structural) Model is the oldest of the models, its use dating back to as early as the 1700s, when corporate structuring began. Many government organizations still use this model, as do many law firms. This model is built upon the concept that the board is the legal ownership entity and speaks as a board, while members of the board speak on behalf of the board but do not have an individual voice outside of the organization. The Board Chair is usually structured to be the official “voice” of the board, but only speaks in a way authorized by the board as a whole. Under this model, the board usually delegates responsibilities to the CEO or the board committee.

While the Traditional Model can be effective, it is no longer as widely used and presents some unique challenges. When the board delegates its powers, accountability and expectations sometimes become muddled. Another challenge arises when the CEO creates management operating committees that overlap with board committees which hold similar responsibilities. This can lead to confusion among staff about their roles, as board members cross boundaries between governance and operational management. Organizations still using this model have recently reduced the size of the board and sought board members capable of governing as a whole, versus merely representing constituents.

The Carver Board Governance Model, common among nonprofit organizations, is also popular among corporate organizations. In the words of John Carver, who, again, popularized the model over the past 20 years, this model is a “rigorous academic approach to a practice area that has had very little research over the years.” The Carver Model addresses two fundamental concerns: the board defining the organization’s goals, and creating policies by which the board and management team must abide. The board’s prominent role is to create policy to guide management and also guide the board in its governance work. John Carver suggests that, under this model, a competent board chair member should have the freedom to take action in the area of governance.

Challenges in this governance model arise when the board focuses its time on building policy rather than actually attending to other pressing responsibilities. While creating policy (such as how many meetings to implement a year) is helpful to create structure, and can potentially protect the board and organization, this model doesn’t always help to establish clear expectations or ways to measure success. This model works best when an organization looks beyond policy and creates a comprehensive strategic business plan and budget.

Every great organization creates and implements a strategic plan that aligns with their Board of Directors’ vision for the future. Learn more about IHN HR’s Strategic Planning Processes here:

For-Profit Organizations

Higher Education and Nonprofit Organizations

Churches

Less Common Board Governance Models

The Cortex Board Governance Model

Under the Cortex Board Governance Model, developed by John Por of Toronto, the board focuses on clients, community, legislation and best practices of similar organizations, so they can define the standards they wish to adhere to in their own organization. The board’s main role under this model is to clarify and set outcomes, so they can measure success. The board may set up an accountability framework, identifying which roles the board, CEO, staff or other members should assume. This model helps ensure transparency and accountability, as it helps organizations establish clear outcomes and measurements of success. Challenges with this model arise, however, when board members don’t fully understand the business and must rely on the management team to do much of the research. This model can also be tricky when organizations do not implement mechanisms or report structures to measure performance against new outcomes. However, these things can be developed over time. Focusing on what is important, versus what is convenient, is key for organizations that use this model.

Consensus Model

The Consensus Model, alternatively known as the Process Model, stems from the idea that all board members are equal, with an equal vote, responsibility accountability and liability for decision making. This model recognizes, however, that board members offer different areas of expertise, knowledge and wisdom. Under this model, board members must decide how issues will be discussed, how differences of opinion will be handled, and how members will reach a consensus on timeliness and agenda management. Many small, family-owned businesses or corporations with no shareholders use this governance model. Challenges arise when roles remain undefined, necessitating that issues must be sorted out among the CEO and board members. When disagreements arise under this model, board members often turn to Robert’s Rules of Order or the Parliamentary Rules of Order for guidance.

Competency Board Governance Model

The Competency Board Governance Model, sometimes referred to as the Skills/Practices Model, is also used in organizations. This model focuses on development, and ensures that all board members possess appropriate knowledge and skills. Relationships remain a key factor under this model, with special focus on communications and trust. Board members are often assessed to ensure their behavior matches the expectations of the organization, and that they work well together, as a team. While this model is very appealing for many organizations because of its relationship-driven quality, it can run into challenges when clear policy is not implemented. Having an experienced board member mentor newer board members can be an effective strategy.

If this information is new to you, or feels overwhelming, please don’t let it be! Choosing the best board governance model for your nonprofit or for-profit organization doesn’t have to be like pulling teeth. Your organization is unique and one of a kind. Therefore, your model will be as well.

Here are some questions to consider when reevaluating your governance model or establishing one for the first time:

  1. Do we have a clear understanding of the purpose of our organization?
  2. What are our organization’s basic values?
  3. How do we measure our organization’s success?
  4. What are our financial resources, and will these resources be reliable for the next several years?
  5. Do we believe our organization should be run as a cooperative, or a collective? In other words, should staff participate with board members in the governing?
  6. How much time is each board member wiling to devote to the organization?
  7. What is our expectation for board member meeting attendance and commitment?
  8. How will we hold board members accountable?
  9. How useful is each committee we have? Could we eliminate any?
  10. How will we handle disagreement?
  11. How much trust does the board place in the CEO or president?
  12. How satisfied are our current members with board performance?
  13. As board members, to whom do we wish to be accountable?

In the words of John Carver, “A carefully crafted, conceptually rigorous purpose of governance … forms the heart of board effectiveness.”

What is the heartbeat of your organization? What really makes you tick? Remember, it need not be a one size fits all. Your organization is unique, complete with a distinct purpose, vision, skillset and team. Take some time today to ponder which one of these board governance models might work best for you.

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Concerned about the Board Governance Model at your organization? The benefits of having a trusted partner to guide you and your team to excellence is invaluable. Contact us today. You—and your employees—will be glad you did.

Rise with us by implementing our 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

Controller Clark Summit University

Now Recruiting Controller Clarks Summit, PA


For more than 80 years, Clarks Summit University has prepared men and women for Christ-honoring careers and ministries across the globeLocated in the foothills of the Endless Mountains of Pennsylvania, the university offers programs ranging from an associate, bachelor’s, masters and doctorate degrees.

Purpose of Position:  

The primary purpose of all employees of Clarks Summit University (CSU) is to advance its Christ-centered mission and culture:

  • Seek to be a role model in attitude, speech, and actions in a consistent daily walk with Jesus Christ.
  • Follow Matthew 18 principles in addressing issues with students, parents, faculty, and staff.
  • Show by example the importance of Scripture memorization, Bible study, prayer, witnessing, and Christian fellowship.
  • Be prepared to communicate the school’s religious beliefs to students and others who inquire.
  • Be ready to pray and offer spiritual advice to students, faculty, and staff.

The primary function of the Controller is to provide oversight for all financial matters of Clarks Summit University and the BBC Foundation including accounting, forecasts & budgeting, financial reporting & analysis, treasury, payroll, and compliance. The Controller directly manages the Business Office and HR and has organizational responsibility for Financial Aid, Information Technology, and Facilities.

Some Essential Duties:

General

  • Serves on the President’s Cabinet and as administrative representative to the Finance Committee of the Board of Trustees
  • Provides oversight to ensure stakeholders are properly served, institutional policies are established & followed, and institutional priorities are realized.
  • Plans, organizes, directs, and oversees the work of assigned staff in the operations of the Business Office including accounts payable, accounts receivable and general accounting functions.
  • Supervising responsibilities include Accounts Payable Coordinator, Accounts Receivable Clerk, Human Resources Coordinator, Director of Student Accounts, Financial Aid Director, Director of Information Technology (Dual Report with Vice President of Academics), Director of Facilities.
  • Effectively oversees cash management of cyclical revenue and expenses (specific to the academic nature of the University and it’s summer programs) to ensure accounts payable liabilities remain within acceptable terms.
  • Leads the preparation of the annual operating budget, monitors/projects revenue and expenses on a regular basis, and works with management on an on-going basis to ensure the annual financial goals are achieved.
  • Establishes & periodically reviews internal control policies and procedures to ensure that accounting standards are met. Administers corporate credit card program.
  • Identifies and recommends policies and procedures related to the financial and business practices of the University; plans and implements new operating procedures and information technology advances to improve service quality and efficiency of service delivery.
  • Effectively interacts with professional colleagues both inside and outside CSU.
  • Maintains confidentiality in all areas of responsibility.
  • Submit to and honor the standards outlined in the Employee Handbook.
  • Able to process clearly and quickly especially when planning and addressing the financial needs of the institution.

Specifics

  • Develops short and long range financial forecasts for use in financial planning and management of cash requirements and obligations.
  • Prepares month-end close including any necessary journal entries or adjustments, completes necessary reconciliations, issues monthly budget variance reports, and prepares internal financial statements necessary for the proper management of the institution including requested ad-hoc financial analysis as needed.
  • Processes bi-weekly payroll.
  • Prepares reports and surveys as required by regulatory and accrediting agencies.
  • Secures annual renewal and design of employee benefits including partially self-insured medical insurance and related ancillaries.
  • Provides all financial services for the BBC Foundation and interacts with investments managers to periodically review fund performance.
  • Oversees risk-management and ensures property insurance policies are in force to protect the University.
  • Directs the fiscal year-end close and ensures conformity with generally accepted accounting principles (GAAP) and federal and state laws.
  • Performs other duties as assigned.

Position Requirements/Qualifications: 

  • Faith
    • Have a personal relationship with Jesus Christ.
    • Be in complete support of and adherence to Clarks Summit University’s Standards of Conduct and Confession of Faith.
    • Faithfully attend a local church whose beliefs are in agreement with Clarks Summit University.
  • Education and Experience
    • Bachelor’s degree (minimal) with an Accounting major preferred, or a closely related field such as finance or business administration.
    • Three to Five years of experience as a controller.
    • One to two years in a senior-level accounting or financial management role.
      • Knowledge of principles and practices of accounting, auditing principles, financial reporting, accounting regulations and internal controls; principles and practices of employee supervision and personnel management; federal and state employment labor laws and regulations.
    • Certified Public Accountant (CPA) license is desirable.
    • Experience in a non-profit or educational institution is a plus.
    • Proven leadership skills to effectively direct employees while in a professional environment, ability to properly evaluate comprehension, and application of subject material.
    • Show excellent oral and written communication skills.
    • Be a self-starter, results-oriented, and able to motivate others.
    • Must be comfortable in a high-pressure environment and have the ability to handle multiple tasks with minimum supervision.
    • Must have a valid driver’s license.
    • Experience with Microsoft Dynamics GP or similar accounting systems.
    • Proficient ability to use Microsoft Excel.
    • Knowledge of Windows, Power Point, Word and similar programs required.

Essential Qualities:

Conscientiousness

  • Displays a professional image at all times, even when facing significant job challenges.
  • Delivers on commitments made to others.
  • Takes ownership for resolving problems rather than allowing them to persist.
  • Displays positive “Can Do” attitude.

Flexibility

  • Adapts quickly to changing situations. This includes last-minute changes and disruptions to the schedule.
  • Is receptive to new information, ideas, or strategies to achieve the organization’s goals.

Influencing/Negotiating

  • Anticipates potential reactions or concerns of students and takes initiative to address them.
  • Builds ownership for new initiatives, or changes by involving those responsible for implementation in planning the details.

Integrity/Honesty

  • Avoids any action or situation that would give the appearance of unethical, or inappropriate behavior.
  • Demonstrates the courage to do the right thing in difficult situations.
  • Holds self and others accountable for meeting high standards of the organization’s integrity.
  • Leads by example through modeling ethical practices and standards.

Sensitivity

  • Treats others with respect, fairness, and consistency (e.g., listen to, respect others’ views, and ideas).
  • Demonstrates empathy and understanding when addressing sensitive issues with others.
  • At times the Controller will be privileged to information that should not be shared and must maintain confidentiality.

Other Interpersonal Skills

  • High level of effective interpersonal communication skills, both written and verbal, plus organization and presentation skills.
  • Cultivates strong working relationships with employees and students

Other Interpersonal Skills

  • High level of effective interpersonal communication skills, both written and verbal, plus organization and presentation skills.
  • Cultivates strong working relationships with employees and students.

Just like all Clarks Summit University employees, the conduct of this employee must be consistent with good character, and must be an appropriate reflective of our organaization’s heritage.  Complete support of and willing adherence to Clarks Summit University’s mission vision and values.   Applicant must hold these standards as his/her own.  A statement of faith will be required of all final candidates.

Benefits: 

  • 403b Retirement Plan
  • Vision coverage
  • Dental Coverage
  • Health insurance
  • Paid vacation/ holidays/ sick days/ personal days

Location Will Be:

Clarks Summit University
538 Venard Road
Clarks Summit, PA 18411

Due to the overwhelming response we ask that you are patient during the selection and interview process. All qualified applicants will be notified.

Cover letter should include why you should be considered for the position and what would make you the best candidate.

Email HR Team 

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The Crucial Upside of Workplace Friction In HIS Name HR LLC

The Crucial Upside of Workplace Friction


Every workplace has friction—that’s the simple truth. Anytime you have a few people working together on something, differences surface that create drag. We shouldn’t be surprised when conflict or tensions arise. Instead, we should be prepared and have some tactics on hand to facilitate a cooperative working environment and healthier relationships. Friction has a bona fide upside.

In my decades of work in the field of Human Resources, I’ve learned that 3 major things have the potential to create workplace conflicts:

  • Inadequate communication
  • Lack of emotional control
  • Indefinite goals and boundaries

Here’s an example of all three creating a common situation of friction:

Project X must be finished in two months. The lower level manager fails to set legible parameters on a project when expectations and roles are not defined for the work. As the manager delegates the project, too much is left to speculation. Co-workers attempt to complete the work, but soon run into interpersonal problems as different ideas emerge. Frustration increases, tempers flare, morale sinks, and passive aggressive sabotage and gossip start. In other words, gridlock. A few team members inform the manager; however, by then, emotion is driving the situation. Decision-making is maligned and communication continues to falter. The project is tanking.

What to do?

A lot of repair work is needed to get things back on track and keep the project moving forward. First—and this is important—ditch email as a resolution tool. A sit-down, face-to-face meeting is necessary, and a concise description of roles and responsibilities must be presented. But a few other things are invaluable, too.

It’s important to reestablish a healthy culture with the team and ensure acceptable behaviormoving forward. This shouldn’t be done by lecturing. It shouldn’t be expressed in an exasperated tone either. Rather, make sure you conduct your meeting by modeling respect and integrity. Assume the best in your co-workers and back it up with words and actions that make it clear. Graciousness and amiability should preside, not hostility and annoyance.

Get the Right “Game Face” On.? Prepare yourself. Your “game face” must be a commitment to the greater good plus good faith efforts to buoy the environment and create a better working situation. It’s crucial to find common ground. This can be done with a simple and sincere reference to everyone wanting to do well, or a mention of some of your company’s most important values, or by outlining the basic goals of the project. It may be wisest to use a bit of each.

Conflict = Opportunity for Improvement.? It’s normal to dislike friction. Just remember, excellent organizations and great leaders have a habit of transforming conflict and tensions into occasions that make things work more smoothly, efficiently, and improve the positive bonds between employees. Don’t shrink from this opportunity. Instead of dreading conflict or becoming paralyzed by it, realize that conflicts can harvest new ideas and innovation—not just in how your company works, but also in how co-workers connect with each other.

Grace, empathy, forgiveness, cooperation, and better listening can be the result. If you treasure-hunt in the situation and invite that same positive attitude from your employees during conflict, better times are ahead.

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Concerned about the HR programs at your organization? The benefits of having a trusted partner to guide you and your team to excellence are invaluable. Contact us today. You—and your employees—will be glad you did.

Rise with us by implementing our high-performance remote human-resource programs to help find great people! E-mail us here.

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

 

 

In HIS Name HR LLC Job Shepherd Announcement

Job Shepherd


Post-COVID-19 recruitment has been unquestionably hard for employers, with many struggling to find quality employees in the aftermath. Religious-exempt employers have had an especially difficult time.

Organizations such as Biblical higher education institutions, Christian ministries, camps, and churches have found that mainstream secular platforms no longer assist them in target hiring. For example, Christian employers frequently used Facebook to connect with potential candidates, but in recent years many social media programs stopped allowing recruitment ads that target Christian applicants. Keywords such as “Bible,” “Jesus,” and even “pastor” are flagged as well.

Handshake, the most prominent job portal for college students gives universities the opportunity to block religious employers. Here, at In HIS Name HR, we have experienced this firsthand.

These setbacks have left Christian employers discouraged, wondering how they might maintain their voice and find quality candidates in this even more challenging environment. We have an answer.

Yes, a new day is dawning, and help is on the way.

The day is coming when employers can cast their net to the right side of the boat and watch as it quickly fills up.

Welcome to Job Shepherd, a platform that will change all this for you.

 

Job Shepherd was created to meet the demand by Christian employers, including ministries, camps, churches, colleges, and Christian for-profit companies in their search for qualified job candidates.

Job seekers can once again identify opportunities in sales and marketing, office administration, pastoral work, counseling, worship leadership, and higher education positions, like provosts and executive leadership.

Job Shepherd offers job seekers free guidance to find the right position within the right organization, one aligned with their values. With a few simple clicks, job seekers can explore a vast array of opportunities in any of these fields, and find themselves one step closer to the career of their dreams.

Job Shepherd, however, doesn’t stop there. In this portal, job seekers will find an abundance of additional online career help, including articles that share career advice and provide free tips on resume writing, career development, and interview skills.

These invaluable resources are always free for job seekers.

Employers seeking quality employees have just as much to gain. Job Shepherd offers a plethora of job postings to enable employers to find their ideal hires, as well as free articles on how to identify and secure great employees. Additional employer resources are available as well.

At Job Shepherd, we call this a win–win!

If you are a Christian employer in search of a thriving, uncensored job platform, your search is over.

If you are an eager potential employee looking to fill one of these roles, you have come to the right place.

Job Shepherd is the new “go to” job portal whose mission is to connect Christian employers with like-minded candidates to help advance the Kingdom until the day Jesus returns.

Are you ready to join this movement? Are you ready to cast your net?

Welcome to Job Shepherd!

Finding Great People in Today's Economy IHN HR

Finding Great People in Today’s Economy


Want to find great people?

Running an organization is too big a task to be managed alone by entrepreneurs. To attain an entrepreneurial vision, a leader must search for and hire the best employees. Today, the rapidly developing economy has made the process of hiring talented people more significant than ever.

The role of the human resource department is substantive in organizational success, to the point where it can indeed be called the backbone of any organization. To earn a competitive advantage, firms need to train their HR teams. And when you have the right people on your team, that expense can be significantly reduced.

The pandemic has forced organizations to rethink and often readjust human resource strategies and practices, because the number of organizations that are surviving the pandemic is lower than the ones that are failing. The optimal selection of one’s people is one of the main reasons why certain organizations are surviving and even succeeding, despite the challenges they’re facing.

The real question is: Do you want to waste precious time and investment on making bad hiring choices? Definitely not!

There are two ways to find the best people for your organization when such uncertainty is widespread: 1) by marketing a job opening in the best possible way; and 2) by accurately identifying the right staff for your organization.

  1. How to Market Your Job Opening

Marketing is not just about how to sell your products and/or services. No, marketing is one of the most reliable ways to select the right people to staff your organization. Let’s look at how to market your job opening(s) to source the very best people for your organization.

Have Your Employees Get the Word Out

The majority of vacancies are being filled through networking. Word of mouth is one of the easiest, most cost-effective, and efficient ways through which you can market a job opening. Your employees are the best ambassadors of your healthy organizational culture. Encourage your employees to discuss vacancies on their social networks and among their friends and family.

Paid Social Media Services

Alongside using your own social media vehicles, you should also invest in paid social media channels, such as LinkedIn and others, as the power of social media advertising today is hard to ignore. Even better, develop a comprehensive social media plan that comprises paid social media channel strategies.

Job-Posting Sites

Job posting sites are a great way to effectively market your job openings, with numerous authentic, efficient job-posting websites, like Indeed.com. The more job posting sites you market on, the greater the chances of getting the right and best people for your company.

Direct Traffic to Your Website

Do a swift audit of your website to ensure your career page is easily accessible. For example, if it takes more than five seconds to open, and is not attractive enough to interest the brightest minds in your field, it’s time to redo it.

If you’ve done all of this, well done—you have marketed the positions right. But now comes the bigger task…

  1. Selecting the Best Candidates

Follow these useful tips on how to best search for the right people for your organization:

  • Identify the ideal candidate for your organizational growth plan

All too often, organizations fail to consider how the position they want to fill fits into their organization with an eye to its further expansion. Before creating a job description for a vacant post, it’s critical to clearly understand the need and role of the vacancy in the future growth of your organization. If you do this right, you will create the optimal job description, one tailored to help you access the right people.

  • Conduct a thorough assessment of a candidate’s references

Do you thoroughly evaluate every candidate’s references before you hire them?

If not, why not? References are a terrific opportunity to glimpse the working behavior and patterns of your preferred candidate with their coworkers and employers, along with what they can offer to your company in terms of performance. This is too important to dismiss or cut corners. Always comprehensively assess the references a candidate provides before finalizing their hire.

  • Pair your interview with data

The importance of face-to-face interviews cannot be denied, but it is not the only thing you should rely on when searching for new employees. Add data to your interviews, such as technical competency tests and questionnaires that evaluate skills.  Be careful of unlawful testing, it could cost you millions. (Learn Why Here)

  • Gauge the interaction between your potential candidate and your team

Again, an interview is not sufficient to select the right candidate; you also should arrange for your prospective candidate to meet and casually interact with your team in a way that allows the candidate to relax and be themselves. Have one or more team members take the candidate for a tour, or for a cup of coffee or breakfast, where they can relax and be themselves. Just remember, though, that every interaction with a candidate, whether formal or informal, is legally viewed as a part of the interview process. That means your team must know what they can and cannot legally ask. The idea is to determine whether or not a candidate is a good fit with your organizational culture. Not only that; it also works in the reverse, by giving your candidate an idea of what they can expect in terms of their future coworkers and the prevailing culture.

  • Work with your potential candidate

Have you considered working with your candidate before confirming their hire? Add some hands-on work to the interview procedure. This is an excellent opportunity to see them in action. By encouraging them to devise ideas for a fresh project or carry out a small part of the job you’re hiring for, you will get a clearer idea of how the candidate works.

  • Ask them what tasks they feel they cannot perform well

No one is a master of everything. Asking them where they feel their skills are weaker or need further developing will help the candidate understand your professional expectations of them and give you an opportunity to discuss what improvements and training you may want to arrange for them.

Need Help Hiring the Right People?

No organization can justify wasting monetary or non-monetary resources by investing a huge amount in training their human resource department, especially when uncertainty prevails in this current challenged economy.

Organizations operate more efficiently and cost-effectively when they are smart enough to tap human resource outsourcing and consulting services.

Don’t know how to find great people? No problem!

In HIS Name HR has been offering HR consulting services with a Christian worldview for the last 10 years.

And given the critical, often unprecedented challenges raised by the coronavirus pandemic, In HIS Name HR has developed high-performance remote human-resource programs by implementing different technologies designed to promote safety, including FaceTime and Zoom. Our company also provides guidance related to HR practices to attain success and prosperity within your organization.

Concerned about the HR programs at your organization? The benefits of having a trusted partner to guide you and your team to excellence are invaluable. Contact us today. You—and your employees—will be glad you did.

Rise with us by implementing our high-performance remote human-resource programs to help find great people! E-mail us tE-mail us here.

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

Now Recruiting For: Chief Financial Officer Wayne, PA


Position Closed 

Looking to make a difference in our world? It’s time to use all of your education and experiences to be an instrument of change.

In HIS Name HR is honored to have been retained by Capstone Legacy Foundation to seek their next Chief Financial Officer.  Capstone exists to educate and empower givers to increase generosity by planning strategically and establishing legacies to transform lives…in other words, preserving client’s legacy while transforming lives through joyful giving.

What is Capstone Legacy Foundation about? Capstone is a 501 (c) (3) Christian community foundation dedicated to the preservation of donor intent. They believe that stewarding God’s blessings is a form of obedience and worship.

Whether clients feel called  to fund good works or do good works, Capstone provides customized giving solutions that enable each dollar to go further. Capstone provides expertise in starting a foundation,  launching a ministry or helping investors with Christ-centered, morally driven giving. Capstone provides a diverse series of giving vehicles and fiduciary services that provide you with peace of mind, all while maintaining a kingdom-driven perspective on wealth.

Capstone’s dedication to establishing clients legacy comes from their deep Pennsylvania roots. Although Capstone was organized in 2005, their financial and spiritual legacy stems from one of America’s oldest industrial firms—the Lukens Steel Company—founded in 1810. This 200+ year perspective inspires their efforts to ensure that they help clients giving echo into eternity.

The Chief Financial Officer will direct and oversee the financial activities of the corporation, direct the preparation of current financial reports and summaries, and create forecasts predicting future growth.

Some Essential Responsibilities:

  • Directs the preparation of all financial statements, including income statements, balance sheets, shareholder reports, tax returns, and governmental agency reports.
  • Compares donation and profit projections to actual figures and budgeted expenses to actual expenses; makes or oversees any necessary adjustments to future projections and budgets.
  • Reviews planning process and suggests improvements to current methods.
  • Analyzes operations to identify areas in need of reorganization, rightsizing.
  • Works with the CEO and other executives to coordinate planning and establish priorities for the planning process.
  • Studies long-range economic trends and projects their impact on future growth in donations and market share.
  • Identifies opportunities for expansion into new product areas.
  • Oversees investment of funds and works with investment bankers to raise additional capital required for expansion.
  • Oversees Accounting department, budget preparation, and audit functions.
  • Works with other department heads to monitor each department and make recommendations.
  • Driving the company’s financial planning.
  • Performing risk management by analyzing the organization’s liabilities and investments.
  • Deciding on investment strategies by considering cash and liquidity risks.
  • Ensure cash flow is appropriate for the organization’s operations.
  • Manage vendor relationships
  • Prepare reliable current and forecasting reports.
  • Set up and oversee the company’s finance IT system.
  • Ensure compliance with the law and company’s policies.
  • Some Required Personal Attributes/Skills:
  • Excellent verbal and written communication skills.
  • Excellent interpersonal, negotiation, and conflict resolution skills.
  • Enthusiastic leader capable of managing diverse teams to reach a common goal; Initiating and completing projects; Make timely, effective and ethical decisions; Embody the entrepreneurial spirit; A self-starter who crafts creative solutions and opens doors to new donor relationships.
  • Actively and constantly listen to all constituents, focus especially on donor needs and know how to identify mutual benefits. Communicate excellently and compel audiences through writing and speaking.
  • 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 CLF data collection systems to the fullest and Foundant C Suite software.

Position Requirements:

  • Bachelor’s degree in Business Administration, Accounting, or Finance required.
  • Certified Public Accountant designation preferred.
  • Eight to ten years of experience in financial management required.

Serious and Confidential Inquiries Only 

All qualified individuals may submit a resume and letter of interest to: E-mail HR Team

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

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Capstone IHN HR

Now Recruiting For: Planned Giving and Major Gifts Officer Lancaster, PA


Position Closed

Looking to make a difference in our world? It’s time to use all of your education and experiences to be an instrument of change.

In HIS Name HR is honored to have been retained by Capstone Legacy Foundation to seek their next Planned Giving and Major Gifts Officer. Capstone exists to educate and empower givers to increase generosity by planning strategically and establishing legacies to transform lives…in other words, preserving client’s legacy while transforming lives through joyful giving.

What is Capstone Legacy Foundation about? Capstone is a 501 (c) (3) Christian community foundation dedicated to the preservation of donor intent. They believe that stewarding God’s blessings is a form of obedience and worship.

Whether clients feel called  to fund good works or do good works, Capstone provides customized giving solutions that enable each dollar to go further. Capstone provides expertise in starting a foundation,  launching a ministry or helping investors with Christ-centered, morally driven giving. Capstone provides a diverse series of giving vehicles and fiduciary services that provide you with peace of mind, all while maintaining a kingdom-driven perspective on wealth.

Capstone’s dedication to establishing clients legacy comes from their deep Pennsylvania roots. Although Capstone was organized in 2005, their financial and spiritual legacy stems from one of America’s oldest industrial firms—the Lukens Steel Company—founded in 1810. This 200+ year perspective inspires their efforts to ensure that they help clients giving echo into eternity.

Planned Giving and Major Gifts Officer

Purpose

Responsible for planning, organizing and providing a critical role in identifying, developing, and maintaining relationships with CLF’s planned-giving donor/givers, major donors, and planned-giving and major donor prospects for the purpose of securing major funding for the organization.

Some Essential Responsibilities

Key Result – Steward the relationships of planned-giving and major donors to maximize their connection to the purposes of CLF and, in turn, support CLF, both financially and spiritually.

  • Develop and implement a strategy for each planned-giving and major donor
  • Expand target audience of potential givers by exploring private foundations, businesses and professionals, including lawyers accountants and wealth managers
  • Communicate to potential and existing planned-giving and major donors regarding key projects supported by CLF, and encourage donors to contribute through a variety of giving solutions, including cash, marketable securities, real estate, life insurance products, endowments, trusts, bequests and charitable gift annuities
  • Conduct regular visits with planned-giving and major donors
  • Organize regional donor activities and special events
  • Attend relevant professional conferences to continue professional development and networking
  • Assist with special events as approved by senior management
  • Meeting the annually set goal for assets under management and restricted gifts in support of CLF general and administrative budget
  • Attend CLF staff functions and one-on-one meetings with senior management as needed
  • Track donor contact, which includes activities such as monitoring number of face-to-face visits, phone calls, emails, personalized correspondence, funding proposals presented, new donor inquiries, etc.
  • Use CLF data collection systems to the fullest, including MS Outlook products and Foundant C Suite software
  • Stay current with trends in philanthropy and technical details on all forms of planned gifts and tax law changes, keeping staff informed of such changes; serve as a knowledgeable resource for CLF
  • Report to CEO weekly on progress on the approved planned-giving goals

Required Personal Attributes/Skills

  • Excellent verbal and written communication skills.
  • Excellent interpersonal, negotiation, and conflict resolution skills.
  • Enthusiastic leader capable of, managing diverse teams to reach a common goal; Initiating and completing projects; Make timely, effective and ethical decisions; Embody the entrepreneurial spirit; A self-starter who crafts creative solutions and opens doors to new donor relationships.
  • Actively and consistently listen to all constituents, focus especially on donor needs, and know how to identify mutual benefits. Communicate excellently and compel audiences through writing and speaking.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 CLF data collection systems to the fullest, and Foundant C Suite software
  • We want to see you dream of transforming struggling organizations into successful ones, good ones into great ones, and that you know how to actualize your aspirations.
Position Requirements 
  • Associate’s degree or higher in marketing or business administration
  • 5–10 years of experience in the nonprofit environment, with a strong emphasis in experience on planned giving and major donor development
  • Proficiency in spoken and written English. Ability to write reports, business correspondence, and procedure manuals. Ability to effectively present information and respond to questions from groups of managers, clients, giving prospects and the general public.

Guiding Principles

At Capstone Legacy Foundation (CLF), a Christian, Kingdom-oriented community foundation, we operate under a set of guiding principles as stated in our Statement of Purpose, which includes our Values, Vision and Mission Statement. We insist that our employees adhere to our Statement of Purpose in working together as an organization. Together, we follow God’s call to assist givers and ministries in fulfillment of God’s Kingdom plans on earth.

Cover letters should include why you should be considered for the position and what would make you the best candidate.  Please read Capstone’s statement of faith and express in your cover letter how you align to their beliefs and strategy.

Serious and Confidential Inquiries Only 

All qualified individuals may submit a resume and letter of interest to: E-mail HR Team

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Press Release IHN HR

Press Release: Paul Jaspers Joins In HIS Name HR LLC


FOR IMMEDIATE RELEASE

Paul Jaspers Joins In HIS Name HR LLC

Lancaster, PA, US – February 10, 2022 – In HIS Name HR LLC, based in Lancaster, PA, has announced that Paul Jaspers has joined the company as Human Resources Partner.

Paul possesses decades of HR industry experience. Previously, Paul led HR activities for a private international consumer products company in Chester County, PA. As part of the leadership team, he helped them grow global sales eight-fold, from $50 million to $400 million.

After that, Paul worked with a family-owned Lancaster County manufacturing company for three years, before joining a nonprofit organization, a church with weekend attendance of 17,000 and a staff of 250 spanning 16 locations.

In HIS Name HR has been implementing high-performance HR programs for Christian-value-based for-profit companies and organizations, including Christian colleges, ministries, camps and churches, since 2011. In this new role as Human Resources Partner, Paul will support organizations to achieve their goals and scale their organizations.

“We are excited to have Paul join our team to help take this HR organization to the next level. His depth of experience, knowledge and management capabilities complement our growing team of seasoned executives,” says Mark A. Griffin, president and founder of In HIS Name HR LLC.

PR Newswire Press Release Here 

More information about Paul Jaspers is available at: In HIS Name HR About

ABOUT In HIS Name HR

Founded in 2011, In HIS Name HR is strongly guided by Christian values and strives to reflect Christ in all areas, starting with the view that everyone should be treated with dignity and respect, and that employees are the most important part of all organizations.

In HIS Name HR provides progressive HR programs to increase productivity and profitability, eliminate non-value-added practices, and enhance employee wellbeing.