Creating Relationships To Recruit Great People

Creating Relationships to Recruit Great People


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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

 

Navigating Professional Communication In HIS Name HR LLC

Navigating Professional Communication During the COVID-19 Pandemic


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

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

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

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

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

Acquiring Support the Right Way

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

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

1. Voice Your Concern in a Timely Way

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

2. Avoid Being Vague

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

3.  Keep Solutions Ready

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

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

4.  Let the Employer Decide

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

5.  Ask Others to Voice Their Opinion

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

Communication Ideas for Employers

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

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

1. Communicate Often, More Than You Think Is Necessary

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

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

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

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

3.  Be Empathetic

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

4.  Watch for Nonverbal Cues

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

5.  Give Employees Options to Have Their Concerns Addressed

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

6.  Develop Feedback Mechanisms

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

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

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

8.  Provide Job Security

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

9. Keep Plans Transparent

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

10. Encourage Participation in Group Conversations

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

Need Specialized Guidance?

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

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

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

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

 

 

 

 

 

 

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

Emerging HR Practices Post Pandemic


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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

 

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

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

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

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

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

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

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

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

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

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

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

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

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

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

 

 

 

 

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.

How Bad Human Resource Practices Cost You Millions

How Bad Human Resource Practices Cost You Millions


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

Onboarding New Employees With Excellence

Onboarding New Employees With Excellence


Knowledgeable, experienced, skillful employees are crucial for any organization to stay ahead in a rapidly growing competitive economy. With several recruits lined up, hoping to be hired, choosing a promising candidate is a big task for any human resources department.

After a time-consuming recruiting process, even if HR does find the right candidate, the next big problem arises: How to retain those new hires with the organization?

The simple answer is by formulating a strategic, systematic, and well-tailored employee onboarding program. You may not know this, but a great onboarding program ensures that about 70% of employees stay with an organization for the next three years.

If, being an HR manager, you would welcome updating your next onboarding strategy, let’s look at some quick tips and unique ideas on this.

Purpose of an Employee Onboarding Program

The Society of Human Resources Development (SHRM) defines employee onboarding as:

“[T]he process of helping new hires adjust to social and performance aspects of their new jobs quickly and smoothly.”

A practical and organized onboarding program helps new employees to feel they’re a part of the organization and helps them to understand your organization’s culture in an encouraging environment. Moreover, effective onboarding experience helps recruits gain knowledge, develop skills and feel connected to your organization. This makes them more enthusiastic and enables them to perform their jobs to full capacity.

So, the positives of onboarding include:

  • Helping new recruits acclimate to the organization
  • Facilitating relationship-building between employees
  • Goal setting, recurrent manager check-ins, and employee development programs, which educate them as to what’s expected from them and where they can improve, to bring the changes

An organization only faces disadvantages if the onboarding plan is ineffective or executed poorly.

Elements Contributing to Successful Onboarding

Incorporating crucial elements of success like these can make your onboarding strategy a defining tool to preserve quality employees.

  • Interview recently onboarded recruits and ask what they think is missing from the current process. The best advice comes from people who have experienced the process.
  • Determine the goals you want to set for new employees and devise a plan to communicate those objectives to recruits.
  • Avoid overburdening new employees with tasks; instead, the HR department should work as a team with the recruits.
  • Assist new employees with the settling process. Help them feel welcomed; have their workstations prepared; organize weekly meetings to fill any communication gaps.
  • Consider implementing a mentorship program where new hires can access proper training and have a go-to companion, helping them feel comfortable while asking questions.
  • As an employer, connect with new employees to guide their careers and support them in making career advancements.

Strategies to Improve Onboarding Practices

When deciding to join an organization, potential new employees give strong consideration to the employer–employee relationship, the working atmosphere, and the organization’s concept of teamwork. With a productive onboarding plan in progress, human resources departments can gain a favorable return on their time and investment in the form of qualified and dedicated employees.

Employers lose an estimated 17% of new hires within the first 90 days due to ineffective onboarding. It’s time to upgrade and modify your onboarding program with these proven strategies.

1.   Reach out to new hires before their first day

Neglecting new employees after the appointment letter is issued creates a negative impression of your organization. Instead, for a successful onboarding process, take a visionary approach. Don’t wait for them to join your organization. Communicate with them in advance of their first day, through a phone call or a welcoming email.

If you set up an online onboarding portal for them, where they can access organizational information and perhaps complete their paperwork, delivers a positive, encouraging image of your organization.

2.   Be welcoming

New employees are understandably a bit nervous, and want to feel at ease on their first day, so a nice welcome may do just that. You can involve all the new hire’s respective colleagues in the greeting process and perhaps provide them supplies embossed with your organization’s logo, along with a welcoming card, to create a positive first impression of your organization.

At Twitter, new employees are welcomed enthusiastically. New employees receive their email IDs upon arrival and are greeted with a t-shirt and a bottle of wine at their desk. New employees enjoy breakfast with the CEO, and their desks are placed right beside those of their teammates.

3.   Create an onboarding timeline

Instead of overloading your new employees with tons of work, HR can create a proper timeline, scheduling work for their entire week. This keeps them engaged and busy and both gives them a sense of direction and signals what is expected from them, allowing them to merge with your organization far more smoothly. Successful organizations document processes and monitor their effectiveness. Make sure your program has a mechanism that tracks its effectiveness.

4.   Provide help in socializing

While the current pandemic situation has suspended many in-person activities for applicants, new hires, and employees, hopefully this will soon pass. Enhancing your employee onboarding process by transforming it into a social experience generates a positive image of your organization.

New employees can find it difficult to mingle, so by introducing them to the workers and team around them, you help them feel at ease and reduce their anxiety. Plan a lunch, perhaps, with all the team members the recruit will be working with, or arrange a team-building event where the new employee can get to know their colleagues better.

5.   Set clear goals

Another strategy to improve your onboarding process is to map out realistic goals for your new employees.

According to Global HR Research (GHRR):

The number one thing your new hire will be interested in when they onboard will be learning about their role and what will make them successful.”

By outlining short- and long-term career goals for employees, you give them a clear overview of what is expected from them and what milestones they must achieve. This is also an effective way for HR managers to discern the strength and weaknesses of new employees.

6.   Solicit employee feedback

By keeping all means of communication open in your onboarding process, you encourage new employees to furnish valuable suggestions and point out potential areas for improvement. A good way to achieve positive reviews from new hires is to send them a confidential survey asking them to provide an anonymous review of the organization’s onboarding process.

Selecting the Right Tools for Your Onboarding Process

To make your onboarding strategy more impressive, you can use employee onboarding software to ease things for you and your recruiting team.

Here is a quick review of some onboarding tools that can contribute to your effective onboarding process.

  • Origanimi: Create organization charts and internal structure of your organization to help new employees learn its hierarchy.
  • KissFlow: An easy-to-customize onboarding tool to help HR create impressive presentations and visual representations. The real-time dashboard enables your HR team to keep a close eye on the onboarding process.
  • Bamboo HR: Best for small organizations, this is a cloud-based HR tool, a complete software package for managing your onboarding operations, including ATS, onboarding apps, time-off management, advanced reporting functionality, and much more. Easy to use, consistent software to smooth your onboarding activities.

So, now you know all about onboarding new employees with excellence. Make use of our employee onboarding tips and see your organization prosper through improved productivity.

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

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

 

Top 4 reasons Talented People Quit Their Jobs

The Top 4 Reasons Talented People Quit Their Jobs, +1


Over my 25 plus-year career in human resources, I’ve noticed that while people will endure fewer amenities and less pay, there are four reasons skillful workers will leave for another job.

(1) No opportunity – When employees sense no potential for career progress, or leaders are unaware that advancement is important, employees look elsewhere for better options.

(2) Not knowing the dollar value of their benefits – Pay and benefits is a topic often avoided in many workplaces. Many organizations, however, offer competitive pay and often benefits that cost thousands of dollars, and employees haven’t a clue. (Think PTO, like legal holidays, sick days, and vacation days; life insurance, long-term disability (LTD), and short-term disability (STD) programs; health insurance, including vision and dental; and wellness programs.) The costs of all these programs add up. When organizations take the time to periodically make employees aware of the total cost of all the benefits at their disposal, employees gain a greater appreciation how much value they receive in their job.

(3) Feeling unappreciated – When employees receive little or no gratitude or acknowledgment for their contributions, it feels demoralizing — no wonder 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 all the difference. However, in many organizations, too often managers fail to do even that.

(4) Sheer Boredom – Without savvy leaders or a solid idea of the big picture, 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 only want higher pay and a corner office, or that the trend among employees is to feel “entitled,” the truth is that the best employees are satisfied with simpler, more basic and fundamental management approaches—and a better explanation of the benefits they currently have.

Be thoughtful — find out what motivates your employees! This simple investment will ensure improved worker retention, enhanced overall morale, and increased company 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? Consider asking them. That’s right. Simply spending time with employees in focus groups and roundtable discussions can help you to help them by making basic changes to ensure you keep your greatest asset happy and encouraged.

One more thing…What’s the Top Reason People Quit?

This 2017 Inc. magazine article reveals that the primary reason employees quit is:

People leave managers, not companies.

Marcel Schwantes, while researching the topic of turnover, found that 50% of employees left their job “to get away from their manager to improve their overall life at some point in their career.”

Keep in mind that as a new generation of workers comes of age, the issue of turnover will continue to grow. Many employees now look at their lives differently than workers did 20 and 30 years ago. Most value relationships above all else, and when a manager starts stealing their joy, they won’t hesitate to look for work elsewhere.

The workplace ladder is simply not as important to young workers today as in prior generations. Many are talented and capable, but will invariably choose a desirable manager over monetary or organizational rewards.

If you are concerned about 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 the great people you need a lot easier than you thought.

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Mark Griffin is founder and President at In His Name HR LLC. He has over 25 years of HR experience. Follow Mark on FacebookTwitter and LinkedIn.

 

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 today for more information.

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

Managing Benefit Programs Effectively

Effectively Manage Benefit Programs


Effectively Manage Benefit Programs

COVID-19 is surging, and more lockdowns are looming. It’s all too easy for us to become overwhelmed with worries about friends and relatives—and when things might hopefully return to normal—in times of crisis. Even during trying times—or perhaps even more so—your HR department is still called upon to manage your employees’ needs swiftly and accurately.

HR executives tend to juggle more than their fair share of business concerns. Payroll systems, in particular, can be complicated and time-consuming to manage, which is why executives look to outsource to more cost-efficient payroll services.

Employee Benefits: An HR Executive’s Top Priority

Employee benefits, an indirect form of salary, are a vital consideration when it comes to how and why a company attracts and retains the best employees. No wonder HR executives focus on the benefits that their companies offer, compared to others in the same or similar businesses. For instance, there is little in the way of public medical and dental benefits in the United States. Consequently, these two factors are among the most significant considerations when a prospective employee is looking at a company. The importance of salary negotiation benefits is liable to be in front of the line, right after the salary itself.

While many candidates fresh out of college or rising from lower echelon positions tend to focus on salary, this is not so for candidates eligible for more senior positions. More than salary, the seasoned professional is focused on the indirect pay, the benefits. And benefits mean more than health and dental. Senior employees typically look for vacation/personal time, stock options, pensions and 401(k) matching, family leave, and the like, which means the HR department must find a way to keep track of their benefits package in a manner both efficient and scalable.

Reasonable HR Benefits

Two categories of employee benefits exist in the United States: benefits required by law, and optional benefits offered by an employer. Legally required benefits include company-sponsored savings programs, such as employee contributions to a 401(k) with a percentage of funds contributed by the company; medical and dental insurance; unemployment insurance; Social Security contributions, and more, while company-specific benefits may include such perks as tuition assistance, profit sharing, paid sick leave, and stock option plans, just to name a few.

Depending on the organization’s size and the benefits portfolio, keeping up with such a wide range of concerns can be daunting for larger corporations, but equally challenging for small companies.

HR Management Best Practices

Best practices should not be confused with HR activities, such as payroll, attendance, training, and so on.  No, best practices involve the overall strategy of the HR department. It should also be noted that there tend to be two schools of thought on best practices. The first, the “best fit” approach, seeks to align human resource policies with the larger overall strategy of the business being supported. The second, the “best practices” approach, posits a universal set of HR practices that any company can use to achieve business excellence.

Leaving aside the best fit school of thought, the current line of thinking on best practices is that it should be employee intensive. This thinking means an organization can excel if: a) it works to ensure job security, b) it offers fair compensation, c) it offers continuing education and training, and d) it ensures that anyone in the organization easily obtains pertinent company information.  (This list is by no means definitive.)

Executives Who Manage Benefits Effectively

Effectively managing HR benefits involves effectively managing such HR activities as these, and more:

  • Payroll
  • Yearly employee surveys
  • Planning, design, and implementing benefit changes
  • Maintaining benefit information
  • Staying abreast of state, federal, and international laws
  • Monitoring compliance with government regulations

HR Management Systems

There are many HR management services available to businesses today, but not all are equal. Some are simply specialists in one field, like payroll services, while others may offer comprehensive services yet ultimately lack the depth and expertise that the client requires. An effective HR management service will have a specific target for their expertise. Instead of a one-size-fits-all approach, effective service will specialize in small or medium-sized business support. A reputation for integrity and service is a hallmark of the best HR management services.

Effective Benefits Management Systems

Effective benefit management systems simplify complex processes and procedures, are easy to use, and are cost-effective. There is no sense in outsourcing if the service cost is greater than the current organizational overhead. Moreover, they offer an efficient method for managing mission-critical factors such as:

  • State, federal, and international law compliance
  • Monitoring employee turnover
  • Locating the appropriate talent for your needs
  • Leadership training
  • Employee training
  • Benefit management
  • Payroll services

An Expert to Help You Through the Labyrinth

In HIS Name HR is an innovative, reliable HR management service designed for small and medium-sized companies. Comprehensive in our approach and focused on our customers’ needs, In HIS Name HR offers full-spectrum support for your small or medium-sized concern.

We can help you navigate health and benefits brokers’ intricacies, current regulations, and increase workplace productivity. Among our other areas of expertise are recruitment, how to find and retain the best people, and compliance with employee benefits law to ensure that state and federal requirements for employee protection are in place. We also specialize in employee-benefits design, the best benefits packages available for the money, and organizational development to keep your business on the right course.

Regardless of whether you are a small or medium-sized firm, HR management in the modern business environment is a challenge. Even the largest companies find adequate HR solutions time consuming and, frequently, not aligned with the organization’s objective. In HIS Name HR helps our customers to assist in their HR processes and encourage an agile and productive business. We offer leadership training, business coaching, and organizational coaching, all at an incredibly affordable price.

With In HIS Name HR, you no longer have to negotiate the labyrinth alone.

 

 

How to Choose the Best Payroll Service

How to Choose the Best Payroll Service


Looking for a guide to best practices in cost-effective, efficient payroll service options? Many of our clients ask us about payroll services. Our role in leading or supporting human resources includes helping our clients secure the best payroll service tailored to their individual needs.

Because we are not brokers, we don’t play favorites or maintain a financial relationship with any payroll firm. This independence, this objectivity, enables us to screen and get every client the best payroll service at the lowest cost.

Payroll management can be complicated or straightforward, depending on the number of employees and the payroll processes involved. To avoid errors, small and large organizations often turn to payroll service providers for well-planned and effective payroll administration. Selecting the best payroll service is essential. What constitutes “best” for you is based on your organization’s size, payroll processing budget, and how much payroll responsibility you want to maintain. What should you look for?

Services and Price

The best payroll service organizes all employee payment tasks and files employee taxes. When choosing a payroll service, it must perform such necessary HR activities as calculating wages and keeping track of employee work hours, withholding deductions and taxes, printing and delivering checks or direct deposit, and paying employment taxes. A good payroll service’s primary features include: attendance management, overtime management, allowances management, leave management, and report generation. Determine how you are being charged for each service provided and don’t buy more than you need.

Simplicity and Ease of Use

The best payroll service should be simple and easy to access and use. You must have easy access whenever you need it, depending on what management reports and employee information you need. This includes comprehensive employee details and a full history of past and current pay slips. A good payroll service allows you to change employee data easily, manage employee loans, and transfer funds electronically to all major banks and payment services. When you choose a simple and easy-to-use payroll service, all balances and details are displayed in an easy-to-understand and straightforward format, allowing you to budget online and plan staff costs.

Security and Responsibility

When picking a payroll system, look for security features that guard against information tampering. The payroll service provider you select must be credible and a brand recognized for providing quality. Once you choose your payroll service, it is you who decides how much control you want. The best payroll service allows you adequate control and the option to view all information and previous reports. Clarify responsibilities with them so you know what to expect from the payroll service provider and what they require of you, and when.

Flexibility

Payroll service needs are unique for every organization, and the specific tasks vary. The payroll service you choose should generate customized reports and be flexible to your company’s particular needs. The best payroll service should be scalable as your organization grows. It should be able to expand with your organization to ensure you gain the planned benefits. And you need to choose a service compatible with your way of doing things, one that is flexible to automationfor speed and accuracy. If you have multiple organizations, choose a payroll service that functions well with your other companies.

Customer Service

Discuss your specific requirements with the provider to ensure you are on the same page. An excellent payroll service provider understands your objectives and suggests solutions. Be keen to understand the functional and technical aspects of the payroll service agreed on. When choosing a payroll service, select a provider dedicated to the project to ensure ongoing customer support, customization, and upgrades. Establish the after-purchase care you expect, the terms of your maintenance contract, and confirm that the payroll service you choose has an easily accessible help desk.

Training

Training your employees and HR team on the new payroll service is vital to successful implementation. You don’t want everyone reverting to the old ways of doing things. Instead, they should adhere to the new payroll procedures to ensure you get the best out of your new payroll service. That means selecting a service provider with adequate online support and training manuals to ensure that both the HR team and employees can easily access the training materials needed to use the service successfully.

Test Drive

When choosing a payroll service, it is crucial to consider a provider who will let you test the service to determine suitability, so you can be sure you get the precise service you need. Senior management, your HR team, and other critical employees should all perform the service test before you buy. Test driving will determine if your team will be comfortable with the new program. Many payroll services have portals where you can simulate the use of their products. Take advantage of this opportunity.

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

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

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