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.

 

Podcast Book Rereleased in Spanish ~ WVCH Philadelphia PA

Podcast Book Rereleased in Spanish ~ WVCH Philadelphia PA


Recorded Live 3PM April 25, 2018

740 AM WVCH Philadelphia PA

Enjoy listening to Guest Mark A. Griffin discuss the rerelease of his book, How to Build “Kingdom-Minded” Organizations in Spanish with host Charlotte Cosden live at studio headquarters.

 

Have iTunes? Podcast is available through iTunes.

 

WVCH is a Blessing – Serving Greater Philadelphia and The Delaware Valley Christian Listeners for over 50 years!

Tune in and listen to WVCH’s weekly radio show “Be The Guest,” hosted by Charlotte Cosden.  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.  Guest Mark A. Griffin, Chief Consultant at In HIS Name HR shared his experiences in helping shape organizations to be Christ centered and profitable.

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.

Preparing Your Organization For The Aging Workforce


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

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

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

Activate These 3 Concepts to Avoid Trouble:

(1) Retention

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

(2) Train for the Talent Gap

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

(3) Accommodate

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

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

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

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

 

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

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