In the past several weeks the coronavirus COVID-19 has experienced exponential growth, and not only in Wuhan, China, where it is thought to have originated. Cases have been identified in at least 52 countries internationally, including 59 in the United States. And, in mid-February 2020, one Harvard professor, Marc Lipsitch, of the T.H. Chan School of Public Health, told The Wall Street Journal that he predicts that in the event of a pandemic, “40–70% of people worldwide are likely to be infected in the coming year,” admitting that not all carriers may be symptomatic.
As of 28 February, the WHO reports that more than 83,647 cases have been identified, and more than 2,858 deaths have occurred. The JAMA Network is currently reporting a 2.3% death rate based on survivability of victims.
First and foremost, we need to take steps to protect not just the safety of our employees, clients, and customers but their families as well.
COVID-19 Symptoms & Disease
According to the Centers for Disease Prevention and Control (CDC), patients with confirmed novel coronavirus infections (2019-nCoV) are reported to experience mild to severe respiratory illness, with symptoms of:
Fever
Cough
Shortness of breath
Symptoms may appear in as few as two days or as many as 14 days after exposure, based upon the estimated incubation period of MERS viruses. However, Reuters indicates that the Chinese Provincial Government now reports that the COVID-19 incubation period could range as long as 27 days. As individuals not exhibiting symptoms can still be carrying it, precaution is certainly in order.
Prevention & Education
Promoting a clean environment and advocating for employee wellness is imperative, as prevention is key to stopping the spread. Employees need to be reminded to wash their hands—and wash them well—and to sanitize often. Provide them good guidance on healthy workplace habits.
It may sound like basic common sense, but many people are not alert to simple hygiene practices, such as covering their nose or mouth when sneezing or coughing and using a hand sanitizer afterward, to prevent the spread of germs. Help employees access the important steps necessary, such as the CDC’s guide to flu prevention. Even discouraging the practice of shaking hands can help. (It has been reported that Japan’s risk of spreading the disease is lower because of their cultural practice of bowing instead of hand-shaking.)
Data shows that people who are healthy and active have a much greater chance of survival, if infected. This is a call to people to start or continue to maintain a healthy lifestyle as it relates to nutrition and cardiovascular exercise.
Employee Relations
Brush up on your current absenteeism policies concerning both exempt and non-exempt employees. What do your policies require you, as an employer, to do regarding time off? Go further and investigate your local, state and federal compliance regulations as well. Are you large enough to have to comply with FMLA?
Be prepared to answer questions from people who could be quarantined or prevented medically from returning to work. This is where it gets problematic. Will they be paid? Unpaid? Eligible for PTO or sick time compensation? Naturally, this depends on your organization, its policies, and the rules that govern your local, state and federal employment. Now is the time to prepare, to get ahead of these questions, instead of waiting to react when under the pressure of a potential pandemic.
Employees Returning from Highly Infected Areas
What should you do if you suspect an employee or a member of their family has traveled to where the coronavirus is prevalent? We recommend that you have the employee check in with a physician prior to returning to work and provide you with a return-to-work statement, clearing them to return to full duty. The last thing you want is someone to enter the workplace who has been exposed and could potentially spread the virus to your other employees. This will mitigate concerns expressed by other employees and help stave off any rumors or innuendo.
In Closing
The sudden speed and geographic spread of this virus has caught the world off-guard. As HR professionals, these are the times when gaps in our policies and procedures become evident. The idea is to prepare as much as possible rather than reacting under pressure.
We opened this posting by reminding you to not panic, and we would like to close with that reminder. If you feel you or your leadership team is not equipped to face this current crisis, don’t wait—contact us today. We are here to support you.
During this crisis, one of the greatest at-risk groups at every Christian higher education institution is your greatest intangible asset—your employees, the faculty and staff who so faithfully serve your students.
Balancing fiduciary responsibility while caring for your employees is a serious challenge at most of our Christian higher education institutions. Gain key HR insights from the CEO of In His Name HR, Mark Griffin, on options for employee pay and relationships as you financially navigate these uncharted waters.
We will cover the following 5 crucial points:
Reduction in force – What is the difference between furlough, layoff, and reduction in force? How do you approach changes with grace, respect, and dignity?
Communication keys – Over-communicate with employees with transparency, addressing emotional concerns, decisions, and forecasts.
Employee focus – Ensure all of your job descriptions are updated and understood, especially as duties shift.
Organizational design – Update your organizational chart with current reality and future options.
Vision and value driven – Energize employees in the importance of your mission, vision, and values
These and other issues will be addressed in this important 1-hour webinar by a keen partner and consistent High-Performance Human Resources blogger with ABHE, Mark Griffin. If you’re dealing with employee relationships during this crisis, I hope you’ll join us for his invaluable counsel.
Our featured speaker will be: Mark A. Griffin, MBA President and Founder In HIS Name HR LLC
Whether you are in the C suite at a large organization or working at a nonprofit, a college, ministry, or church, one of your most critical tasks is to ensure that your colleagues work in a safe, comfortable environment. Surveys consistently show that workplace culture is directly correlated to organizational success. Because of this, you must pay close attention to how your employees feel, and whether they are positioned to do their best work at your organization.
Therefore, as we enter a new decade, it is worth taking the time to explore some of the most important HR trends for Christians in the workplace. Even if you do not interact with HR on a day-to-day basis, understanding these trends can go a long way toward creating a terrific workplace experience for all of your colleagues.
Upcoming HR Trends for Christians in the Workplace
One upcoming HR trend for Christian ethics in the workplace centers on the rise of soft skills. Much of the media discussion regarding the war on talent focuses on the technical skills necessary for a particular role. And, clearly, your HR department and hiring managers need to ensure that your team members can successfully do their work. That being said, some of the largest skill gaps are behavioral, rather than technical. Soft skills like emotional intelligence and creative problem-solving are extremely valuable, regardless of your type of business or the services you offer.
Embracing Christian ethics in the workplace gives you and your organization a distinct advantage. The Christian faith naturally calls for followers to work on their emotional intelligence skills, for us to recognize that everyone around us has their own desires, dreams, and needs. Christians in the workplace stay true to a set of principles and values, and apply them to their colleagues.
Ultimately, it is difficult to hire for “soft skills.” They are difficult to identify on a résumé/CV. That said, having already incorporated Christian ethics in the workplace, you should leverage the emotional intelligence and other soft skills of your team. Even though technology has changed the world as we know it, these soft skills can help set your organization apart from its competitors. Make sure you take advantage of them in 2020.
From the rise of soft skills, 2020 will be the year of diversity of location and schedule. More of your current and new employees will be looking for flexible working schedules, whether that means having the option to work remotely several days per month or something else. Flexible working schedules can be a double-edged sword. On one hand, they increase employee morale. Some studies also show that flexible working schedules result in increased productivity. On the other hand, flexible working schedules require a significant amount of trust in your workforce. It may also be logistically difficult, depending on your particular organization.
While you and your colleagues must make the final call, Christian ethics in the workplace may tip the scales in favor ofallowing for flexible working schedules. Your colleagues, in all likelihood, will not abuse this freedom and be intent on doing the best possible work they can outside the office. Once again, it is a judgment call, but this is a fact that you may want to consider.
Finally, a key trend in HR for 2020 will be the rise of mental health services to employer benefits. While it may have been overlooked in past years, employers are increasingly looking for enhanced mental health options for their employees. The modern-day workplace is stressful. Clients can be demanding. Not only that, but employees may be dealing with other stresses in their non-work lives.
Whether or not your company adopts Christian ethics in the workplace, allocating part of your budget to mental health care for your employees can go a long way. Not only can it make your colleagues happier, but it can increase productivity within your company.
Spiritual Health
As Christians, we believe that the most important aspect of our health is spiritual health. The best benefit you can offer employees is access to a chaplain. Corporate Chaplains of America, a workplace chaplain network, provides employees with 24/7 access to the largest nationwide network of full-time workplace chaplains. These chaplains are professionally trained and prepared to care for people in crisis. Chaplains can help in circumstances where you, as an employer, cannot. Chaplains assist employees with hospital care, family and marriage care, substance abuse, stress management, and interpersonal conflicts. They are a great benefit and we have personally witnessed the impact they can make on morale and the eternal security of your employees.
Preparing for the New Decade
These near-term trends for Christians in the workplace are important to monitor. By taking advantage of these trends, you can help create and maintain a wonderfully positive and supportive workplace culture at your organization.
Therefore, as the new decade looms, keep these HR trends in mind. Gather your team to determine how you can leverage any or all of the trends mentioned above. By doing so, you can help ensure your organization starts off on a strong foot in 2020.
In HIS Name HR provides results-oriented human resource outsourcing services, professional recruiting services, and leadership development utilizing behavioral and talent assessment tools, as well as solutions to reduce HR costs and create more successful, productive employees. We help you develop a high-performance organization.
It’s almost impossible to open a news website without seeing a headline regarding sexual harassment or sexual assault in the workplace.
Matt Lauer, Harvey Weinstein… They represent organizations that have just gone mad, that have failed to protect their people. The list of organizations and accused persons continues to grow. I find it particularly offensive when I consider how I want my family—both men and women—to be treated in the workplace. I am dismayed to discover the extent to which organizations are failing to protect their employees from predatory and exploitative behavior.
Those of us who are Christian professionals in the workplace have an obligation to not only live by the law but also demonstrate behavior that is biblical, and not a reflection of the current aberrant culture. We must ensure that all we do, and all the policies we institute and the responses we make to issues are above reproach.
I am in no way claiming that Christian organizations are perfect. Some have also failed (some, spectacularly) in this area. This is not just a Hollywood or industry-specific issue; it is a moral issue, a sin that knows no bounds. The Christian community has had its own share of scandals. Church leaders have failed us, and international mission leaders have failed us as well.
At In HIS name HR, we serve organizations across all professional sectors. We have served for-profit and nonprofit enterprises, higher education institutions, including Christian higher education institutions, churches, and ministries. One thing is for certain, when you get two or more people together, issues and conflicts inevitably arise—at the very least, innocent misunderstandings—which, when not handled well, can lead to complete pandemonium.
The Three-Prong Approach
What should organizations do to protect their employees from harassment? We at In HIS Name HR believe that it is far easier to do than most realize. We suggest a three-prong approach:
Policy
Training
Response
Policy
Have a good policy in place that is easy to understand by both employees and managers. Have it embedded into your employee handbook and ensure everyone has signed for it. We promote having only a handbook. Most organizations can cover every topic in one handbook without adding additional policies. Having additional polices creates confusion, especially when you have to update multiple documents in multiple locations.
A best practice is to have the handbook online with a date embedded in the footer and have all employees in an employee meeting sign a receipt that they have been informed of the version and location. Then follow up in an email with a link to the handbook and a return receipt memorializing the fact that the employee has received the updated version.
Training
Training should include awareness for all employees, and awareness, detection, and prevention for leadership. Employees need to know what is and is not acceptable in the workplace. For instance, there are two separate types of sexual harassment in the workplace under Title VII of the Civil Rights Act of 1964: a hostile work environment and quid pro quo.
A hostile workplace is just that: a workplace that is hostile and what the average or “reasonable person” would deem inappropriate. The complexity derives from the interpretation of an offense—what is offensive to one person might be considered the norm by another person. What good training does is help both the offended and the offender navigate how to abate a situation that risks elevating to explosive.
The second type of harassment, quid pro quo, derives its name from the Latin expression meaning “this for that,” doing a favor for a favor, as it were, where something is given in exchange for something else. In its most negative connotation, in terms of harassment, it is used when a person in a position of authority exploits their power to pressure or manipulate a subordinate to submit to behavior or activity, typically sexual in nature, which either promises a favorable outcome or threatens them with repercussions. Such favors include promotion, pay increases or bonuses, while threats may be made to compromise employment, reputation, or future opportunities. Both employees and leadership must be able to recognize the signs of such quid pro quo, and have sufficient ability or recourse to safely put a stop to it.
One aspect of the training is to “be real,” to let everyone know that certain behaviors are not acceptable, whether in the workplace or anyplace. Let them know that they should not do it, tolerate it, or ignore it, and they should personally help make the workplace an environment we would want all the people we love to work in.
Response
When a complaint is raised, it must always be taken seriously. One aspect we have built into the complaint approach is to formally let the complainant know that we take their complaint very seriously, and that it will be thoroughly investigated immediately.
“People are denying the reality that most women grow up and live their lives being harassed, if not assaulted, and being propositioned or being pursued inappropriately,” Liberty University English professor Karen Swallow Prior says. “Almost every woman I know, including myself, has had something like that happen to them. This is just the world we grow up in.”
We must honor and trust all complaints that are brought forward, while explaining that if the complaint is found to be untruthful, the accuser may be subject to discipline up to and including separation. This might seem harsh, however, it is important that the accused be equally protected before and during the investigative phase. I have led more than one investigation where the person who was accused was able to provide evidence to prove their innocence. In this instance, “Innocent until proven guilty” applies to both parties, the accuser and the accused, and both are entitled to fair and confidential treatment during the investigation.
The investigation itself should be swift, and conducted by trained professionals. The best practice, if the investigation is performed internally, is to ensure the person investigating has no reporting relationships with anyone involved in the compliant. Ensure copious notes are taken and the privacy of all involved is protected. This is paramount to prevent anyone who is accused or involved from filing charges against the organization for false accusations.
The best way to list the contact for complaints is to employ consistency by supplying a title versus a name. You should, however, make sure there are two ways for people to bring forward an issue—have both a female and a male as points of contact. This helps any complainant to feel more comfortable bringing the issue forward. Oftentimes, the person who feels harassed prefers to talk with a like-gendered person.
Finally, if your organization is small, consider hiring a third party to operate as the point of contact. Our firm offers this to its clients, which gives their employees increased confidence, knowing their issue will be dealt with swiftly and objectively by a third party.
In His Name HR helps organizations build high-performance human resource programs. Visit them at In HIS Name HR or e-mail them here.
Mark A. Griffin is the founder and chief consultant of In His Name HR LLC. Connect with him on LinkedIn and Twitter.
If you are a smaller organization and need tools for HR success, checkout our HR Mastery Toolkit.
Sexual Harassment and Your Responsibilities Under the Law
You can’t open a news website without seeing another #MeToo circumstance being reported. As a result, many organizations have a “zero tolerance” policy for sexual harassment in the workplace, but what does that really mean to you, as a leader? Or you, as an employee? What is sexual harassment? In this interactive presentation, you’ll learn:
What sexual harassment is—including the verbal, visual, and physical conduct that could be considered or perceived as harassment
What your rights and obligations are under the law
What you can do as an employee to support a harassment-free work environment
What you should do as a leader to help provide a harassment-free workplace
What to do if you feel you may have been the subject of sexual harassment
Steps your organization can take to better your work environment
Sexual harassment is unacceptable in any workplace. It simply should never be tolerated. Come learn how you can help free your workplace of harassment and make it one where all employees will grow and prosper.
For more information about the TRACS conference click here.
About The Speaker
Mark is an accomplished HR expert with a fresh perspective. He believes in challenging people to think differently when presented with obstacles in any situation. His passions are inspiring, motivating, and helping others. Peers describe Mark as creative, proactive, determined, and eager to learn. Just a few of Mark’s professional skills include organizing, presenting, and problem solving.
Mr. Griffin received his Bachelor of Science degree in Human Resources Administration from Saint Leo University. He earned his MBA from Bloomsburg University while interning for Congressmen Kanjorski as a military liaison during the first Gulf War. Mark has completed several executive education programs at the University of Michigan.
Prior to leading In HIS Name HR, Mark worked for Quaker Oats Company, Kodak Inc., and Merck Inc., and private companies Woolrich, Conestoga Wood Specialties, and Valco Companies Inc.
In addition to helping people professionally, Mark also believes in helping people personally through volunteer work. Mark has coached leaders on “Business as a Mission,” traveling to Eastern Europe, India, Haiti, Honduras, Nicaragua, and the Dominican Republic.
If your organization is having an identity crisis. You may be the last to know. The clues aren’t usually obvious, but you may sense something is wrong.
Do you spot any of these patterns emerging?
More and more employees are leaving
Quality and/or performance is trending downward
Your organization is missing deadlines
Your clients or customers are complaining more
It’s getting harder and harder to find good talent
These issues are not random blips on the landscape. They reveal deeper problems, those below the surface. Greater attention to structure and organization may be needed, but there is a core issue at stake: Organizational Identity.
An identity crisis may happen for a number of reasons. Some reasons are inevitable. Some are regrettable. But, many times an identity crisis starts from what are, initially, positive changes. What is positive at first, like growth or increased capabilities, can morph into quagmire without attention. This drag causes confusion and does not just hinder your workers but will inevitably affect your customers and outside contacts, too.
An identity crisis will likely coincide with these circumstances:
A change in key management, ownership, or structure
A new technology replacing an old way of doing things
Expansion into a new territory or demographic
Offering new services
Expansion and increased public visibility
New or changing partnerships, associations, or clients
Organizations, if they last long enough, experience seasons where renovating identity is crucial. This is a good thing. What your organization stands for or why it exists may seem obvious to you, but it needs routine upkeep to ensure everyone shares a cohesive vision. Creating and cementing your organization’s Mission, Vision, and Values are essential to new and continued success.
Organizational Identityanswers the questions:
Who are we?
Why do we exist?
How do we share that vision beyond ourselves?
Core values and identity should be found together—in a partnership with owners and employees. It should be built from the ground up to forge something solid and genuine. Identity can never be reduced to platitudes or window dressing. It shouldn’t stop at a new logo and updated policies. It must be the foundational way that your group functions, together and with the outside world
Organizations like charity: Water, Starbucks, and The Coca-Cola Company, for example, have all crystallized their organizational identity for us. But, more important, they have all reinvented or re-clarified themselves as times have changed and found continued success. With some effort or outside expertise, you can usher in higher performance for your organization, too.
So, what problems have you seen that were evident of an identity crisis? Help us and our community of readers to learn from your experiences
Mark Griffin is founder and Chief Consultant at In His Name HR LLC. He has over 20 years of HR experience. Follow In HIS Name HR on Facebook, Twitterand LinkedIn.
As a long-time veteran in the field of human resources (HR), I’ve seen telecommuting storm onto the scene through advances in technology. Telecommuting employees complete work from remote locations, and sometimes the method backfires.
In February 2013, Yahoo!’s CEO, Marissa Mayer, killed the long-standing policy that allowed employees to work from home. The news sent shockwaves in every direction, especially throughout high-tech industries. Many wondered whether the decision was a step backward and a signal of changes to come elsewhere.
Two months later, Mayer spoke at a human resources conference. She clarified that the new rule applied to just 200 of the 1200 Yahoo! employees. She reinforced the idea that collaboration and innovation happen best in an interactive environment. Even though the change was drastic for a tech company, she wasn’t backing down.
Many people feel their best work happens when they are uninterrupted and left alone, but even the best worker can hit some snags.
Five Common Pitfalls in Telecommuting
Misalignment of organizational vision
Loss of focus
Derailed project or job expectations
Poor time management Burnout (as work hours lengthen at a remote environment, like one’s home)
Remember, the key principle for an ideal telecommuting situation is this: Working from home, or from another remote location, should include the same qualities that make work at the office productive.
Five Workplace Features that Help Telecommuters Succeed
Workspace boundaries – Can the employee shut the door when they need to work and otherwise maintain a good work-life balance?
Ability to concentrate – Will children, friends, or other obligations frequently interrupt the employee?
Organization – Can they make a schedule and stick to it?
Productivity – Have they been given expectations and goals? Can they get help quickly if they hit an obstacle?
Focus and Fitness – Can they take short, regular breaks throughout the day to stay fresh and avoid fatigue or burnout?
What single safeguard makes telecommuting most effective? Ajob description!
Do the groundwork and craft a solid job description for a telecommuter before telecommuting takes effect. When a manager latches onto telecommuting as a hot trend without making the necessary preparations, trouble lies ahead.
A job description is not only important from an employee management standpoint; it’s a strategic necessity.
Your organization’s productivity and growth can be stymied when skills and competencies are unknown variables. Be definitive.
What’s the future for telecommuting?
Telecommuting is here to stay! The kibosh on telecommuting seen at Yahoo! won’t be the norm. While a number of organizations may rein in their telecommuters, many organizations will increase their use of telecommuting.
They will also recognize the high value of the expertise from contracted workers through portals and agencies like UpWork.com, Fiverr.com, and Guru.com. Specialized workers will continue to work from home, their local coffee shop, or other spots as the trend becomes normalized and wireless networking becomes more widely available worldwide.
Now is the perfect time to set expectations and boundaries to make the best of the situation.
How many people do you know who telecommute? What has been your experience? Would love to hear from our readers.
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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.
Enjoy watching Claudia Wert of Wells Fargo Advisors and Mark Griffin discuss In His Name HR and trends to look out for in 2019.
About Mark: With over 20 years of Human Resources experience at both fortune (Kodak, Quaker Oats, and Merck) as well as small and mid-sized companies, Mark has seen it all in the workplace.
About Claudia: A retirement plan specialist with Wert Investment Consulting Group, a wealth management practice within Wells Fargo Advisors. Her team advises on $260 million assets under management for high net worth families and businesses. Claudia’s partner, Robert Wert, was recognized in 2018 by Forbes magazine on their list of Best-In-State Wealth Advisors.
Berks Community Television Mission Berks Community Television’s mission is to enhance the unity and strength of the community by providing:
♦ A medium for community dialogue and educational opportunities
♦ A source of information of local, national and international origin
♦ A forum for the exchange of ideas on issues and topics of community interest
Learn how to make social media use in the workplace a win for everybody.
What is your organization’s policy on social media? It’s time to better understand this powerful tool and make it work for you.
Research from Fierce, a Seattle-based training and development company, concludes that 80 percent of workers log onto Facebook during working hours.
Facebook is not going away. LinkedIn is right behind, and if you don’t know what Instagram or Snapchat is, well, you’re just missing out. Having worked in an era before these tools existed and then became popular, I offer you some vital insights from a Human Resources perspective.
Transforming connections and communications
In an age of smartphones, websites, and computers with preloaded social media integration, social media technology is standard fare inmost environments. Customers routinely “check in” and post photos from restaurants, shops, attractions, and events. Pastors tell attendees to tweet quotes from their sermons. Celebrities make big announcements on Twitter, and the most important world news breaks on social media first. It’s not going anywhere. In fact, it’s growing, integrating, and upgrading faster than ever.
Despite this prominence, only 51 percent of organizations have any policy on social media. Some organizational leaders feel participation hurts productivity or even contributes to interpersonal problems (think of publicly bad-mouthing leadership), yet many more believe its use is crucial to good morale and a happy working environment, and current research bears this out.
Today, a whole new generation of workers considers social media a nonnegotiable aspect of their job environment. In a recent study by Fast Company, 40 percent of college students and 45 percent of young professionals said they would turn down a job or accept less pay rather than work for a company that disallowed social media use.
Be clever in how you integrate social media usage into your organizational culture and policies. If you have bans on social media, review and amend them to fit the times. If you don’t have a policy yet, remember these key points before issuing sweeping prohibitions on the technology:
When treated as adults, most employees behave as adults.
Give great guidelines up front—don’t wait for a crisis. Regularly encourage responsible posting on social media.
Assign someone who understands social media to create a vision of how your company can be positively perceived or promoted online, and then articulate that vision clearly.
Risk vs. Reward
Without guidance, employee involvement with social media can be risky, but social media remains an excellent tool to engage participants and current or future customers and get your message out. The right use of this powerful tool can benefit everyone involved.
Many opportunities exist to mobilize your workforce to connect with others and broadcast a healthy and positive image of your company or non-profit. Some of the most productive and profitable companies have integrated it well, and so can you.
What type of policies do you have in place on social media?
Yes, it’s possible for you to lead employees to excellence at work, home and in their communities.
For we are God’s workmanship, created in Christ Jesus to do good works, which God prepared in advance for us to do. ~Ephesians 2:10
A valuable part of leading sustainable for-profit organizations is introducing your employees to community relations. Part of leading people is developing them to be the best they can be, not only in the workplace but within their families and communities as well.
Look at your people from a whole person perspective—they’re far more than just “workers.” Provide your people the opportunity to do good works, to achieve greatness in their lives, and they will do great things for you. Developing your people’s skills, both in and outside the company, can positively impact the communities in which they live and you do business.
Encourage your people to be their best in every aspect of their lives.
Many organizations now put programs in place that help match employees’ interests to community volunteer opportunities. Some organizations shut down for an entire week to help build homes with Habitat for Humanity, for example. What do you do? What more can you do?
Imagine an organization that inspired their people by running a contest where each employee participated by demonstrating how their volunteer organization is the most impactful. The prize? The winner would receive a considerable reward to help fund their efforts. This article provides a great deal of information on what Elexio has done to encourage employees to look far outside their own communities.
If you are promoting good works performed by your employees, not only in the workplace but also in the world we live in, you are doing great things for God. You are building a “Kingdom-Minded” Organization.
Help our community of readers
Do you have HR practices that support these ideals? Do you help your employees help others? How do you find your employees’ strengths and match them to community involvement? Share your ideas and inspire fellow readers. We would love to know how you encourage your people to shine.
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Mark Griffin is founder and Chief Consultant at In His Name HR LLC. He has over 20 years of HR experience. You can learn more about his recently published book for College Students, College to Career: The Student Guide to Career and Life Navigation HERE. Follow Mark on Facebook, Twitterand LinkedIn.
