Feb 10, 2022
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.
Mark A. Griffin | Christian Higher Ed HR, Events, Human Resources
Jan 4, 2022
Position Closed
The mission of Taylor University, a private, interdenominational, evangelical Christian college, is to develop servant leaders to minister Christ’s redemptive love and truth to a world in need. Does this sound like your ideal work environment?
For the 12th time in 13 years, Taylor has been ranked No. 1 in the Midwest by US News & World Report’s survey of America’s Best Colleges, and ranked in the top three for the last 23 years.
The Role
Under the direction of the Chief of Staff, the Director of Human Resources and Title IX Coordinator provides strategic leadership and direction for recruiting, developing, motivating, and evaluating Taylor University’s human capital. This hands-on position is responsible for leading all human resources operations, programs, and services for administrators, faculty, staff, and students and in coordinating the University’s Title IX program. This position advances Taylor’s Christian mission and seeks to build a national model for what it means to be a thriving workplace culture in the context of Christ-centered higher education.
Major Roles for the Director
As the University’s Chief Human Resources Officer, the Director oversees a number of strategic areas for Taylor, which fall into five major categories.
Recruiting and HR Strategy
The Director will leverage his/her expertise to lead employee recruitment and workforce planning. She or he will identify and facilitate cross-functional opportunities to meet key initiatives, including but not limited to recruiting talented and diverse faculty and staff and increasing faculty and staff engagement.
Organizational Culture
The Director will lead the employee onboarding process that creates and enhances a campus culture that advances Taylor’s distinctive mission and sustains a workplace where people feel valued.
Title IX and Compliance
The Director serves as the University’s Title IX Coordinator and ensures the University remains in compliance with all governmental and
regulatory requirements around workplace
issues.
Compensation and Benefits
The Director partners with the CFO and senior leaders of Taylor University to design and administer benefits, develop compensation plans and oversee policies and procedures that motivate Taylor colleagues and build a meaningful workplace culture. The Director partners with the Chief of Staff regarding employee communications and recognition.
Talent Development
The Director will galvanize and equip campus supervisors to develop and manage the human capital of employees and (in partnership with the Calling and Career Office) of student employees in campus offices.
Qualifications
We recognize that God has gifted every person with unique gifts and backgrounds, and while the selected candidate may not meet every qualification, we believe there are several things that are important for Taylor’s Director of Human Resources and Title IX Coordinator.
Senior campus leaders at Taylor must exhibit strong interpersonal and communication skills, and we are looking for a leader who has all of the requisite technical knowledge along with the ability to build and develop teams that will advance the University’s human resources strategy in the years ahead. We seek a gifted leader, not merely an effective manager.
The ideal candidate will fully embrace the unique mission of Taylor University and champion the University’s Foundational Documents when recruiting and screening potential faculty and staff colleagues. The Director will manage well the ethos of collaborative decision-making that sets higher education apart from other sectors. We believe the best leaders at Taylor also embody a Liberal arts mindset that thinks across domains of knowledge and forges connections across ideas, people, and organizations.
We seek a person with demonstrated talent in leading and inspiring positive change and organizational innovation. The Director will need to embody sound judgment, the highest ethical standards, and a
commitment to the ideals for Christian living and leadership. The ideal candidate will have experience in several key areas such as leading teams and managing in a complex organization (ideally a nonprofit organization).
The ideal candidate will hold a master’s degree or higher in a relevant field or an equivalent record of professional distinction. She or he will also have five to ten years of progressive Leadership experience. The ideal candidate will have experience with human resources information and payroll systems, supervisory experience, and the ability to regularly exercise objectivity, confidentiality, discretion and judgement.
Read The Full Opportunity Profile Here
Essential Functions of the Director
The Director of Human Resources and Title IX Coordinator oversees the life-cycle of employee engagement at Taylor—from hiring and onboarding to engaging, performing, developing, and finally helping people depart well. The following outline these:
Hire
Attracts, develops, rewards and retains a diverse and talented workforce.
Partners with campus leaders on cross-functional collaboration efforts on admissions recruitment strategy, student internship and workforce readiness, diversity recruitment efforts, workforce optimization and other strategic efforts.
Conducts periodic examination of market and benchmark salary data, recommending competitive salary levels necessary to recruit and retain qualified staff.
Onboard
Directs and engages other campus leaders in onboarding and offboarding employees (from new hire orientation to exit experience).
Engage
In collaboration with the President’s and Marketing Offices, develops and provides leadership oversight for the communications and marketing function for employee relations.
Reviews University policies regarding sexual misconduct to ensure compliance with Title IX and the Violence Against Women Act and to maintain a respectful workplace and safe campus.
Maintains records of all Title IX reports.
Ensures job descriptions are current and conducts job analysis to determine appropriate salary grades; also recommends salary levels for promotions and new hires.
Provides oversight for Taylor’s compensation plan including competitive salaries, robust benefit program, survey participation, data analysis, and establishing appropriate classifications and compensation for all positions. Ensures compliance with applicable wage and hour laws and regulations.
Develops, implements, and supports a performance management system for staff and student workers that integrates the strategies and action plans of the University’s annual goals and longer-term objectives.
What makes working at Taylor so great?
Taylor University offers competitive employee benefits such as health, dental, and prescription medication coverage and a generous retirement plan with an employer contribution of six
percent (6%). In addition, tuition remission and continuing education opportunities are readily available for Taylor employees and their dependents, providing a highly prized benefit. As a community, our faculty, staff and students commit to living out Christ’s love and truth in the here and now. We worship together, serve one another, and grow in faith as we learn in the
classroom, on the field, at chapel, and anywhere else we’re doing Life Together.
Read The Full Opportunity Profile Here
This Is Not A Remote Position
Relocation Assistance Available
The review of applications will begin immediately and continue until the position is filled.
To apply, please submit a letter of application addressing qualifications outlined in this opportunity profile, a complete resume, a 1-2 page statement of the candidate’s professional experience in human resources, and a 1-2 page statement of the candidate’s spiritual journey.
Send all materials here: E-mail HR Team
Mark A. Griffin | Blog, Christian Higher Ed HR, Now Recruiting For
Nov 3, 2021
The Association for Biblical Higher Education (ABHE) Annual Meeting
February 16-18, 2022 | Rosen Plaza Hotel, Orlando, Florida
In HIS Name HR, in conjunction with ABHE, is excited to announce the 2022 Annual Meeting presentation topics.
Emerging HR Practices Post Pandemic
Post Covid-19, our campuses are settling into a new reality. Some of how we conducted business during the pandemic has persisted and become normalized. Learn how HR must adapt to support a new normal.
- Recognize the importance of establishing work patterns that promote student engagement instead of what may be easy or convenient for the employee
- Understand how to build team cohesiveness when not all employees can be F2F
- Identify how policies and procedures must be added or changed to reflect current practices
- Learn how to manage a distributed workforce
Learn More Here
Visit us- Booth 322 – ABHE Annual Meeting!
About The Speaker
Mark is an accomplished HR expert with a fresh perspective. He believes in challenging people to think differently when presented with obstacles in any situation. His passions are inspiring, motivating, and helping others. Peers describe Mark as creative, proactive, determined, and eager to learn. Just a few of Mark’s professional skills include organizing, presenting, and problem solving. Follow Mark here: Facebook, Twitter and LinkedIn.
In His Name HR helps organizations build high-performance human resource programs. E-mail us here.
Mark A. Griffin | Blog, Christian Higher Ed HR, Events
Oct 27, 2021
It would be the understatement of the century to say that the Covid-19 pandemic has disrupted the flow of information in the workplace. It hasn’t simply disrupted communication in the workplace; it has rewritten the landscape of how managers and employees interact daily and how employees do their work. When it comes to a productive, efficient and effective workplace, nothing can replace robust communication between everyone. It builds trust, sets realistic expectations and gives everyone a sense of orientation, even—and perhaps even most importantly—when times are tough.
That is why it’s more important than ever to not only maintain communication with employees but improve it, as much as possible. HR departments, managers and employees all play a critical role in making sure that the lines of communication stay open and are used often. How do you do that? Consider this.
The pandemic has left people detached, distracted, and hopeless beyond belief. The unpredictable layoffs, dismissals, lack of income security, and compromised productivity have created an atmosphere of uncertainty and fear. One report suggests that about 655 million full-time jobs worldwide were lost in the first two quarters of 2020 alone.
This lingering fear of losing a job or business, or negative changes in monthly income has affected the psychological well-being of employees and employers alike. Adjusting to the new form of work while maintaining one’s sanity and staying safe from the virus is a huge challenge that has negatively affected communication within most organizations.
If you are experiencing some or all of these same difficulties and need some winning tips, we can help. This article brings valuable insight to help employers learn communication development ideas from a Christian perspective as well as effective tips for employees to acquire the support they need from their employers.
Acquiring Support the Right Way
Since the start of the Covid pandemic, employees worldwide have experienced a lack of support from their employers in the area of communication. This has greatly affected employees’ mental framework and productivity.
Many employees and managers alike have chosen to keep communication to a minimum, assuming it would prevent unnecessary conflict. But keeping concerns bottled up inside is an exhausting way to handle a situation. Speaking one’s mind will help relieve stress and also reveal unrealistic assumptions. But concerns must be appropriately voiced for effective results. To avoid a negative impact, follow these 5 strategies:
1. Voice Your Concern in a Timely Way
The first thing for workplace harmony is choosing the perfect time to share a concern. Discussing issues during a meeting or when leadership is interacting with others may be a big no-no at your organization. The most effective way in ensuring non-confrontation is to schedule a time with your leader and have an honest one-on-one discussion with them. Make sure the time is right, as it will set the course for productive conversation, allowing your employer to listen to you attentively and respond. Many leaders are more receptive in an individual setting vs. a group format when an employee goes out of their way to communicate.
2. Avoid Being Vague
If you are intent on finding a solution or you have concerns, be specific to avoid sounding negative or unserious. Instead of generalizing the problem, discuss the details, as generalizing diminishes the seriousness of your case. The more specific and clear you are, the more benefits you will likely achieve.
3. Keep Solutions Ready
The most effective employees are those who see a problem come up, identify a solution, and seek approval to implement. Employees who repeatedly raise problems without suggesting solutions tend to diminish their reputation, so try to be solution oriented. Suggesting a solution along with the problem will make you look like a problem solver and helps leaders be more receptive to considering your point.
On the other hand, those who perpetually complain hurt only themselves. Complaints are not limited to employees; leaders can be negative as well, especially given the pressures and restrictions of Covid-19. So you need to know when best to present something as a problem and when to visit your superior to seek their opinion and advice before you work on something.
4. Let the Employer Decide
You cannot force an idea or a solution upon your organization. Voice your concerns in the form of a request vs. a demand, present some suggestions, and leave the final decision to senior leadership. Even if you do not get your request approved quickly, it will be on the record for future concerns. Most employers want to hear concerns, and presenting them respectfully creates a greater chance of implementation.
5. Ask Others to Voice Their Opinion
If it’s an issue that affects others, encourage them in a respectful way to speak up for maximum results. When more people are affected by a problem, the chance of leadership taking action also increases. Together, all can help leadership understand the totality of workplace obstacles.
Communication Ideas for Employers
To make sure the organization is operating well and heading towards its intended goals, employers need to pay attention to the communication within their organization as it relates to the development, care and support of its employees. This is most important during this difficult Covid-19 pandemic period.
Below are 9 critical takeaways for leaders and human resource management to ensure added productivity and development, even in times of crisis.
1. Communicate Often, More Than You Think Is Necessary
Over-communication is rarely the problem in any organization. That is why is it important to communicate frequently. According to the Harvard Business Review, those who work remotely don’t feel like they are being treated equally. This is where consistent communication can make a dramatic difference.
Communication is key to success, especially during tough times. Constant reminders, motivation, and communication reduce employees’ concerns and help them stay on top of their tasks. The way communication is maintained with employees can have a dramatic impact on an organization during tough times. So, keep it transparent and regular. Consider developing a communication strategy that allows your HR team to take the lead to communicate key information on a regular basis. Doing so can help reduce the stress your employees may have of the unknown.
2. Have One-on-One Discussions With Your Staff
Having one-on-one discussions with your staff allows you to put your Christian values to work. Being tolerant and treating employees with grace shows that you value their growth and are willing to helping them develop to their full potential, regardless of circumstances in the outside world. Your staff grows, your company grows.
3. Be Empathetic
Empathy goes a long way and can buy you a lot of goodwill. Remember, everyone is working and building their careers, and concerned for their future and stability. People will continue to make mistakes in their work. This is where empathy can show that you care and are worthy of their trust. This leads to more honest and open communication.
4. Watch for Nonverbal Cues
The signs of stress or impending problems are often more easily seen than heard. In the age of video calls, watching for nonverbal clues can give you an edge when anticipating challenges. By being alert to and addressing these clues, not only are you being proactive but you show that you care enough to pay attention. That can go a long way toward bolstering communication between employees, managers and HR.
5. Give Employees Options to Have Their Concerns Addressed
Communication is a two-way street and by making it easy for employees to have their concerns heard and addressed, you are proving with your actions that you care. One-on-one conversations, suggestions boxes, easy access to HR and an open-door policy to managers are ways to show that employees matter. When people believe their voices matter, they speak.
6. Develop Feedback Mechanisms
Create a secure channel to communicate and encourage feedback from employees. To gain organizational feedback, allow employees to utilize several means of communication, such as reaching out to HR, talking to a senior or manager (open-door communication), or providing anonymous suggestion channels. Offering various methods allows the concerns to reach the right authorities and encourages the employees to give feedback, which helps immensely in professional development. For more intense leadership development feedback, consider HR Impact 360, a program where leaders are assessed by their direct reports, peers and superiors.
7. Ease the Work-from-Home (WFH) Experience
As we all know, maintaining productivity is challenging while working from home. Therefore, employers who can arrange for equipment to support working at home will help employees succeed. By now, most organizations have implemented software and tools (Zoom, Slack, etc.) to help employees perform without much hindrance. On the other hand, holding meetings and discussions on time that limit the effect on their family can ease the WFH experience. Opting for audio vs. video calls when few people are needed can also speed up things.
8. Provide Job Security
One of employees’ greatest fears, based on our conversations with them, is the possibility they might lose their jobs and have their careers derailed. Being a leader, it is difficult to navigate this territory. Many states are “employment at will,” which means employers and employees can part company at any time for very little reason. And employers must be careful not to insinuate job security in precarious times. Be cautious about assuring employees that their jobs are secure. And if you know it not to be the case, let them know in advance to give them enough time to prepare.
9. Keep Plans Transparent
These unprecedented times call for leaders to be extra composed as their subordinates look to them for cues often timed for strength and inspiration. When appropriate, share strategies and planning with employees and communicate the organization’s performance focus so that employees can, if need be, modify their work accordingly.
10. Encourage Participation in Group Conversations
A study done by Baylor University, a private Christian school, found that younger staff were less likely to offer an opinion or participate in a discussion if the more senior staff remained silent. Due to the perceived hierarchy and their “place” in the organization, people didn’t feel free to speak. By making it clear that participation is encouraged and expected, you can improve the quality of your group discussions.
Need Specialized Guidance?
The pandemic has transformed the way organizations operate, and for these changing times, you need better and more specialized strategies. In HIS Name HR helps implement effective HR plans and programs for organizational success. Our experienced HR leaders ensure that your organization enjoys improved productivity and better employee relations in just a short period of time.
If the pandemic has you stressed out, let our 10 years of serving clients nationwide benefit you. We are the leaders in human resource consulting and outsourcing services from a Christian perspective. Let our experts assist you in these hard times and save yourself from unnecessary pain and stress!
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Mark A. Griffin is founder and Chief Consultant at In HIS Name HR LLC. He has over 25 years of HR experience. Follow him on Facebook, Twitter and LinkedIn.
In His Name HR helps organizations build high-performance human resource programs. E-mail us here.
Mark A. Griffin | Blog, Christian Higher Ed HR, Human Resources, Kingdom Company Building
Sep 20, 2021
HR practices that can best help your “Kingdom-Minded” organization and business protect its mission in today’s hostile world.
Where: The Bridge
1977 Bay Road
Milford, DE 19963
When: Thursday January 27, 2022
11AM-1:30PM
Join us for an event on best HR practices for your business or ministry! Enjoy a wonderful lunch while networking and connecting with other Christian professionals in our community.
Presenter Mark Griffin has seen it all in his more than 25 years of Human Resources experience gained by working with a wide range of organizations, from small businesses to Fortune 500 companies to Christian Colleges, Ministries and Churches.
Leading an organization with Christ-centered values makes organizational sense.
Mark will share why he believes Christ-centered organizations experience:
- Lower absenteeism
- Higher quality products
- Fewer employee morale issues
- Safer work environments
- Better perceptions by customers and vendors
Mark will also share how he helps organizations develop HR practices that reflect their core values and still build a high performance organization.
Topics to be Covered
- Creating a high performance culture through practical HR competency development
- Where most organizations go wrong engaging employees
- Setting expectations
- HR tools for creating success
- Employee policy manuals
- Codes of Conduct
- Employee relations and communications
- Performance management
- Counseling and discipline procedures
- Terminations
- An overview of labor laws
About The Presenter
Mark A. Griffin, MBA
President and Founder In HIS Name HR LLC
Mark is a human resources professional with 25-plus years of experience in both public (Quaker Oats Company, Kodak Inc., Merck Inc.) and private companies (Woolrich, Conestoga Wood Specialties, Valco Companies Inc.), Mark is passionate about building high-performance workplaces by utilizing best practices while leading organizations with strong values.
Speaker, accomplished HR consultant, and the author of How to Build “Kingdom-Minded” Organizations and College to Career: The Student Guide to Career and Life Navigation, Mark A. Griffin encourages leaders to build values-led organizations during these increasingly complex times. Mark and his wife live in Lancaster PA and have two adult children.
RSVP No Later Than January 14, 2022
Mark A. Griffin | Blog, Christian Higher Ed HR, Events, Kingdom Company Building
Sep 7, 2021
Post-Covid-19, workplaces are now settling into a new reality.
For nearly 80 years, Wycliffe has helped people around the world translate the Bible into their own languages. Wycliffe believes that the Bible is God’s Word to us, and something that everyone should be granted the opportunity to understand in a language and format that speaks clearly to their hearts. Nearly 2,000 languages around the world are still awaiting a translation project to start. Once people receive Scripture in their own language, lives often change in amazing ways. People are transformed as they discover Jesus Christ and enter into a right relationship with God. That’s why Wycliffe Bible Translators exists: to help speakers of these remaining languages experience the Bible for themselves.
Finding organizations with professionals who are doing an excellent job in this area can be difficult. But with God, divine appointments happen to me often. I had the opportunity to meet with Jennifer Holloran, Chief Operating Officer for Wycliffe Bible Translators. During our discussion it became very apparent that Jennifer’s leadership, as it relates to employee development and engagement, would benefit us all if it were shared.
Mark: Jennifer, thank you so much for taking the time to meet with me. I think what strikes me upon reading the culture of Wycliffe is how intentionally you are working to integrate your MVVs into your HR practices. As you know, we have built our firm, In HIS Name HR, on this practice. That’s because an organization with a well-crafted MVV always seems to keep its employees focused. Can you tell me how you have ensured your employees remained energized and focused in the face of this chaos we call Covid-19?
Jennifer: Thanks for asking, Mark. In many ways, Wycliffe was particularly blessed in the timing of the start of Covid-19 regarding this issue. We had completed an update to our mission, vision, and core values in March 2020, a process that involved gathering feedback from our global staff and working with our Board to craft wording that would serve us for this next season of ministry. So, as we entered the Covid-19 pandemic, we had already developed these guiding statements before finding ourselves in lockdown.
However, even that good timing would not have been enough to keep people engaged over 2020 and into 2021, especially given the many dividing issues that have come up on top of the pandemic. While we consider all of our guiding statements important, we have given particular attention to our core value of Loving God and Loving Others in response to this difficult time. We put out regular content to our staff through a spiritual formation series we call Deeply Rooted, we talk about this value frequently in our staff meetings, and we bring our staff back to the core of who we are and what we do, regularly.
While we would not say that we have done this perfectly, and the hybrid work environment makes alignment more challenging, we strive to help our staff stay unified and focused on what matters most.
Mark: We know that some of the ways in which we now do our work in our organizations, given the pandemic, have persisted and become normalized. What types of changes do you see to what we might call the “new normal?”
Jennifer: I think we have all realized that the hybrid work model is here to stay. Similarly, for organizations like ours that work in a global space, many questions remain about the future of work travel for face-to-face relationship building and problem solving. We have all found ourselves stretched by finding ways to build and maintain relationships, and to grow and strengthen our community and culture with our staff, in this season. We all have to become better at clearly defining our organizational culture in this kind of environment, because we can no longer rely on some of the methods we have used in the past.
I also believe that we will continue to wrestle with the challenge of staff engagement and staff retention. I recently had the opportunity to attend an HR conference where much of the discussion was about “The Great Resignation,” as the impact of the pandemic is causing people to think about how they want to spend their lives. This reality creates both a challenge and an opportunity for us. It means we need to become even more intentional about building trust and instilling purpose in our staff.
For nonprofits and Christian organizations, we have the opportunity to attract and retain staff in this environment because we offer meaningful work that makes an impact on the world. We can do this much more effectively when we have clarity about our mission, vision, and values. When we know who we are, and what we do as an organization, and we can articulate that clearly, it helps people to opt in and stay committed.
There’s one other aspect I want to mention here: The last 18 months has taken a real toll on people. Burnout, stress, anxiety, and depression are realities for many people, including ours, as they adapted to a changing work environment and shouldered concern for their families, friends, and churches. We have an opportunity to shine here by showing care for our staff above and beyond what they do for our organization. Let’s remember that our staff are more than just their work. If we can get into that habit now, it will serve us well today, and into the future, beyond the pandemic.
Mark: Were you able to establish new work patterns that promote engagement to help employees effectively deal with and overcome feeling isolated?
Jennifer: For many years, Wycliffe has had a combination of staff who have worked remotely from headquarters and staff who have worked completely in-office. So, we had some patterns established before the start of the pandemic to help people stay connected. Instead, what the pandemic has taught us is that we had a lot of work to do in the area of staff experience. We have always had staff who participated in events virtually, served on virtual or hybrid teams, and primarily stayed connected with organizational information through digital means. However, it was humbling and beneficial for those of us accustomed to an in-person experience to discover what it felt like to participate in the organization remotely.
Today, we talk more about how to make sure that any organizational event or activity has the virtual experience in mind. We see the work of connectedness as a two-way street. As leaders, we have a responsibility to make accessible pathways for virtual connection and make those pathways as inviting and inclusive as possible. At the same time, we need our staff’s commitment to show up, read the information that’s sent out, and participate, so we now talk about that with our staff more.
Mark: How are you building team cohesiveness when many employees work remotely?
Jennifer: One way we work on team cohesiveness is to emphasize the importance of teams with our managers. We see teams as one of our most important avenues for culture building. For us, that includes asking our managers to host weekly times of team prayer and devotions and encouraging our managers to attend and debrief organizational events together with their teams.
Team cohesiveness involves helping teams work effectively together and binding the team together, from top to bottom. We see that as a combination of top-down and bottom-up: cascading communication down through our layers of leadership and encouraging feedback up the supervisory chain to invite thoughts, ideas, and concerns from multiple levels of the organization. Now, I realize that accomplishing this always sounds easier than making it an ongoing reality. Still, we believe it is a goal worth striving toward to help us operate together effectively as a team.
Mark: Did you find it necessary to revamp most of your employment policies due to Covid-19? How were policies and procedures added or changed to reflect current practices?
Jennifer: The policies and procedures we have found most impacted by Covid-19 include those that have to do with workplace safety and flexible work arrangements. Immediately upon the initial lockdown, we instituted many safety practices to help our essential workers come into the office safely. In addition, we have continued to adjust our policies and procedures around workplace and public safety as needed, based on CDC guidelines, local Covid-19 community transmission numbers, and the advice of medical professionals keeping an eye on the latest research findings.
On the flexible work arrangement side, we have found that Covid-19 has served as a catalyst for good conversations about what matters most to us regarding in-person vs. remote participation. For now, we have settled on a 60/40 policy for staff at the headquarters (60% of their FTE in-office and 40% remote). Alongside that policy comes new expectations for managers as they learn to measure productivity and hold people accountable while creating a sense of community in a hybrid setting with their direct reports. We still have much to learn as we see how these policies and practices work in real life.
Mark: How have you been able to develop programs to support leadership in its ability to manage a distributed workforce?
Jennifer: Like many organizations, this area is heavily a work in progress for us as we continue to learn more about effectively managing remotely. We have tried to provide support through technology like Zoom, Slack, Google Workspace, and other connectivity options. Additionally, we have encouraged healthy rhythms in the life of managers with their teams—regular one-on-one check-ins, team meetings, etc.
Our leaders oversee very different kinds of teams—some have entirely in-person teams because of the type of work they do, some have hybrid teams, and others work with globally situated teams that have to manage significant time-zone and connectivity differences along with the everyday challenges of remote teaming. Rather than establish one kind of program to fit those different scenarios, we have worked toward guidelines within which managers have a lot of flexibility to address their unique situations. We want managers to be part of the creative problem solving needed to create workable solutions for the future.
At the same time, we also see the need for a stronger focus on leadership development. We cannot expect leaders to thrive in increasing complexity if we have not helped them build a solid foundation in leading themselves and leading others, and, for senior leaders, leading the organization. So, we give attention to developing a leadership development program that will ensure our leaders have a solid platform of leadership principles on which to stand.
Mark: I meet with many executive leaders who, in private, admit they are really worn down, losing steam. All of the divisiveness and emotions that have permeated the world in the past 18 months are a lot for many of us to take. What one piece of advice would you share that has helped you motivate key leaders as we try to navigate toward what may become our “new normal?”
Jennifer: Mark, I wish more executive leaders would admit this openly! It shows that executive leaders are human too. But, seriously, my advice is: Don’t feel alone. I believe most executive leaders are feeling the fatigue of the past 18 months. We have been called to lead during a very challenging season.
Two pieces of advice have been beneficial as I have worked with leaders during this time. First, give yourself grace. Take the steps you need to take to lead from a healthy place, not just for you but also as an example to your organization. That could mean examining your energy level and your priorities and applying what you learn to your calendar.
Second, view the changes that have happened around us as an opportunity for creativity and innovation for the future, rather than as a temporary stopping place before going back to “the time before.” We cannot go back to the world as it was before. Instead, we have an opportunity to rethink some of our past norms and practices that have not have served us well—maybe upon reflection, those practices weren’t healthy or well-aligned with our mission and values. Instead, we can institute new ways of working that truly reflect who we want to be and how we want to reach our mission and vision.
Mark: We at IHN HR believe that the most successful organizations have their MVV integrated into their HR practices, ensure it is used in recruitment, build it into their annual goal and review process, and also make it a focus within career development. Can you tell us how you are accomplishing this?
Jennifer: I agree with you, Mark. I would take this statement broader, in that our mission, vision, and values must drive our strategic priorities and our supporting operations, with HR serving as a critical player in helping our people encounter our guiding statements repeatedly. Now, I can tell you—we don’t do this perfectly today, but we are currently in the process of reviewing all of our HR policies and practices to make sure we have designed them to support where Wycliffe needs to go in the future.
When I say “all HR policies and practices,” I would encourage HR practitioners and leaders to think beyond the obvious ones, like recruiting, onboarding, and performance management. We need to look for alignment in the less obvious aspects, too. For example, when we have to help our staff resolve conflict, do our methods reflect and reinforce our values? If we have to conduct a layoff, can we do it in a way that communicates our values in the process and potentially leads the former staff person to stay committed to our mission and vision, even if they no longer have the employment connection?
Mark: Thank you, Jennifer, for taking the time to meet with me today. We will pray for continued blessings over Wycliffe Bible Translators’ employees, their families, and all who meet the Lord through their efforts. May the Lord continue to bless you, so you prosper in all you do.
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Mark A. Griffin is founder and Chief Consultant at In HIS Name HR LLC. He has over 25 years of HR experience. In His Name HR helps organizations build high-performance human resource programs. Follow him on Facebook, Twitter and LinkedIn.
In His Name HR helps organizations build high-performance human resource programs. E-mail us here.
Mark A. Griffin | Christian Higher Ed HR, Human Resources, Job Shepherd Employer, Kingdom Company Building
Aug 16, 2021
Join us in Orlando Florida
The Association for Biblical Higher Education (ABHE)
Academic Officers Leadership Development Conference
On-Site and Virtual Options Available
November 1-2, 2021
Navigating the CAO/HR Relationship
Presenter: Mark Griffin, President and Founder — In His Name HR, Lancaster (PA)
Overview: One of the most critical relationships within higher education is between the CAO and the HR office. Learn from a seasoned human resource officer about strategies you can use to ensure a strong professional relationship that contributes to organizational success. Explore . . .
- The key issues that the CAO and the HR office share including employee recruitment, interviewing, hiring, firing, Title IX, employee evaluation, and the impact of labor law
- Strategies that help build a strong relationship between the CAO and the HR office
- The pitfalls to avoid in leading the faculty from an HR perspective
- The value of a robust faculty evaluation process and how it contributes to professional growth and excellence in the classroom
Register Here
About The Speaker
Mark is an accomplished HR expert with a fresh perspective. He believes in challenging people to think differently when presented with obstacles in any situation. His passions are inspiring, motivating, and helping others. Peers describe Mark as creative, proactive, determined, and eager to learn. Just a few of Mark’s professional skills include organizing, presenting, and problem solving.
Mr. Griffin received his Bachelor of Science degree in Human Resources Administration from Saint Leo University. He earned his MBA from Bloomsburg University while interning for Congressmen Kanjorski as a military liaison during the first Gulf War. Mark has completed several executive education programs at the University of Michigan.
Prior to leading In HIS Name HR, Mark worked for Quaker Oats Company, Kodak Inc., and Merck Inc., and private companies Woolrich, Conestoga Wood Specialties, and Valco Companies Inc.
In addition to helping people professionally, Mark also believes in helping people personally through volunteer work. Mark has coached leaders on “Business as a Mission,” traveling to Eastern Europe, India, Haiti, Honduras, Nicaragua, and the Dominican Republic.
Mark A. Griffin | Blog, Christian Higher Ed HR, Events
Aug 10, 2021
Prudent Response to a Title IX Investigation
A growing list of institutions are reporting their hazardous journey through a US federal Title IX investigation. What are we learning about this audit and investigation process? How do smart institutions prepare for this most unfortunate circumstance? Consider the wise counsel from an TRACS partner and HR expert to give you as president much better insight into both the nature of this investigation and practical steps to prepare, including:
- What are we learning about this audit and investigation process?
- How do smart institutions prepare for this most unfortunate circumstance? Consider the wise counsel from a TRACS partner and HR expert to give you a much better insight into both the nature of this investigation and practical steps to prepare, including:
- News from the emerging stories of Title IX investigation – the good, bad and ugly
- Understanding the focus and the likely outcomes of an investigation
- Prudent counsel for practical preparations that can make a big difference
For more information about the TRACS conference click here.
About The Speaker
Mark is an accomplished HR expert with a fresh perspective. He believes in challenging people to think differently when presented with obstacles in any situation. His passions are inspiring, motivating, and helping others. Peers describe Mark as creative, proactive, determined, and eager to learn. Just a few of Mark’s professional skills include organizing, presenting, and problem solving.
Mr. Griffin received his Bachelor of Science degree in Human Resources Administration from Saint Leo University. He earned his MBA from Bloomsburg University while interning for Congressmen Kanjorski as a military liaison during the first Gulf War. Mark has completed several executive education programs at the University of Michigan.
Prior to leading In HIS Name HR, Mark worked for Quaker Oats Company, Kodak Inc., and Merck Inc., and private companies Woolrich, Conestoga Wood Specialties, and Valco Companies Inc.
In addition to helping people professionally, Mark also believes in helping people personally through volunteer work. Mark has coached leaders on “Business as a Mission,” traveling to Eastern Europe, India, Haiti, Honduras, Nicaragua, and the Dominican Republic.
Mark A. Griffin | Christian Higher Ed HR, Events
Aug 3, 2021
Join us in Orlando Florida
The Association for Biblical Higher Education (ABHE)
Presidents Leadership Development Conference
On-Site and Virtual Options Available
October 11-12, 2021
One of the more significant tensions on your campus revolves around the role of your HR department. Do they represent the interests of the institution or are they advocates for employees? Consider how a proper understanding of the HR department’s role within the institution leads towards a healthy management of complex personnel tensions, including . . .
- An ideological approach for your HR department that contributes to a healthy understanding of the HR department role
- The full spectrum of what an HR department is legally and ethically bound to manage
- Key personality and professional HR leader traits conducive to a healthy context for complex and tension-filled conversations
- Techniques that you can use to foster a positive relationship with your HR department
Register Here
About The Speaker
Mark is an accomplished HR expert with a fresh perspective. He believes in challenging people to think differently when presented with obstacles in any situation. His passions are inspiring, motivating, and helping others. Peers describe Mark as creative, proactive, determined, and eager to learn. Just a few of Mark’s professional skills include organizing, presenting, and problem solving.
Mr. Griffin received his Bachelor of Science degree in Human Resources Administration from Saint Leo University. He earned his MBA from Bloomsburg University while interning for Congressmen Kanjorski as a military liaison during the first Gulf War. Mark has completed several executive education programs at the University of Michigan.
Prior to leading In HIS Name HR, Mark worked for Quaker Oats Company, Kodak Inc., and Merck Inc., and private companies Woolrich, Conestoga Wood Specialties, and Valco Companies Inc.
In addition to helping people professionally, Mark also believes in helping people personally through volunteer work. Mark has coached leaders on “Business as a Mission,” traveling to Eastern Europe, India, Haiti, Honduras, Nicaragua, and the Dominican Republic.
Mark A. Griffin | Blog, Christian Higher Ed HR, Events
Jun 30, 2021
Many potential clients seek a silver bullet when it comes to the hiring process. They want to set up electronic application systems and implement pre-employment testing to objectively and efficiently screen applicants so they can hire the best candidates.
They want to optimize the process, to speed the days to hire-up. They want candidates fast. They want a paperless process and a filtering system to eliminate candidates that don’t match their requirements.
Unfortunately, not being sure of what you’re doing, and working with unwise counsel, is a minefield you do not want to find yourself in and the results could be downright explosive.
I recently did some preliminary research on Equal Employment Opportunity Commission (EEOC) cases that have headlined in the past several months, painting a damaging picture of some very prominent companies. The cases revolved around such factors as:
- Pre-employment testing
- Unlawful employment application questions
- Disability discrimination
In actuality, many organizations, even those with the best intentions, ask questions that can inadvertently result in disparate treatment across a broad spectrum of minority candidates. Organizations also rely on invalid forms of pre-employment testing as a screening tool, ones they may not aware might disqualify minority candidates at a higher rate than non-minorities.
As a rule, the organizations that I meet with are not looking to hurt anyone or prevent any person from working at their organization as long as they’re qualified for the position in question. Most not only recognize the benefits that diversity brings to their organization but also share a worldview that embraces all cultures and all people. Regrettably, however, what’s in their heart does not matter one whit to the attorneys and the EEOC who show up to investigate claims of discrimination.
It’s easy to assume that the EEOC focuses only on large corporate organizations, high-profile global entities, as evidenced in such headlines as:
- BMW to Pay $1.6 Million and Offer Jobs to Settle Federal Race Discrimination Lawsuit
- Target to Pay $2.8M to Upper-Level Applicants in EEOC Settlement
- United Airlines to Pay Over $1 Million to Settle Disability Lawsuit
On the contrary, there are many small to mid-sized organizations that are being dragged into court as well. For example:
- Stack Bros. to Pay $140,000 to Settle EEOC Age Discrimination and Retaliation Suit
- Texas Oil Field Services Company Pays $30,000 to Settle EEOC Retaliation Suit
- EEOC Sues Seymour Midwest for Age Discrimination
No organization is too small to escape the potential penalty of discrimination, whether intended or unintended. All it takes is one or more disgruntled workers or applicants.
What might surprise you is that the same risk exists for those working in the nonprofit, church, or ministry sectors—you are just as vulnerable to the consequences of poorly managed human resource practices as any profit-driven enterprise. No altruistic or religious influence will stand up in court as an adequate defense or mitigate damages against your organization. This is just a sampling:
- EEOC Sues United Bible Fellowship Ministries for Pregnancy Discrimination
- Inconsistencies in Termination Decision Wipe Out Good Samaritan Ministries Victory
- King’s Way Baptist Church Sued by EEOC for Retaliation
- Nonprofits, churches, and ministry organizations are generally subject to state and federal laws that prohibit employment discrimination.
What should you do?
Do what great organizations do, and invest in solid HR practices. A qualified HR staff is fully trained and capable of helping you navigate successfully through the practices that can prevent costly litigation and eliminate those practices that might be unintentionally discriminatory.
You need a comprehensive human resources connection that your HR staff can source for this kind of guidance. We’re the map to get you through this minefield.
But it’s not just about risk management. Superior HR practices generate superior job candidates.
Want to read more about the cases cited in this article? Find more information and source articles here.
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Mark A. Griffin is founder and Chief Consultant at In His Name HR LLC. He has over 20 years of HR experience. In His Name HR helps organizations build high-performance Human Resource programs. Visit them at In HIS Name HR or Send Email
Mark A. Griffin | Blog, Christian Higher Ed HR, Human Resources
