HR professionals are supposed to strategically manage staff members in accordance with a list of intricate and constantly evolving legal rights for both employers and employees. It’s a tough task with potentially severe penalties for any failures – real or perceived.
Legal action… financial losses… a damaged reputation.
It literally and figuratively pays to know your HR rules and regulations.
Beyond the Bill Of Rights
The creators of the United States Constitution memorialized citizen rights in a series of 10 amendments, collectively known as The Bill of Rights. This was a revolutionary document, made more impactful still since our founders had the foresight to make the list adaptable for a changing future.
The power to expand, create, and enact legislation was granted to the dual (and sometimes dueling) houses of Congress. And our representatives have definitely acted on that power ever since, impacting citizen rights in so many ways.
All of them put together, for better or worse, make an organization’s human resources agenda a lot more challenging. The topic is multilayered, but here are the biggest pieces of federal law your HR team needs to know about.
1964 Civil Rights Act
The U.S. Declaration of Independence stated that the new nation was being formed on “self-evident” truths “that all men are created equal, that they are endowed by their Creator with certain unalienable Rights,” and “that among these are Life, Liberty and the pursuit of Happiness.” Yet it took until the 1964 Civil Rights Act to legislatively prohibit employment discrimination based on race, color, religion, sex, or national origin in hiring, promoting, and firing.
As a legal benchmark of modern civil rights, it has since been used as precedent for women’s and LGBTQ+ rights as well.
The Occupational Safety and Health Act
The OSH Act of 1970 created the Occupational Safety and Health Administration (OSHA). Under OSHA, businesses are mandated to provide safe working conditions that are devoid of recognized hazards. Its objective is to regulate, inspect, and prevent unhealthy and unsafe working conditions.
This includes guaranteeing that workers are properly trained in their jobs and provided proper personal protective equipment (PPE) to minimize worker exposure to hazardous environments and tasks. As a regulatory agency, OSHA seeks to prevent employment-related illness, disabilities, and death.
The National Labor Relations Act
The National Labor Relations Act (NLRA) of 1935, also known as the Wagner Act, protects workers’ rights in the private sector. It gives them the right to free association in forming trade unions and to seek collective bargaining for fair wages and better working conditions. This includes protections against unfair labor practices and reprisals against labor organizations and their representatives.
There have been three significant amendments to the NLRA over the decades. In 1947, the Labor Management Relations Act – nicknamed the Tafy-Harley Act – removed some labor union privileges and gave the National Labor Relations Board (NLRB) authority over determining unfair union practices.
Next, the 1959 Labor Management Reporting and Disclosure Act banned unions from expanding strikes to companies not directly involved in a labor dispute. And finally, technical amendments were passed in 1974 to cover healthcare workers in the private sector sphere.
The NLRA is the subject of two current (2024) Supreme Court cases. Since both challenge perceived NLRB overreaches, we could see further changes still.
Americans With Disabilities Act of 1990
The Americans With Disabilities Act of 1990 (ADA) forbids discrimination on the basis of disability.
Expanding on and clarifying the Civil Rights Act, the ADA added persons with disabilities as a recognized and protected class of citizen. It states that reasonable accommodations for equal and non-discriminatory access must be provided – regardless of whether a company is private or public. This applies to educational and transportation capabilities, as well as healthcare, housing, and employment.
Since its enactment, numerous court challenges have risen up to determine what constitutes “reasonable” accommodation. More recently, some of these challenges have asked whether mental disabilities are covered.
Age Discrimination in Employment Act of 1967
The Age Discrimination in Employment Act (ADEA) of 1967 prohibits discrimination in the workplace against individuals who are at least 40 years old. As with ADA, it expands on the Civil Rights Act – which inherently should cover age discrimination but does not specifically name it.
ADEA mandates advancement and training based on age, as well as hiring and job interview equality. It continues to be amended as younger and older workers alike become affected by changing demographics and technological advancements.
Living Rights
As initially stated, the Constitution was crafted to be a living document addressing living rights.
The Bill of Rights alone could not address every issue concerning citizen rights, local and state government responsibilities, and private sector fairness and balance. So acts of Congress seek to address the needs of a changing citizenry.
Employment laws were developed to give structure, standards, and safeguards for both employers and employees. This is an important task, to be sure, since the very foundation of the U.S. economic system is our labor force.
However, this does mean that HR professionals work hard to stay current with laws at every level of government: municipal, state, and federal alike. Breaking these regulations can have disastrous repercussions, so always strive to stay compliant in how you handle your organization – inside and out.
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Concerned about the HR programs at your organization? The benefits of having a trusted partner guide you and your team to excellence are invaluable. Contact us today. You – and your employees – will be glad you did.
Rise with us by implementing our high-performance remote human-resource programs to help find great people! E-mail us here.
Mark A. Griffin is president and founder of IHN HR. Connect with him on LinkedIn and Twitter.
Let’s face it: We all know being a leader is tough.
That’s why it’s so crucial for leaders to understand their capabilities in relation to leadership competencies. There’s a lot going on in those areas, from directing teams to energizing them and accomplishing your goals – each of which can be a challenge.
I’ve found that breaking down leadership into a series of competencies can help extensively. That way, you can think of each skill as its own separate task, making developing each one easier.
Here’s a look at the 10 key competencies of outstanding leaders… along with tips for you to excel in them no matter your field!
Leadership
This first competency might seem like an obvious and even all-encompassing aspect of being a leader, but hear me out. Developing all the other competencies we cover requires authentic leadership. Team members won’t believe in your vision until they conclude that you’re worth following.
That begins with proper communication. The best communicators explain their ideas with power and conviction. They speak to overarching organizational objectives and primary strategic priorities. And they articulate how each person’s work cascades up to higher-level goals.
When priorities are clear, teams can really buy in.
Great leaders also bolster morale through hard work, modeling how they want their teams to behave. They roll up their sleeves to show what they want the rest to do, raising everyone else’s energy levels by personally demonstrating diligence, focus, and persistence.
Or, to use the definition we use at IHN HR, leaders show everyone else how to “deliver on the mission, achieve the vision, and reflect the organization’s values.”
Delegation
From there, you should understand the importance of delegation to leadership success. Don’t try to do it all yourself; instead, assign tasks to the people best-suited to handle them.
Effective delegation begins with putting people in jobs they can do, so carefully consider each team members’ capabilities. Do they have what it takes to get a particular task done?
For those who can handle more, give them stretch assignments: projects or accounts with a bit more complexity. The employees who can do these without problems or mistakes should be developed further and rewarded appropriately since their chances of success are high.
This isn’t playing favorites; it’s playing to people’s strengths.
In thinking about who can complete a task, think about treating people like people. They’re individuals capable of handling appropriately assigned tasks, so be careful not to overwhelm them while also seeking to avoid automatically limiting them. Learning can and should happen at any time for any one person, irrespective of their experience.
Good delegation allows employees to thrive and often includes using tools to discover their strengths. When you do that and act accordingly, everyone wins.
Finally, go in with a clear intent; people respect leaders who avoid ambiguity. Set goals for when you expect someone to do something. Fully contextualize the work by stating what you’re trying to achieve and what the desired outcome will be. Be specific about the requirements for the task, at what point it’s considered complete, and how you’ll evaluate successful performance.
As we say at IHN HR, delegation means assigning “tasks and responsibilities to the appropriate team members”… and with the clearest instructions possible.
Professional Maturity
Professional composure might not be the easiest state to achieve, but it is a hallmark of mature leaders. The best of the best learn to keep cool with the chaos. They think calmly and clearly before reacting, refusing to take things personally even when that’s the natural human reaction.
Keeping cool in the face of fire helps to keep teams steady.
Great leaders are also active about checking their biases. They use appropriate language, base their decisions on data, and actively seek out diverse viewpoints.
At our firm, we define professional maturity as “interacting with people in a manner that reflects the values of the organization and cultural norms.”
Administration
Leaders should “systematize” additional activities. For example, if employees have to perform the same task repeatedly, managers should help develop protocols and workflows for it.
Documenting routines helps minimize employee error and confusion, especially when employees change and workers have to pick up where others have left off. Yet the majority of organizations don’t implement this strategy. And without basic working instructions or standard operating procedures, they run the risk of never improving.
Since the best leaders are always looking for ways to improve, they provide central access to templates, manuals, databases, and shared drives so workers can easily find what they need to do their jobs. Organized systems don’t waste time by forcing employees or underlings to find what they need.
This includes by way of available advancements. Leaders should always look to leverage technology to speed up manual processes, such as scheduling apps, task-trackers, file-sharing programs, and so on. A well-chosen tool can minimize waste in your work process.
At IHN HR we define administration as “having effective systems in place to manage workflow and projects.”
Training
Investment in employee training is also part of the leader’s role. The best leaders invest their valuable time in helping their team develop important skills by getting them ready for their tasks as early in the project process as possible.
Admittedly, not everyone enjoys these activities. So to make learning engaging for everyone involved, vary your approach. Use presentations, manuals, videos, and coaching. Provide materials that cater to different learning styles. Allow people to preview your expectations for them, and make it as hands-on an experience as you can.
And remember: Good-quality programs give context. Let trainees practice or simulate what they’re expected to do to prime their skills and build their confidence.
At IHN HR, we define training as “providing direct instruction or appropriate resources to impart information.”
Mentorship
Besides formal training, strong leaders seek to mentor emerging talent by offering one-on-one development support. High-performing organizations invest heavily in mentorship programs; consider doing the same for your employees.
Regardless, you can accelerate high-potential team members’ development by leveraging your own experiences and encouraging authenticity. Find out their strengths, interests, and opportunities for growth. What are their preferred learning styles? Where do they want to see themselves in five years?
Even better, put a system in place for mentor and mentee check-ins. Consistency provides continuity, and processes offer the flexibility to respond to changing needs. But also let your mentee know you’re available for in-the-moment questions.
At IHN HR, we define mentorship as “developing people by sharing their expertise, experience, and influence for the purpose of learning and growth.”
Communication
Leadership is about communication. And in order to be heard, you have to know your audience, use the right medium, and constantly seek feedback.
We advise first considering the communication styles (e.g., formality, preferences for email or phone) and terminology (e.g., vocabulary, level of detail, and depth) that are appropriate in various departments and functions. You need to understand your audience and tailor your message to fit specific recipients.
Also, keep in mind the timing of your messages. And be purposeful in your choice of communication channel. You can make broad announcements via email, but avoid sending other kinds of messages that contain sensitive material.
Try to match the medium to the meaning. Texts may attract more attention, but use them sparingly. The urgency diminishes with use.
At IHN HR, we define effective communication as “written and verbal communication that’s timely and effective with an appropriate tone.
Team Environment
Leaders shape the team’s culture by facilitating interaction between members, allowing them to bring out the best in each other. The deeper the team members’ camaraderie and engagement, the higher their satisfaction and performance.
Begin with bonding. Off-site team building and leadership development programs can do wonders. Getting people away from their desks and participating in fun activities can go far in creating stronger relationships. And if you can incorporate activities that address differences in personalities and strengths, that’s even better.
Trust improves with personal connections.
Collectively develop rules for openness, debate, and conflict resolution. And encourage respect for each other even during disagreements.
At IHN HR, we define the ideal team environment as “a culture that unifies a high-performance team to effectively deliver on their goals.”
Approachability
Leaders should also be approachable, encouraging their followers to seek them out with questions and concerns. Maintaining an open-door policy in the office, setting aside regular office hours for impromptu visits, and/or keeping instant messaging open for remote teams demonstrates your presence and accessibility to your followers.
In addition, make clear the best persons or groups to contact about any given issue and how best to reach them – whether email, chat, phone, etc. Be clear about expected response times, and consistently state your routine response process so that employees know they can rely on you.
Finally, pay attention when speaking to others. Listen carefully, and let the other person finish before you speak. Maintain eye contact, keep an open body posture, and minimize any signals that suggest you’re not interested.
Set specific S.M.A.R.T. goals: specific, measurable, achievable, relevant, and time bound.
Plan thoroughly. Delineate all the steps, actors, resources, and contingencies. No surprises.
Agree on the measures. Agree on what will be measured and how the measures will be reported, ensuring they’re as quantitative as possible.
Break down long-term goals. Divide larger goals into smaller ones. Maintain motivation with checkpoints.
Be flexible; change timetables or plans if called for, but if you stay on track, that’s discipline enough. Gravity and grace balance each other.
Treasure your wins. Celebrate each victory as you head toward your goal. Count the wins.
We believe that S.M.A.R.T. goals not only improve the lives of employees but also contribute to the success and longevity of the organization they’re designed for.
At IHN HR, we define approachability as “being available for questions, instructions, and input (i.e., open-door policy).”
Execution
Of course, all of this leads to execution. At the end of the day, the key to leadership is getting things done efficiently and effectively.
Here are some tips for effective leadership execution:
Lead With Confidence
If that seems like a very long and even daunting list, don’t feel overwhelmed. Rather, focus on just one or two competencies per quarter and work to enhance those areas. Then make sure to regularly review your progress.
Over time, these capabilities compound to make you the inspirational leader your team needs.
For further actionable insights, reach out to In HIS Name HR right here. We help organizations build high-performance human resource programs designed to build your workplace into the engaging, effective, integrity-filled space you want it to be.
Contact us today! You and your employees will be grateful you did.
Employers lose a lot of productivity from employees who are struggling in their marriages or going through a divorce. The Marriage Hub can help you support your employees who are struggling with their marriages. This is a benefit to them, their children, and to you as the leader of your organization.
Meet Dr. Bruce R. McCracken. Bruce has been leading the Marriage Hub for over 17 years. Bruce has been focused on doing marriage intensives for over 10 years, helping couples save their marriages from the devastation of divorce. The Marriage Hub has an 85% success rate. Meaning that their couples are still married a year after their intensive.
Downsizing can be daunting, to say the least. Many of us have been let go ourselves over the course of our working lives. But even if we haven’t, we understand the obvious that it’s not a desirable experience.
When the economy turns though, almost every industry gets hurt. In which case, these trying times have had an impact on a wide range of organizations – and will no doubt continue to do so from here. So, sometimes, letting workers go is a necessity.
Yet, believe it or not, there are Bible-based ways to handle such situations, designed to make it easier for everyone involved. Meet Karmae Fahr, who says she’s seen it all… including downsizing done incorrectly. As she tells Mark, however, employers can learn how to:
Plan for notification day
Have a strategy in place for employee engagement afterward
Compile services for exiting employees to utilize.
Karmae is an executive search and recruitment expert, business consultant, entrepreneur, executive coach, trainer, and mentor with 30+ years’ experience. As principal executive of The Fahr Group (TFG) since founding it in 2007, she brings depth and breadth to organizations by successfully selecting candidates for positions from vice president through the C-suite.
Early in her career, Karmae helped build family businesses before transitioning into a recruitment position in the ‘80s. Today, she and her Fahr Group team serve clients nationwide and across industries in their quest to find top-notch management members. They currently boast a 100% fill rate for all searches – an unbeatable track record they proudly uphold and protect!
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Concerned about your organization’s as-is HR programs? The benefits of having a trusted partner guide you and your team to excellence are invaluable.
Contact us today. You and your employees will be glad you did. Rise with us by implementing our high-performance remote human-resource programs to help find great people! E-mail us here.
Mark A. Griffin is president and founder of In HIS Name HR LLC. Connect with him on LinkedIn and Twitter.
We all have our own opinions of health and wellness based on our own unique experiences. Yet it’s essential to have a unified understanding in any workplace that creates a specific culture of wellness.
This isn’t supposed to be a token effort or Band-Aid treatment. Christ-centered wellness – living fully the way God intended – must become our new employment and employer norm: one that is so effective, it follows workers from the office to the home.
And yes, that is possible.
Meet Dr. April Jones, a healthcare leader with over 20 years of experience in optimizing and creating innovative processes. As CEO and founder of Storehouse Wellness, she champions a holistic, faith-based approach to health.
Dr. Jones spent years in traditional healthcare, where she helped people find the right medications to manage their disease symptoms, created pathways for easier and safer medical journeys, and helped to remove barriers to accessing necessary medication and proper education about these drugs. That’s how she came to realize the stark truth that providers don’t focus nearly enough on…
How to be well without medical intervention.
She now leads a premier, integrated, Christ-centered comprehensive wellness solution that removes fragmentation from well-being efforts. Dr. Jones’ program has four pillars at its core: nourishment, physical fitness, mental wellness/stress management, and financial health. It seeks to transform mindsets and strengthen internal motivation through a biblical perspective and focus on spiritual relationship.
Dr. Jones’ firm offers wellness navigation for accountability support and resource coordination, as well as 24/7 chaplaincy.
An accomplished consultant, board member, mentor, and coach, she blends hands-on healthcare experience with strategic business acumen. Dr. Jones also authored “No Mess, No Message,” a Christian motivational book on overcoming adversity; founded The Drifted Drum Co., a faith-based publishing and events company; and is a sought-after speaker. She holds degrees from Union University, University of Tennessee, University of Memphis, and Bethel School of Supernatural Ministry.
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Concerned about the HR programs at your organization? The benefits of having a trusted partner to guide you and your team to excellence are invaluable. Contact us today. You – and your employees – will be glad you did.
Rise with us by implementing our high-performance human-resource programs to help find great people! E-mail us here.
Mark A. Griffin is president and founder of In HIS Name HR LLC. Connect with him on LinkedIn and Twitter.
Many workplace issues occur due to problems that could be avoided – if management was only properly educated.
For example, common allegations revolve around poor management, bullying, harassment, and spiritual abuse. These might seem like obvious issues to the employees experiencing them. Yet supervisors are often unaware of the drama.
That’s why the 360⁰ Leadership Assessment exists. This preventative tool has multiple benefits, starting with its ability to educate members of management to the reality around them. Once successfully implemented, it helps avert personnel headaches and accompanying legal problems from coming up in the first place.
Meet Theresa Sidebotham, a former missionary kid, full-grown missionary, homeschool mom, and now attorney. Her firm, Telios Law, focuses on legal solutions that bring life and healing to situations involving “people problems.” Theresa’s practice specializes in employment law, both for business owners and non-profits, and conducts workplace investigations nationally and internationally alike.
Theresa herself is an expert in helping faith-based organizations build the kind of culture and environment that’s a true testimony to their faith. At Telios Law, she leads businesses in policy development, manages employee concerns, negotiates contracts, and investigates misconduct. The goal is always for clients to better carry out their calling to serve God and bless the world through ethical business practices.
Listen in as Theresa and host Mark Griffin discuss using the 360⁰ Leadership Assessment program to gain greater insight into your team’s competency level. The confidential, anonymous, aggregated, and meaningful feedback you can get from your employees might surprise you!
Concerned about your organization’s as-is HR programs? The benefits of having a trusted partner guide you and your team to excellence are invaluable.
Contact us today. You and your employees will be glad you did. Rise with us by implementing our high-performance remote human-resource programs to help find great people! E-mail us here.
Mark A. Griffin is president and founder of In HIS Name HR LLC. Connect with him on LinkedIn and Twitter.
When was the last time you really thought about the importance of caring for yourself and others in the workplace?
Too often, the answer to this question is a blank stare. Yet discussing a healthy work-life balance and finding tips for dealing with stress and burnout can be extremely helpful. And no, it doesn’t have to be filled with pointless complaints.
Instead, begin by acknowledging the obvious: that work can be hard, and it’s easy to get lost in the hustle and bustle of the day-to-day grind. Next, emphasize the importance of taking care of yourself both physically and mentally in order to be productive and successful.
Finally, conclude the conversation by emphasizing the importance of a healthy work environment. You might be shocked at how much more you can accomplish after you’ve taken the time to evaluate all of this.
Karl Brummer has made a career out of encouraging purposeful, untroubled living as president and CEO of Messiah Lifeways. Before taking on that role in 2021, he served as the organization’s senior VP for eight years, where he oversaw human resources, enrichment services, and community support services. Karl holds a bachelor’s degree in HR management from Messiah College and an MBA from Kutztown University, and is a Certified Aging Services Professional (CASP), a Senior Certified Human Resource Professional (SHRM-SCP) and a Senior Professional in Human Resources (SPHR). Learn more about Messiah Lifeways here.
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Concerned about the HR programs at your organization? The benefits of having a trusted partner to guide you and your team to excellence are invaluable. Contact us today. You – and your employees – will be glad you did.
Rise with us by implementing our high-performance human-resource programs to help find great people! E-mail us here.
Mark A. Griffin is president and founder of In HIS Name HR LLC. Connect with him on LinkedIn and Twitter.
In HIS Name HR LLC Welcomes Christine Chapman as New Human Resources Partner
Lancaster, PA, US – June 27, 2024 – In HIS Name HR LLC, based in Lancaster, PA, is announcing that Christine Chapman has joined the company as Human Resources Partner.
Chris is an experienced and certified human resources and coaching professional who is passionate about helping individuals and organizations realize their full potential through strategic HR solutions and impactful coaching methodologies. Her diverse and accomplished background spans both public and private sectors, from startups and non-profits to large-scale global enterprises.
Chris’ journey into human resources began in higher education, where she worked for public and private institutions as a leader in residence life. She next transitioned to recruiting and then again into broader human resources roles, spending over a decade at a global pharmaceutical company. There, she supported business teams in North America and Europe in strategic HR initiatives.
In HIS Name HR has been implementing high-performance HR programs for Christian-value-based organizations, including Christian owned for-profit companies, colleges, ministries, camps, and churches, since 2011. With her many years of experience in employee relations investigations, Christine will help support Title IX administration, policy development, and investigations for In HIS Name clients nationally. In addition, she will deliver Bible-based diversity, equity, and inclusion training.
“We are excited to have Christine join our team to help take this HR organization to the next level,” says Mark A. Griffin, president and founder of In HIS Name HR LLC. “Christine’s depth of experience, knowledge, and Title IX administration capabilities complement our growing team of seasoned executives.”
More information about Christine Chapman is available at In HIS Name HR.
In HIS Name HR is guided by Christian values and strives to reflect Christ in all areas. This begins with the view that everyone should be treated with dignity and respect, and that employees are the most important part of any organization.
There is no denying that organizations strive for success. It also shouldn’t come as a surprise that their staff members desire success! Naturally, there is frequently a close, cordial relationship between the two; after all, when workers prosper, so do the organizations they work for. Then, a crucial query is raised: What are the best ways for organizations to promote and assist their employees’ success?
Meet Bill Musick. Bill is a senior human resources professional with 35 years of experience in automotive, pharmaceuticals, consumer products, electrical control and distribution products, and metalworking OEM manufacturing with union and union-free workforces in the United States, Canada, Mexico, Latin America, EMEA, and Asia Pacific. Bill is currently serving as Vice President of Human Resources at the Billy Graham Evangelistic Association.
We know many organizations are suffering, especially from a HR perspective.; recruitment is difficult, employee morale is down, and revenue is decreasing. What if you could make an impact now? What if you learned three keys to employee success? Would you try it out? Would you give the process a chance?
Tune in and listen as Bill meets with host Mark Griffin to discuss the three keys to employee success. Enjoy this episode as you receive encouragement for work!
Testimony how God got me into HR.
Relevance – doing God’s Will must be first.
Aligning employees to a common goal is the first step in leading well.
Recognizing and rewarding behavior that achieves goals
Employees must “feel” that you have their best interest at heart.
Concerned about the HR programs at your organization? The benefits of having a trusted partner guide you and your team to excellence are invaluable. Contact us today. You—and your employees—will be glad you did.
Rise with us by implementing our high-performance remote human-resource programs to help find great people! E-mail us here.
Mark A. Griffin is president and founder of In His Name HR LLC. Connect with him on LinkedIn and Twitter.
CEOs and other high-level executives have a higher rate of burnout than the general workforce. And considering their long list of responsibilities, that makes sense.
We all know the airline safety advice to put your own oxygen mask on before assisting others. It’s a concept that applies just as well to leadership as flying the friendly skies. Yet it can feel impossible to find that kind of time outside the non-stop juggling acts, plate spinning, and balancing games.
If that’s how you feel, here’s a thought you should consider: What if the key isn’t balance at all, but integration?
Meet Mike Sharrow, CEO and president of C12 Business Forums. He and his team help CEOs build great businesses under a “Business as a Ministry” model. Based in San Antonio, Texas, they support a global force of 200 full-time C12 chairs who serve over 4,100 Christian CEOs, owners, and executives across four continents.
Mike has years of both business and pastoral experience, including scaling up a managed care subsidiary of Walgreens, leading a startup financial planning business, pastoring a local church, and starting multiple NGOs. He also served as a C12 chair in the San Antonio and Austin markets, serving over 130 leaders through monthly peer advisory groups.
Listen in as Mike and host Mark Griffin discuss a model for faithfulness and flourishing that allows executives to unlock an abundant life. Learn how to foster thriving workplace environments by assisting your leaders in achieving high performance. Discover frameworks and guiding concepts that can enable higher levels of employee engagement and productivity, corporate performance, and overall enthusiasm in any industry.
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-mailus here.
Mark A. Griffin is president and founder of In HIS Name HR LLC. Connect with him on LinkedIn and Twitter
