Presenter Mark Griffin has seen it all in his more than 25 years of Human Resources experience gained by working with a wide range of organizations, from small businesses to Fortune 500 companies to Christian Colleges, Ministries and Churches.
Presenter Randall Wenger Esq. has a myriad of experiences from all his years of working on religious liberty cases in Pennsylvania including the Conestoga Wood Specialties case that resulted in a landmark victory in the US Supreme Court for religious liberty and the sanctity of life. Randy understands the pressures and dangers that are facing those who want to run their businesses and organizations in line with their Christian values.
Let Mark and Randy help you by sharing their experiences in helping a variety of organizations manage their beliefs in the reality of today’s workplace.
Leading an organization with Christ-centered values makes organizational sense.
Mark will share why he believes Christ-centered organizations experience:
Lower absenteeism
Higher quality products
Fewer employee morale issues
Safer work environments
Better perceptions by customers and vendors
Mark will also share how he helps organizations develop HR practices that reflect their core values and still build a high performance organization.
Topics to be Covered
DEI and Biblical alternatives why is this important?
Protecting your religious liberty
Dangers from proposed laws
Current state of religious liberty in court
Creating a high performance culture through practical HR competency development
Where most organizations go wrong engaging employees
Setting expectations
HR tools for creating success
Employee policy manuals
Codes of Conduct
Employee relations and communications
Performance management
Counseling and discipline procedures
Terminations
How the Civil Rights Act administrative guidance affects your business
The Mission of the Pennsylvania Family Institute is to strengthen families by restoring to public life the traditional, foundational principles and values essential for the well-being of society. It is the only full-time professionally staffed non-profit organization representing family values—your values—in the state capitol. It encourages responsible citizenship and involvement in civic affairs to promote respect for life, family, marriage and religious liberty.
About The Presenters
Randall L. Wenger, Esq. COO & Chief Counsel
Randall Wenger is Chief Counsel of the Independence Law Center in Harrisburg, a pro-bono law center affiliated with the Pennsylvania Family Institute and dedicated to maintaining those liberties that have made America great and free. He has litigated in federal courts all around the county, and his cases have included the free exercise of religion, freedom of speech, bodily privacy, and pro-life issues. In addition to his role with the Independence Law Center, he is COO of the Pennsylvania Family Institute.
Randall has an economics degree from the University of Chicago and earned his J.D. at the University of Pennsylvania. He lives in Lancaster County, and he and his wife Tina have seven children.
Mark A. Griffin, MBA President and Founder In HIS Name HR LLC
Mark is a human resources professional with 25-plus years of experience in both public (Quaker Oats Company, Kodak Inc., Merck Inc.) and private companies (Woolrich, Conestoga Wood Specialties, Valco Companies Inc.), Mark is passionate about building high-performance workplaces by utilizing best practices while leading organizations with strong values.
Speaker, accomplished HR consultant, and the author of How to Build “Kingdom-Minded” Organizations and College to Career: The Student Guide to Career and Life Navigation, Mark A. Griffin encourages leaders to build values-led organizations during these increasingly complex times. Mark and his wife live in Lancaster PA and have two adult children.
Diversity, equity and inclusion, or DEI, has become a very popular topic in the last few years. Recently, I had the pleasure of spending time with Kevin McGary, a leading thought expert on diversity, equity and inclusion. Kevin has been pivotal in our quest to develop a Biblically based DEI program that celebrates human connectedness and offers recipients hope and unity by aligning all people’s strengths, and reinforces that no one person’s pain is greater than another’s. I also consider Kevin a good friend.
I was blessed to meet Kevin through the Pinnacle Forum group. Pinnacle Forum was created to help connect C-Suite-level executives into groups that allows them to support each executive in their sphere of influence as it relates to their walk with the Lord. Kevin is the chairman of the Frederick Douglass Foundation of California and brings to us an enlightened viewpoint on what is happening, societally, within the United States. Much of this I have witnessed through my HR experiences the past 30 years, as we have seen the deterioration of the family, and, in return, the deterioration of the workplace in general.
While many Caucasian and Black leaders shy away from discussing uncomfortable, difficult issues, Kevin and I want to share some of our collective experiences as, respectively, a Black man and a Caucasian man living in America to generate greater understanding of these difficult topics from our distinct perspectives.
While Kevin and I do not share the same skin color, we do share the same frustrations with the current happenings in our society. We certainly don’t want to politicize the situation, but we are finding it increasingly difficult to bring our country together. From my perspective, I wonder how Black Americans do not see the destruction that the Democratic party has created in their community, specifically in regard to NAFTA and its promotion by the Clinton administration. Taking tens of thousands of jobs out of the cities disproportionately affected the Black community and never made sense to me. I recall, in grad school, being told that we were “evolving to a more tech-centric economy.” Well, as we know, most of those tech-centric jobs ended up in third world countries, where wages are nowhere near as much as they would be in the US.
Not only did we lose jobs as a country, but those jobs went to places that don’t have the same child labor laws and green laws that we have enacted in America. I have been to India and witnessed the impact on their people and their environment. Sadly, many employees in India working for American companies do so on work campuses, sending their wages back to their respective villages to support their families. This doesn’t cause prosperity; this breaks up families and creates more pain. A much better approach could be to develop work locally and support that work with microfinancing. Much of the manufacturing that formed the backbone of our country fed tens of thousands of families and gave dignity to those who work there. Without work, where are people to gain dignity? Work is Biblical. Adam and Eve had jobs in the Garden of Eden. And, someday, we will all be using our gifts, talents and strengths in eternity with Christ.
Mark: Kevin, my question is simple. What changes have occurred that have put Black Americans at a major disadvantage in terms of prosperity here, in the US? My thinking always goes back to the deterioration of the family. The lack of the presence of two loving parents and even the lack of loving grandparents has caused so many issues with our youth. I am curious to know your opinion.
Kevin: The deterioration of the Black family is definitely a factor. But even before LBJ’s proclamations and policies specifically designed to undermine the Black family unit—remember, LBJ is recorded as having said his policies “will have the n***ers voting democrat for the next 200 years
Notably, Charles Darwin believed whites fully evolved first and were “superior” (i.e., possessing “supreme” human attributes and instincts), while Blacks were still climbing the evolutionary scale (foremost in his theories) and, therefore, he wrote, must be considered “subhuman.” He equated Blacks to apes, gorillas, and savages. In my book Woked Up! Finally putting an ax to the taproot of White Supremacy and Racism in America, I confirm that Darwin was motivated by grotesque and arcane theories of supremacy and racism. Since he was the first world-renowned scientific mind to make such assertions, I deem that Darwin’s theories are singlehandedly responsible for the disproportional abuse that has plagued and stymied Black progress for over 100 years. Having a cursory understanding of Darwin and his motivations provides context for why Blacks had to demand justice and equality, culminating in Dr. Martin Luther King’s demand that the content of character must be the overarching focus for human interactions. White people weren’t judged by their skin tone, so it wasn’t color that actually mattered: Black people’s skin color was seen as a mark of evolutionary inferiority.
Mark: And have these issues caused you to accelerate your involvement in movements against the current direction of our country?
Kevin: I am most certainly motivated to get involved in changing the socio/cultural downward trajectory of America! Unfortunately, Darwin and his protégé, Karl Marx, are still lauded and applauded globally. Their diabolical deeds to inculcate supremacy and racism have been largely ignored. Most people don’t fully comprehend the extent to which their theories have been motivated to instantiate grotesque “White Supremacy” and racism. My motivation is to make sure that people come to know the truth, so we all may be set free from these insidious mindsets.
Mark: This 1993 article from The Washington Postcalled out issues impacting the Black community. And this article from the Economic Policy Institute, written in 1997, cites the immediate impact that NAFTA had on American jobs, notably within just the first three years after the Agreement was enacted:
“Between 1993 and 1996, women lost 141,454 jobs to NAFTA, Blacks lost 36,890 jobs, and Hispanics lost 22,520 jobs, numbers closely reflecting these groups’ shares in manufacturing industries. Moreover, a disproportionate number of the jobs eliminated by NAFTA were manufacturing jobs, which pay relatively high wages, further contributing to NAFTA’s detrimental effect on the distribution of income and wages of working Americans.”
These are big numbers. I remember working in the garment industry during those years and the devasting plant closures that ensued. I watched one industry after another shift manufacturing overseas. I support all people in the world having the dignity of work. I have done mission work in Ukraine, Haiti, Dominican Republic, Honduras, and Nicaragua, and I believe the only way out of poverty is through the dignity of a good, safe job. The difficulty lies in the jobs that have left, which have never been replaced with equal- or higher-paying jobs. We are seeing a deterioration of the workforce, not an increase in our capabilities. Finally, this article outlines the impact 25 years after the passing of NAFTA:
“According to the U.S. Bureau of Labor Statistics, Black workers have lost nearly half a million manufacturing jobs (494,000) during the NAFTA–WTO era. Black workers’ manufacturing losses were evenly spread across many subsectors that suffered significant trade-related job loss. For instance, in the automotive sector, by 2010, in just the first 15 years of NAFTA, Black workers had lost 56,524 jobs. Black workers were disproportionately represented in the primary metals manufacturing sector hit by the NAFTA–WTO era with a loss of 53,800 jobs. Black workers have also lost 22,100 jobs in the paper manufacturing industry and 18,600 jobs in the beverages and tobacco industry during the NAFTA–WTO era, two more sectors where Black workers were overrepresented relative to their general share of the workforce.”
Kevin, with these staggering statistics in mind, what suggestions do you have to reinforce that we need change to return dignity to people, but not through policy or the extension of destructive governmental programs that hinder an individual’s freedom to prosper?
Kevin: Some of the best ways to encourage the dignity of work and beget progress for any/all communities would be to reemphasize the trades! Higher education creates very high student loans and can be more burdensome (long term) than not. Skilled trades, on the other hand, continue to be in demand; most trades have proven to be “recession resistant” (resilient to economic conditions). Trades like HVAC, construction, machinery, auto mechanics, landscaping/design, etc., provide high incomes and opportunities that are mostly resistant to economic downturns. Entrepreneurship is greater for tradespeople. Also, unlike trying to “climb the corporate ladder” via “white-collar” jobs, meritocracy is more apparent in the trades arena. Therefore, people tend to achieve greater income acceleration and promotion based on skills/mastery of craft, as compared to the subjective criteria of the corporate world.
Mark: The privatization of prisons and the extreme zero policy of Democratic leaders caused a disproportionate amount of Black men to be incarcerated for de minimis amounts of drugs and narcotics in their possession. We know that the sentencing guidelines for crack cocaine offenses versus powder cocaine were changed. This article from 1995 highlights those issues. Yet again, we trust our politicians to make the lives of our people better. This subject has been in my heart for many years. Privatizing a penal system and then decreasing the threshold of incarceration would seem, to me, to reek of impropriety. But what would you advise both the Black and Caucasian communities to do in this regard?
Kevin: There is a serious need for continued criminal justice reforms initiated under the Trump administration. With Joe Biden’s racist 1994 “criminal legislation,” Blacks were targeted and put behind bars for 25+ years for relatively minor offenses.
Judges were given great latitude as well, and this translated to large variations in sentencing; depending on the city, state, and court/judge, sentencing would vary from probation to 25+ years for the same crime! This must stop. Irrespective of where criminals decide to break laws, all criminals should know the minimum consequences for committing crimes!
Across the country, there should be consistency in sentencing guidelines. Too much power is given to DAs and judges (in certain cities), and this phenomenon has caused “woke” social justice warriors to champion over-correction on criminal justice reforms. To be sure, many cities have now implemented no-cash bail reforms (which provide a no-consequence revolving door for repeat offenders), and defunding of the police, which has allowed and encouraged many criminal activities to go unpunished.
Common-sense reforms that provide minimum sentencing requirements for all states will help restrict subjective rulings from radical judges, while also providing consistency.
Mark: Organizations now actively seek ways to create a more welcoming workplace that respects employee diversity and gives a voice to people who are often underrepresented. Whether you are a Christian-owned business or a religious-exempt employer, such as a Christian church, ministry, higher education institution, or camp, many foundations and organizations that provide grant dollars are mandating DEI. It is rumored that more and more local, state, and federal contractors that provide services to the federal government must certify that their employees have been trained in DEI.
Fortunately, we live in America, and there is no one authority that can dictate the contents of this mandated training. Many employers have sought an alternative to present, rather than the highly sexualized versions that consulting companies deliver. As an HR professional, it’s challenging to reconcile these mandates when much of the presented materials would violate current sexual harassment and workplace employment laws.
We believe that business owners and organizations can create the thriving work environment they aspire to by implementing our Bible-based, organization-wide DEI training program. In fact, much of its content aligns with the DEI training that was presented in corporate America in the ’90s. Some of the points, although presented from a secular worldview, mimic the Biblical worldview. For example:
All people are created equal. So God created human beings in his own image. In the image of God He created them; male and female He created them. – Genesis 1:27
There is no longer Jew or Gentile, slave or free, male or female. For you are all one in Christ Jesus. – Galatians 3:28
The rich and poor have this in common: the Lord made them both. – Proverbs 22:2
God sees everyone as the same. For God does not show favoritism. – Romans 2:11
Treating all people fairly is paramount.
Yes, indeed, it is good when you obey the royal law as found in the Scriptures: Love your neighbor as yourself. But if you favor some people over others, you are committing a sin. You are guilty of breaking the law. – James 2:8–9
The second is equally important: Love your neighbor as yourself. No other commandment is greater than these. – Mark 12:31
God loves everyone. “The mountains may shift, and the hills may be shaken, but my faithful love won’t shift from you, and my covenant of peace won’t be shaken,” says the Lord, the one who pities you. – Isaiah 54:10
The Good News: No matter how the world changes around us, or what trials we face, HE is always there, guiding us through it all.
In a nutshell, God loves diversity, equity, and inclusion. Jesus set the example, so we should, as well. In addition to honoring Him, organizations promoting inclusive cultures provide a happier, healthier work environment. Indeed, according to a Deloitte survey, companies with inclusive cultures are twice as likely to meet or exceed financial targets; three times more likely to be high performing; six times more likely to be innovative and agile; and eight times more likely to achieve better business outcomes.
Inclusive companies also produce more satisfied employees. This same survey revealed that employees in these environments were likely to stay with the company three times longer, be 28% more engaged, and were 51% more likely to recommend the company to others. For 80% of individuals surveyed, diversity, equity, and inclusion remain a hugely important factor when committing to a workplace.
Robert Sellers, chief diversity officer at the University of Michigan, compares diversity, equity and inclusion to a dance: “Diversity is where everyone is invited to the party. Equity means that everyone gets to contribute to the playlist. And inclusion means that everyone has the opportunity to dance.”
Kevin, with this being said, what is your perspective on aligning the Biblical view with DEI versus the world view, and where do you see the critical differences?
Kevin: In my book DEI in 3D, I affirm that “the most significant value of Diversity for any environment is the encouragement of divergent viewpoints; this helps promote harmonious flourishing when focused on solving problems or attempting to accomplish an objective. Actively welcoming criticisms and coordinated assessment of different plausible solutions increase the Diversity of ideas within organizational thinking. If all organizational contributors feel their input and perspective are encouraged, honored, and respected, it can foster a rich unifying experience for employees. When corporate unity is increased, an increase in overall corporate performance should accelerate. From an in-depth DEI in 3D view, a sincere and concerted effort encouraging equal opportunity for people with diversified skillsets, political leanings, ethnicity, sex/gender, etc., is needed to produce a ‘melting pot’ of Diversity to achieve a pipeline of opportunistic successes.” This aligns with the Biblical view of the Kingdom.
A secular view of DEI emphasizes equity. Within today’s DEI parlance, the equity focus connotes that since everyone is accepted as equal, there is demand for equal pay and promotion outcomes (regardless of skillset, background, competencies, etc.). Taken to its obvious extreme, equity demands that people be promoted and placed into senior positions based solely on skin color (or gender identity, like trans). Equity, when reflected as equal outcomes, allows incompetent people who are abject failures to be rewarded with high pay and promotion. This is quite divisive, because it enables personal retribution (if someone lacks melanin, for instance, and the DEI exec despises them for it, they can be displaced in deference to someone less competent). This obviously doesn’t allow a menagerie of flourishing in a diverse workplace. Instead, is causes distrust, division, and resentment. Workplaces should be vigilant about diversity, while also emphasizing a commitment to merit/meritocracy, not “equal outcomes!” This—equal outcomes—is fundamentally a communist notion and should be rejected by all who believe in equal opportunity, fairness, and promoting unity.
Mark: Kevin, we discussed some of my firsthand experiences witnessing prejudice. Growing up in a predominately white community, for example, I did not, early on, have the opportunity to work closely with people of color in a for-profit secular company environment—I had experienced some of this during my time in the Air Force, but not with anyone at a high level in corporate America. But then I took a job at a Fortune 500 company where my boss was a very successful Black man who had risen to the top of this company very quickly, and I was learning so much from him. One day, we were having lunch together at a steak house, and when the subject came up, I admitted I had never witnessed anyone white acting or sounding racist or bigoted. My boss said that racism still very much existed, and that if I hadn’t seen it, I wasn’t looking very hard for it. That made sense, because why would I be looking for the negative all the time, given I tend to assume the best about people when I meet them? At the end of the meal, the waiter brought me the check, assuming I was senior to my Black companion. My boss grinned. “Case in point, Mark. That is a subtle form of racism.” I learned my lesson that day, as it might otherwise never have registered.
Kevin, how do you see this from your perspective? That lunch was many years ago. Has it gotten better for the Black community? What would you recommend the Caucasian community, as well as the Black community, do to shine a light on things like this? How can this discussion become healing and unifying, rather than destructive?
Kevin: Racism exists! Preconceived notions, based on race, also exist. Preconceived notions (devoid of malice) should not be conflated with racism, which, in my opinion, always includes malicious/malicious intent.
We must give one another grace based on the fact there is much ignorance about changing norms and precedence. Given that personal biases based on preconceived notions tend to become visible, we must allow for this as a plausible explanation of insensitivities and ignorance, as opposed to immediately “knee-jerking” to race/racism. When we (everyone) can learn to do this, we can begin to build a basis for achieving some level of trust and unity.
Mark: Another topic we discussed, Kevin, is law enforcement. This has been a hot topic in the press for the many years, starting with Rodney King, and now particularly on the heels of the very controversial George Floyd riots. We have seen many instances these past several years that show mounting frustration and tension in our nation. People have widely differing perspectives, with some believing that defunding the police is the solution. But we have to agree that not funding the police is backfiring. I was recently in San Francisco on vacation and was shocked at the crime and the appearance that has taken over the city. Automobile break-ins are rampant, assaults on citizens are increasing, and several areas are overrun with drug abuse and homelessness. And it’s not just California. Parts of Baltimore, Detroit, and Philadelphia are unrecognizable now, in contrast to the prosperity they demonstrated in the past.
This article outlines where many of the problems stem from, and much of it sadly has to do with reduction in our police forces. When police pull people over, it’s important to be respectful, but we also expect the police to be respectful toward, albeit cautious of, the citizens they encounter. We have a court system that can help us in the event an officer is abusive. Most police now have body cameras, and if they are abusive, their actions will be recorded. Even comedian Chris Rock, who uses some salty language to give guidance, believes that respecting law enforcement is in one’s best interest.
Kevin, what recommendations would you give to our readers to help prevent these kinds of issues from continuing?
Kevin: Everyone should rally around the FACT that we need law enforcement. Too often, officers are needed to intervene in domestic violence incidents, rape/assault investigations, terror/terrorist actions, and countless other ways that help protect and save lives! Let’s face it, there are rogue nut jobs in every profession; the law enforcement profession is certainly not exempt. For officers who have proven to be “bad,” we need to demand dismissal. Regrettably, police unions are complicit in retaining bad officers. One answer is to reduce the power and privilege of police unions when there is a track record of officer abuses/misdeeds.
With U.S. borders currently “open” and people from all over the world streaming in (some confirmed terrorists, some confirmed human and sex traffickers, and countless drug/gun-running lords), reducing law enforcement is not an option. Only sincere efforts to increase law enforcement mechanisms will help protect all citizens (especially those in inner-city communities). We must be vigilant about encouraging more law enforcement, while being diligent about holding them accountable to standards of conduct conducive to public safety and personal well-being.
Mark: The second point to discuss is the case of an affluent Caucasian man who runs over a man, obstructs the investigation with false claims, is let out on bail, and then receives a sentence of a minimum of 363 days and a maximum of three years for an accident involving death or personal injury. Furthermore, from our understanding, he retained his employment and is out daily on work release. This just doesn’t seem right. I am curious: Had the driver been a Black man from Philadelphia driving through central Pennsylvania in a predominantly white community, what might the outcome have been? This strikes me to be what some call white privilege. In this case, access to quality legal assistance, to local officials, and certainly the privilege involved with this person’s influence in the community, all played a part in the outcome.
What has been your experience in this area? What would you like to share with both the Caucasian and Black communities as to how we can better ensure that the justice system treats all offenders similarly?
Kevin: As stated before, minimum sentencing guidelines are needed; this helps remove subjectivity from the meting out of so called blind justice. Judges would not be able to bend the rules to help friends/family or their favorite (or preferred) ethnicity.
Mark: Thank you for that answer; that would solve many of these issues for sure. Kevin, my heart breaks when I see great Americans like Condoleezza Rice, Candace Owens, Ben Carson, and Burgess Owens being vilified by the media and the left-leaning agenda. These are role models who should be lifted up, rather than torn down. What can we do collectively to help elevate them, rather than witness them become marginalized?
Kevin: On the issue of Black conservatives being marginalized and silenced in many ways, the best way to stop abuses of dissenting voices (on both the right and left) is to recognize everyone’s humanity, and in that, dignity and worth. When we can come to the point where we can respectfully disagree without name calling, we will see opportunities to unify around the things that really matter. Honestly, we will not be able to come to this point until we recognize the evil of Marx/Marxism, and commit to thoroughly rejecting him and all of this ideology. Marxism is wholly corrosive and violent, and because of its global mass appeal, people have gotten more divisive and aggressively violent against those who dissent.
Freedom-fighting Blacks standing for righteousness, truth, and justice are elevated and supported best when we reject mainstream Marxist media. If we reject the communists in the media, we can go much further in unifying real truth and justice.
Mark: I put myself through college by working full-time and going to college full-time, at night. I didn’t enjoy the privilege that some assert all white people have. In addition, and this is a hard topic, I spent many years in corporate America being told that I would never rise to the senior ranks of a corporate company on merit, because Blacks and women were being promoted within the ranks of HR to fulfill affirmative action requirements. If I wanted to rise, I was told I would need to go into Operations, where I would have a better chance; otherwise, no matter what I did, I would not reach those ranks. I‘m not angry about it—I understand it. I actually was blessed by it, because not only did it give me a greater understanding of affirmative action but also the motivation to start my own company.
Kevin, what’s your perspective on affirmative action in the United States? Has it helped? Or has it hurt the people it was supposed to help?
Kevin: When it was initiated, affirmative action was needed to help Blacks—finally—get equal opportunities to succeed. Coming out of the civil rights era, it did what it was supposed to do. But it wasn’t intended to continue in perpetuity, so there is no rationale for its continuance. We
each need to be more intentional about recognizing and honoring one another based on the content of character, and not skin color; when we unify—one human to another—we represent God’s design for humanity and are provided a glimpse of the menagerie of diversity that will be harmoniously reflected in His Kingdom.
Mark: Thanks so much for giving us your thoughts on affirmative action. We certainly appreciate your pointed and direct feedback on a discussion that has been debated for many years. I appreciate your wisdom
My final question concerns the Black Lives Matter movement. Many people were very excited about this movement and moved quickly to support it. At the end of the day, though, what is well intended does not always come to a positive fruition. What have you seen regarding this program, and what’s next for it?
Kevin: BLM, as a motto, was something everyone could get behind. But BLM as an organization was a mess. It has now been deemed a fraud. Multiple mansions, very high-income family members, and appreciable contributions to Act Blue (and transgender organizations) are where they spent approximately $1 billion. Multiple states have sued BLM for fraud, and BLM has virtually ignored Black communities; no Black communities received help, support, or were aided in any way after the George Floyd riots. The BLM organization seems to have been established as a mechanism for unfettered graft and defrauding the public, not help! The BLM founders are proud “revolutionary Marxists”—their proud proclamation—so I guess the fraud and malfeasance is to be expected….
Mark: Kevin, I want to thank you today for taking the time to help our readers get a greater glimpse of race and DEI, which is often presented in a different manner. Have I missed any areas you think we should discuss?
Kevin: To address issues with DEI and have it work in positive ways (in which it’s anticipated), the first thing I would recommend is to read my new book, DEI in 3D. It provides a healthy, cogent, and objective view of DEI and its anticipated outcomes. The second thing I recommend is to completely reject and denounce Karl Marx and Marxism. Marxism is wholly antithetical to morals and values, unity, and a proper and healthy respect for all humanity. Marx and his theory must be canceled! This is not optional; it is mandatory for those who are sincere about workplace (or small group) harmony.
Mark: Kevin, thank you for taking the time to discuss DEI and Biblical alternatives with us. The conversation took longer than we’d thought, but your perspective on the many points we’ve covered has been very valuable. Your wisdom and understanding will help many who were unaware of these potential risks in what is happening, societally. Thanks again!
Presented and hosted by Christian Business Partnership Ohio’s Christian Chamber of Commerce.
Restoring the American Promise. Together.
1:30PM EST Monday, April 3rd, 2023
It’s no secret that your organization wants to succeed. It should come as no surprise that your employees also want to succeed!
Of course, there’s often a strong, positive relationship between the two—when employees succeed, so do the organizations they serve.
A key question to answer: How can organizations most effectively find, train, motivate and encourage employees’ success?
Topics We Cover
Marketing your organization in today’s difficult labor situation.
What should we have in place to be attractive?
Where do high-performing organizations find employees?
What are the three most important steps of an effective hiring process?
This presentation will also help prepare people within your organization who may want to move into an HR role. The presentation is positive, inspiring and provides the participant the opportunity to learn concepts used within high-performing organizations.
About The Host
Christian Business Partnership exists not only to defend your rights in the economy, but to ensure a business environment friendly to businesses throughout Ohio. Their mission is to aggressively advocate for the religious liberty of Christian employers and for a fair and free marketplace that enables entrepreneurs to thrive and compete. Learn more or join here!
About the Speaker
Mark A. Griffin is the founder of In HIS Name HR LLC, a human resources outsourcing and career coaching firm created to help organizations pilot the complex issues of managing HR.
As a human resources professional with 30-plus years of experience in both public (Quaker Oats, Kodak, Merck) and private companies (Woolrich, Conestoga Wood Specialties, Valco), Mark is passionate about building high-performance workplaces by utilizing best practices while leading organizations with strong values.
Mark and his wife Gail have two adult children and attend LCBC Church. Mark has coached leaders on “Business as Mission” as far away as Eastern Europe, India, Haiti, Honduras, Nicaragua and the Dominican Republic.
Governance can be defined as: The combination of policies, systems, structures and strategic frameworkwhich a governing body puts into place to ensure that the leadership of an organization makes appropriate decisions.
Or, in less fancy, layman’s terms: Overseeing the control and direction of an organization. Governance models refer to how the authority chain and framework interconnect. These models ensure decision-making remains effective and that correct accountability is assigned to board members and/or managers of an organization.
With more competition than ever in the workplace, both nonprofit and for-profit organizations consistently find themselves faced with challenges as they seek to maintain success and stay on course. Deciding on a particular governance model can be a challenge in itself, as each organization is unique. There is no right or wrong governance model; at some point, every organization must decide which one fits them best. Many organizations adopt a combination of various board governance models that often evolves with time. When organizations face a new life cycle or phase, when operations become unstructured, when roles become ambiguous and board members dissatisfied with their roles, or when a CEO, a college president, a church’s senior pastor, or several board members leave, it may be time to reevaluate one’s governance model.
Adopting a new board governance model might seem daunting. But it needn’t be. Changing models is a bit like changing one’s lifestyle. Let’s say that someone has spent the past few years eating cheeseburgers and Fritos and watching Seinfeld reruns from the comfort of their couch every night. One day, they wake up and realize they’d like to change their life, get healthy, swap the burgers for green smoothies and the reruns for time at the gym, working on their fitness. They might feel eager, but understandably a bit overwhelmed. Where to begin? Which way to go first? This is a bit like that. Changing governance models entails abandoning well-established ideas and replacing them with new ideas and roles. This change takes time, energy, resources and resolve. It may feel confusing at first. But over time, clarity and greater ease does come. With the right model in place, any organization can succeed.
Let’s take a look at the five most common board governance models for nonprofit organizations.
Advisory Board Governance Model
Many nonprofit organizations choose to use the Advisory Board Governance Model. An advisory board is the platform that an organization’s president or CEO consults for assistance or advice. The president or CEO may carefully choose a team of trusted individuals as part of this board. Each board member possesses a set of professional skills and unique talents that will be useful to the nonprofit, and in most cases, they provide these valued skills at no charge. A quality advisory board can boost the reputation and credibility of a nonprofit. This is an excellent model for nonprofits concerned with achieving high fundraising and public relations goals. The advisory board may serve as the main governing board of a nonprofit, or the organization could utilize additional models that offer special expertise, such as a young professional advisory board. This model is often appealing to board members, because these younger members bring valuable contributions to the table, and meetings tend to be informal and task-oriented. While this model can initially be effective, challenges arise when board members face liability issues because accountability mechanisms become ambiguous. This model is not limited to nonprofit organizations. The Advisory Board Governance Model can be the first step in governance for small but growing for-profit organizations. It is an effective way to introduce new ideas from leading experts in variety of career fields.
Patron Governance Model
The Patron Governance Model looks very similar to the Advisory Board Model. However, it includes a few distinguishing factors. With the Patron Governance Model, boards comprise individuals who either possess a great deal of personal wealth or wield significant influence in the nonprofit’s field. The primary duty of this board is fundraising. Board members may contribute their own funds to the organization, or they might reach out to members of their network to contribute as well. Generally, under the Patron Governance Model, board members in this model have less influence over the president or CEO than with the Advisory Board Model, other than running the risk of losing funding. This model can be very helpful, but the board cannot be relied upon for governance tasks, like vision development and organizational planning.
Cooperative Governance Model
Many nonprofit organizations do not have an official president or CEO. In this case, the Cooperative Governance Model works well. Under this model, the board makes decisions for the nonprofit as a group of equals. This is a highly democratic model, as no board member has a higher standing or more power than another. This model is often used when the law requires a nonprofit to have a board of directors; it works best when each board member is able to show an equal amount of commitment to the organization. Challenges may arise, however, when personal morale declines. Under this model, there is no effective way to ensure accountability for individual actions.
Management Team Governance Model
The Management Team Model is one of the most commonly used governance models. With this model, the nonprofit acts similarly to a for-profit corporation. Instead of hiring people or teams to handle human resources, financing, fundraising and public relations, the board forms itself into committees to do these things itself. This model, which rose in popularity in the 1970s and has continued to gain momentum, is often used by volunteer organizations such as home school associations, Girl and Boy Scouts and other hobby groups. Challenges under this model arise when board members refuse to delegate authority and become micro-managers instead, resulting in inconsistent decision making and resentment and discontent among staff.
Policy Board Governance Model
The fifth common board governance model is the Policy Board Model, also referred to as the John Carver Policy Governance model. This model was developed by John Carver, author of Boards That Make aDifference. Carver, an esteemed psychologist who has co-authored five books and worked as a business officer in small manufacturing, understands both the business and psychology ends of organizations. He trademarked the Policy Governance model and has consulted with businesses in nearly 20 countries. Under his model, the board delegates much of their trust and confidence in operating the group to the CEO or president, and the CEO holds regular meetings with the board to update them on the nonprofit’s activities. With the John Carver model, there are very few, if any, standing committees on the board. Typically, the board is secondary to the CEO in overall power. The CEO is responsible for the staff, and the board typically does not interact with staff. However, the board and CEO work together as a team, meshing their skills and ideas. Members are often recruited because they have demonstrated commitment to the values and mission of the organization. Many nonprofits use this model, often combining it with other models to create a more specialized advisory team.
As with nonprofit organizations, for-profit (corporate) organizations use five common board governance models. The Traditional (Structural) Model is the oldest of the models, its use dating back to as early as the 1700s, when corporate structuring began. Many government organizations still use this model, as do many law firms. This model is built upon the concept that the board is the legal ownership entity and speaks as a board, while members of the board speak on behalf of the board but do not have an individual voice outside of the organization. The Board Chair is usually structured to be the official “voice” of the board, but only speaks in a way authorized by the board as a whole. Under this model, the board usually delegates responsibilities to the CEO or the board committee.
While the Traditional Model can be effective, it is no longer as widely used and presents some unique challenges. When the board delegates its powers, accountability and expectations sometimes become muddled. Another challenge arises when the CEO creates management operating committees that overlap with board committees which hold similar responsibilities. This can lead to confusion among staff about their roles, as board members cross boundaries between governance and operational management. Organizations still using this model have recently reduced the size of the board and sought board members capable of governing as a whole, versus merely representing constituents.
The Carver Board Governance Model, common among nonprofit organizations, is also popular among corporate organizations. In the words of John Carver, who, again, popularized the model over the past 20 years, this model is a “rigorous academic approach to a practice area that has had very little research over the years.” The Carver Model addresses two fundamental concerns: the board defining the organization’s goals, and creating policies by which the board and management team must abide. The board’s prominent role is to create policy to guide management and also guide the board in its governance work. John Carver suggests that, under this model, a competent board chair member should have the freedom to take action in the area of governance.
Challenges in this governance model arise when the board focuses its time on building policy rather than actually attending to other pressing responsibilities. While creating policy (such as how many meetings to implement a year) is helpful to create structure, and can potentially protect the board and organization, this model doesn’t always help to establish clear expectations or ways to measure success. This model works best when an organization looks beyond policy and creates a comprehensive strategic business plan and budget.
Every great organization creates and implements a strategic plan that aligns with their Board of Directors’ vision for the future. Learn more about IHN HR’s Strategic Planning Processes here:
Under the Cortex Board Governance Model, developed by John Por of Toronto, the board focuses on clients, community, legislation and best practices of similar organizations, so they can define the standards they wish to adhere to in their own organization. The board’s main role under this model is to clarify and set outcomes, so they can measure success. The board may set up an accountability framework, identifying which roles the board, CEO, staff or other members should assume. This model helps ensure transparency and accountability, as it helps organizations establish clear outcomes and measurements of success. Challenges with this model arise, however, when board members don’t fully understand the business and must rely on the management team to do much of the research. This model can also be tricky when organizations do not implement mechanisms or report structures to measure performance against new outcomes. However, these things can be developed over time. Focusing on what is important, versus what is convenient, is key for organizations that use this model.
Consensus Model
The Consensus Model, alternatively known as the Process Model, stems from the idea that all board members are equal, with an equal vote, responsibility accountability and liability for decision making. This model recognizes, however, that board members offer different areas of expertise, knowledge and wisdom. Under this model, board members must decide how issues will be discussed, how differences of opinion will be handled, and how members will reach a consensus on timeliness and agenda management. Many small, family-owned businesses or corporations with no shareholders use this governance model. Challenges arise when roles remain undefined, necessitating that issues must be sorted out among the CEO and board members. When disagreements arise under this model, board members often turn to Robert’s Rules of Order or the Parliamentary Rules of Order for guidance.
Competency Board Governance Model
The Competency Board Governance Model, sometimes referred to as the Skills/Practices Model, is also used in organizations. This model focuses on development, and ensures that all board members possess appropriate knowledge and skills. Relationships remain a key factor under this model, with special focus on communications and trust. Board members are often assessed to ensure their behavior matches the expectations of the organization, and that they work well together, as a team. While this model is very appealing for many organizations because of its relationship-driven quality, it can run into challenges when clear policy is not implemented. Having an experienced board member mentor newer board members can be an effective strategy.
If this information is new to you, or feels overwhelming, please don’t let it be! Choosing the best board governance model for your nonprofit or for-profit organization doesn’t have to be like pulling teeth. Your organization is unique and one of a kind. Therefore, your model will be as well.
Here are some questions to consider when reevaluating your governance model or establishing one for the first time:
Do we have a clear understanding of the purpose of our organization?
What are our organization’s basic values?
How do we measure our organization’s success?
What are our financial resources, and will these resources be reliable for the next several years?
Do we believe our organization should be run as a cooperative, or a collective? In other words, should staff participate with board members in the governing?
How much time is each board member wiling to devote to the organization?
What is our expectation for board member meeting attendance and commitment?
How will we hold board members accountable?
How useful is each committee we have? Could we eliminate any?
How will we handle disagreement?
How much trust does the board place in the CEO or president?
How satisfied are our current members with board performance?
As board members, to whom do we wish to be accountable?
In the words of John Carver, “A carefully crafted, conceptually rigorous purpose of governance … forms the heart of board effectiveness.”
What is the heartbeat of your organization? What really makes you tick? Remember, it need not be a one size fits all. Your organization is unique, complete with a distinct purpose, vision, skillset and team. Take some time today to ponder which one of these board governance models might work best for you.
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Concerned about the Board Governance Model at your organization? The benefits of having a trusted partner to guide you and your team to excellence is invaluable. Contact us today. You—and your employees—will be glad you did.
Rise with us by implementing our 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
Post-COVID-19 recruitment has been unquestionably hard for employers, with many struggling to find quality employees in the aftermath. Religious-exempt employers have had an especially difficult time.
Organizations such as Biblical higher education institutions, Christian ministries, camps, and churches have found that mainstream secular platforms no longer assist them in target hiring. For example, Christian employers frequently used Facebook to connect with potential candidates, but in recent years many social media programs stopped allowing recruitment ads that target Christian applicants. Keywords such as “Bible,” “Jesus,” and even “pastor” are flagged as well.
Handshake, the most prominent job portal for college students gives universities the opportunity to block religious employers. Here, at In HIS Name HR, we have experienced this firsthand.
These setbacks have left Christian employers discouraged, wondering how they might maintain their voice and find quality candidates in this even more challenging environment. We have an answer.
Yes, a new day is dawning, and help is on the way.
The day is coming when employers can cast their net to the right side of the boat and watch as it quickly fills up.
Welcome to Job Shepherd, a platform that will change all this for you.
Job Shepherd was created to meet the demand by Christian employers, including ministries, camps, churches, colleges, and Christian for-profit companies in their search for qualified job candidates.
Job seekers can once again identify opportunities in sales and marketing, office administration, pastoral work, counseling, worship leadership, and higher education positions, like provosts and executive leadership.
Job Shepherd offers job seekers free guidance to find the right position within the right organization, one aligned with their values. With a few simple clicks, job seekers can explore a vast array of opportunities in any of these fields, and find themselves one step closer to the career of their dreams.
Job Shepherd, however, doesn’t stop there. In this portal, job seekers will find an abundance of additional online career help, including articles that share career advice and provide free tips on resume writing, career development, and interview skills.
These invaluable resources are always free for job seekers.
Employers seeking quality employees have just as much to gain. Job Shepherd offers a plethora of job postings to enable employers to find their ideal hires, as well as free articles on how to identify and secure great employees. Additional employer resources are available as well.
If you are a Christian employer in search of a thriving, uncensored job platform, your search is over.
If you are an eager potential employee looking to fill one of these roles, you have come to the right place.
Job Shepherd is the new “go to” job portal whose mission is to connect Christian employers with like-minded candidates to help advance the Kingdom until the day Jesus returns.
Are you ready to join this movement? Are you ready to cast your net?
It would be the understatement of the century to say that the Covid-19 pandemic has disrupted the flow of information in the workplace. It hasn’t simply disrupted communication in the workplace; it has rewritten the landscape of how managers and employees interact daily and how employees do their work. When it comes to a productive, efficient and effective workplace, nothing can replace robust communication between everyone. It builds trust, sets realistic expectations and gives everyone a sense of orientation, even—and perhaps even most importantly—when times are tough.
That is why it’s more important than ever to not only maintain communication with employees but improve it, as much as possible. HR departments, managers and employees all play a critical role in making sure that the lines of communication stay open and are used often. How do you do that? Consider this.
The pandemic has left people detached, distracted, and hopeless beyond belief. The unpredictable layoffs, dismissals, lack of income security, and compromised productivity have created an atmosphere of uncertainty and fear. One report suggests that about 655 million full-time jobs worldwide were lost in the first two quarters of 2020 alone.
This lingering fear of losing a job or business, or negative changes in monthly income has affected the psychological well-being of employees and employers alike. Adjusting to the new form of work while maintaining one’s sanity and staying safe from the virus is a huge challenge that has negatively affected communication within most organizations.
If you are experiencing some or all of these same difficulties and need some winning tips, we can help. This article brings valuable insight to help employers learn communication development ideas from a Christian perspective as well as effective tips for employees to acquire the support they need from their employers.
Acquiring Support the Right Way
Since the start of the Covid pandemic, employees worldwide have experienced a lack of support from their employers in the area of communication. This has greatly affected employees’ mental framework and productivity.
Many employees and managers alike have chosen to keep communication to a minimum, assuming it would prevent unnecessary conflict. But keeping concerns bottled up inside is an exhausting way to handle a situation. Speaking one’s mind will help relieve stress and also reveal unrealistic assumptions. But concerns must be appropriately voiced for effective results. To avoid a negative impact, follow these 5 strategies:
1. Voice Your Concern in a Timely Way
The first thing for workplace harmony is choosing the perfect time to share a concern. Discussing issues during a meeting or when leadership is interacting with others may be a big no-no at your organization. The most effective way in ensuring non-confrontation is to schedule a time with your leader and have an honest one-on-one discussion with them. Make sure the time is right, as it will set the course for productive conversation, allowing your employer to listen to you attentively and respond. Many leaders are more receptive in an individual setting vs. a group format when an employee goes out of their way to communicate.
2. Avoid Being Vague
If you are intent on finding a solution or you have concerns, be specific to avoid sounding negative or unserious. Instead of generalizing the problem, discuss the details, as generalizing diminishes the seriousness of your case. The more specific and clear you are, the more benefits you will likely achieve.
3. Keep Solutions Ready
The most effective employees are those who see a problem come up, identify a solution, and seek approval to implement. Employees who repeatedly raise problems without suggesting solutions tend to diminish their reputation, so try to be solution oriented. Suggesting a solution along with the problem will make you look like a problem solver and helps leaders be more receptive to considering your point.
On the other hand, those who perpetually complain hurt only themselves. Complaints are not limited to employees; leaders can be negative as well, especially given the pressures and restrictions of Covid-19. So you need to know when best to present something as a problem and when to visit your superior to seek their opinion and advice before you work on something.
4. Let the Employer Decide
You cannot force an idea or a solution upon your organization. Voice your concerns in the form of a request vs. a demand, present some suggestions, and leave the final decision to senior leadership. Even if you do not get your request approved quickly, it will be on the record for future concerns. Most employers want to hear concerns, and presenting them respectfully creates a greater chance of implementation.
5. Ask Others to Voice Their Opinion
If it’s an issue that affects others, encourage them in a respectful way to speak up for maximum results. When more people are affected by a problem, the chance of leadership taking action also increases. Together, all can help leadership understand the totality of workplace obstacles.
Communication Ideas for Employers
To make sure the organization is operating well and heading towards its intended goals, employers need to pay attention to the communication within their organization as it relates to the development, care and support of its employees. This is most important during this difficult Covid-19 pandemic period.
Below are 9 critical takeaways for leaders and human resource management to ensure added productivity and development, even in times of crisis.
1. Communicate Often, More Than You Think Is Necessary
Over-communication is rarely the problem in any organization. That is why is it important to communicate frequently. According to the Harvard Business Review, those who work remotely don’t feel like they are being treated equally. This is where consistent communication can make a dramatic difference.
Communication is key to success, especially during tough times. Constant reminders, motivation, and communication reduce employees’ concerns and help them stay on top of their tasks. The way communication is maintained with employees can have a dramatic impact on an organization during tough times. So, keep it transparent and regular. Consider developing a communication strategy that allows your HR team to take the lead to communicate key information on a regular basis. Doing so can help reduce the stress your employees may have of the unknown.
2. Have One-on-One Discussions With Your Staff
Having one-on-one discussions with your staff allows you to put your Christian values to work. Being tolerant and treating employees with grace shows that you value their growth and are willing to helping them develop to their full potential, regardless of circumstances in the outside world. Your staff grows, your company grows.
3. Be Empathetic
Empathy goes a long way and can buy you a lot of goodwill. Remember, everyone is working and building their careers, and concerned for their future and stability. People will continue to make mistakes in their work. This is where empathy can show that you care and are worthy of their trust. This leads to more honest and open communication.
4. Watch for Nonverbal Cues
The signs of stress or impending problems are often more easily seen than heard. In the age of video calls, watching for nonverbal clues can give you an edge when anticipating challenges. By being alert to and addressing these clues, not only are you being proactive but you show that you care enough to pay attention. That can go a long way toward bolstering communication between employees, managers and HR.
5. Give Employees Options to Have Their Concerns Addressed
Communication is a two-way street and by making it easy for employees to have their concerns heard and addressed, you are proving with your actions that you care. One-on-one conversations, suggestions boxes, easy access to HR and an open-door policy to managers are ways to show that employees matter. When people believe their voices matter, they speak.
6. Develop Feedback Mechanisms
Create a secure channel to communicate and encourage feedback from employees. To gain organizational feedback, allow employees to utilize several means of communication, such as reaching out to HR, talking to a senior or manager (open-door communication), or providing anonymous suggestion channels. Offering various methods allows the concerns to reach the right authorities and encourages the employees to give feedback, which helps immensely in professional development. For more intense leadership development feedback, consider HR Impact 360, a program where leaders are assessed by their direct reports, peers and superiors.
7. Ease the Work-from-Home (WFH) Experience
As we all know, maintaining productivity is challenging while working from home. Therefore, employers who can arrange for equipment to support working at home will help employees succeed. By now, most organizations have implemented software and tools (Zoom, Slack, etc.) to help employees perform without much hindrance. On the other hand, holding meetings and discussions on time that limit the effect on their family can ease the WFH experience. Opting for audio vs. video calls when few people are needed can also speed up things.
8. Provide Job Security
One of employees’ greatest fears, based on our conversations with them, is the possibility they might lose their jobs and have their careers derailed. Being a leader, it is difficult to navigate this territory. Many states are “employment at will,” which means employers and employees can part company at any time for very little reason. And employers must be careful not to insinuate job security in precarious times. Be cautious about assuring employees that their jobs are secure. And if you know it not to be the case, let them know in advance to give them enough time to prepare.
9. Keep Plans Transparent
These unprecedented times call for leaders to be extra composed as their subordinates look to them for cues often timed for strength and inspiration. When appropriate, share strategies and planning with employees and communicate the organization’s performance focus so that employees can, if need be, modify their work accordingly.
10. Encourage Participation in Group Conversations
A study done by Baylor University, a private Christian school, found that younger staff were less likely to offer an opinion or participate in a discussion if the more senior staff remained silent. Due to the perceived hierarchy and their “place” in the organization, people didn’t feel free to speak. By making it clear that participation is encouraged and expected, you can improve the quality of your group discussions.
Need Specialized Guidance?
The pandemic has transformed the way organizations operate, and for these changing times, you need better and more specialized strategies. In HIS Name HR helps implement effective HR plans and programs for organizational success. Our experienced HR leaders ensure that your organization enjoys improved productivity and better employee relations in just a short period of time.
If the pandemic has you stressed out, let our 10 years of serving clients nationwide benefit you. We are the leaders in human resource consulting and outsourcing services from a Christian perspective. Let our experts assist you in these hard times and save yourself from unnecessary pain and stress!
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Mark A. Griffin is founder and Chief Consultant at In HIS Name HR LLC. He has over 25 years of HR experience. Follow him on Facebook, Twitterand LinkedIn.
In His Name HR helps organizations build high-performance human resource programs. E-mail us here.
HR practices that can best help your “Kingdom-Minded” organization and business protect its mission in today’s hostile world.
Where: The Bridge 1977 Bay Road Milford, DE 19963
When: Thursday January 27, 2022 11AM-1:30PM
Join us for an event on best HR practices for your business or ministry! Enjoy a wonderful lunch while networking and connecting with other Christian professionals in our community.
Presenter Mark Griffin has seen it all in his more than 25 years of Human Resources experience gained by working with a wide range of organizations, from small businesses to Fortune 500 companies to Christian Colleges, Ministries and Churches.
Leading an organization with Christ-centered values makes organizational sense.
Mark will share why he believes Christ-centered organizations experience:
Lower absenteeism
Higher quality products
Fewer employee morale issues
Safer work environments
Better perceptions by customers and vendors
Mark will also share how he helps organizations develop HR practices that reflect their core values and still build a high performance organization.
Topics to be Covered
Creating a high performance culture through practical HR competency development
Where most organizations go wrong engaging employees
Setting expectations
HR tools for creating success
Employee policy manuals
Codes of Conduct
Employee relations and communications
Performance management
Counseling and discipline procedures
Terminations
An overview of labor laws
About The Presenter
Mark A. Griffin, MBA President and Founder In HIS Name HR LLC
Mark is a human resources professional with 25-plus years of experience in both public (Quaker Oats Company, Kodak Inc., Merck Inc.) and private companies (Woolrich, Conestoga Wood Specialties, Valco Companies Inc.), Mark is passionate about building high-performance workplaces by utilizing best practices while leading organizations with strong values.
Speaker, accomplished HR consultant, and the author of How to Build “Kingdom-Minded” Organizations and College to Career: The Student Guide to Career and Life Navigation, Mark A. Griffin encourages leaders to build values-led organizations during these increasingly complex times. Mark and his wife live in Lancaster PA and have two adult children.
Post-Covid-19, workplaces are now settling into a new reality.
For nearly 80 years, Wycliffe has helped people around the world translate the Bible into their own languages. Wycliffe believes that the Bible is God’s Word to us, and something that everyone should be granted the opportunity to understand in a language and format that speaks clearly to their hearts. Nearly 2,000 languages around the world are still awaiting a translation project to start. Once people receive Scripture in their own language, lives often change in amazing ways. People are transformed as they discover Jesus Christ and enter into a right relationship with God. That’s why Wycliffe Bible Translators exists: to help speakers of these remaining languages experience the Bible for themselves.
Finding organizations with professionals who are doing an excellent job in this area can be difficult. But with God, divine appointments happen to me often. I had the opportunity to meet with Jennifer Holloran, Chief Operating Officer for Wycliffe Bible Translators. During our discussion it became very apparent that Jennifer’s leadership, as it relates to employee development and engagement, would benefit us all if it were shared.
Mark: Jennifer, thank you so much for taking the time to meet with me. I think what strikes me upon reading the culture of Wycliffe is how intentionally you are working to integrate your MVVs into your HR practices. As you know, we have built our firm, In HIS Name HR, on this practice. That’s because an organization with a well-crafted MVV always seems to keep its employees focused. Can you tell me how you have ensured your employees remained energized and focused in the face of this chaos we call Covid-19?
Jennifer: Thanks for asking, Mark. In many ways, Wycliffe was particularly blessed in the timing of the start of Covid-19 regarding this issue. We had completed an update to our mission, vision, and core values in March 2020, a process that involved gathering feedback from our global staff and working with our Board to craft wording that would serve us for this next season of ministry. So, as we entered the Covid-19 pandemic, we had already developed these guiding statements before finding ourselves in lockdown.
However, even that good timing would not have been enough to keep people engaged over 2020 and into 2021, especially given the many dividing issues that have come up on top of the pandemic. While we consider all of our guiding statements important, we have given particular attention to our core value of Loving God and Loving Others in response to this difficult time. We put out regular content to our staff through a spiritual formation series we call Deeply Rooted, we talk about this value frequently in our staff meetings, and we bring our staff back to the core of who we are and what we do, regularly.
While we would not say that we have done this perfectly, and the hybrid work environment makes alignment more challenging, we strive to help our staff stay unified and focused on what matters most.
Mark: We know that some of the ways in which we now do our work in our organizations, given the pandemic, have persisted and become normalized. What types of changes do you see to what we might call the “new normal?”
Jennifer: I think we have all realized that the hybrid work model is here to stay. Similarly, for organizations like ours that work in a global space, many questions remain about the future of work travel for face-to-face relationship building and problem solving. We have all found ourselves stretched by finding ways to build and maintain relationships, and to grow and strengthen our community and culture with our staff, in this season. We all have to become better at clearly defining our organizational culture in this kind of environment, because we can no longer rely on some of the methods we have used in the past.
I also believe that we will continue to wrestle with the challenge of staff engagement and staff retention. I recently had the opportunity to attend an HR conference where much of the discussion was about “The Great Resignation,” as the impact of the pandemic is causing people to think about how they want to spend their lives. This reality creates both a challenge and an opportunity for us. It means we need to become even more intentional about building trust and instilling purpose in our staff.
For nonprofits and Christian organizations, we have the opportunity to attract and retain staff in this environment because we offer meaningful work that makes an impact on the world. We can do this much more effectively when we have clarity about our mission, vision, and values. When we know who we are, and what we do as an organization, and we can articulate that clearly, it helps people to opt in and stay committed.
There’s one other aspect I want to mention here: The last 18 months has taken a real toll on people. Burnout, stress, anxiety, and depression are realities for many people, including ours, as they adapted to a changing work environment and shouldered concern for their families, friends, and churches. We have an opportunity to shine here by showing care for our staff above and beyond what they do for our organization. Let’s remember that our staff are more than just their work. If we can get into that habit now, it will serve us well today, and into the future, beyond the pandemic.
Mark: Were you able to establish new work patterns that promote engagement to help employees effectively deal with and overcome feeling isolated?
Jennifer: For many years, Wycliffe has had a combination of staff who have worked remotely from headquarters and staff who have worked completely in-office. So, we had some patterns established before the start of the pandemic to help people stay connected. Instead, what the pandemic has taught us is that we had a lot of work to do in the area of staff experience. We have always had staff who participated in events virtually, served on virtual or hybrid teams, and primarily stayed connected with organizational information through digital means. However, it was humbling and beneficial for those of us accustomed to an in-person experience to discover what it felt like to participate in the organization remotely.
Today, we talk more about how to make sure that any organizational event or activity has the virtual experience in mind. We see the work of connectedness as a two-way street. As leaders, we have a responsibility to make accessible pathways for virtual connection and make those pathways as inviting and inclusive as possible. At the same time, we need our staff’s commitment to show up, read the information that’s sent out, and participate, so we now talk about that with our staff more.
Mark: How are you building team cohesiveness when many employees work remotely?
Jennifer: One way we work on team cohesiveness is to emphasize the importance of teams with our managers. We see teams as one of our most important avenues for culture building. For us, that includes asking our managers to host weekly times of team prayer and devotions and encouraging our managers to attend and debrief organizational events together with their teams.
Team cohesiveness involves helping teams work effectively together and binding the team together, from top to bottom. We see that as a combination of top-down and bottom-up: cascading communication down through our layers of leadership and encouraging feedback up the supervisory chain to invite thoughts, ideas, and concerns from multiple levels of the organization. Now, I realize that accomplishing this always sounds easier than making it an ongoing reality. Still, we believe it is a goal worth striving toward to help us operate together effectively as a team.
Mark: Did you find it necessary to revamp most of your employment policies due to Covid-19? How were policies and procedures added or changed to reflect current practices?
Jennifer: The policies and procedures we have found most impacted by Covid-19 include those that have to do with workplace safety and flexible work arrangements. Immediately upon the initial lockdown, we instituted many safety practices to help our essential workers come into the office safely. In addition, we have continued to adjust our policies and procedures around workplace and public safety as needed, based on CDC guidelines, local Covid-19 community transmission numbers, and the advice of medical professionals keeping an eye on the latest research findings.
On the flexible work arrangement side, we have found that Covid-19 has served as a catalyst for good conversations about what matters most to us regarding in-person vs. remote participation. For now, we have settled on a 60/40 policy for staff at the headquarters (60% of their FTE in-office and 40% remote). Alongside that policy comes new expectations for managers as they learn to measure productivity and hold people accountable while creating a sense of community in a hybrid setting with their direct reports. We still have much to learn as we see how these policies and practices work in real life.
Mark: How have you been able to develop programs to support leadership in its ability to manage a distributed workforce?
Jennifer: Like many organizations, this area is heavily a work in progress for us as we continue to learn more about effectively managing remotely. We have tried to provide support through technology like Zoom, Slack, Google Workspace, and other connectivity options. Additionally, we have encouraged healthy rhythms in the life of managers with their teams—regular one-on-one check-ins, team meetings, etc.
Our leaders oversee very different kinds of teams—some have entirely in-person teams because of the type of work they do, some have hybrid teams, and others work with globally situated teams that have to manage significant time-zone and connectivity differences along with the everyday challenges of remote teaming. Rather than establish one kind of program to fit those different scenarios, we have worked toward guidelines within which managers have a lot of flexibility to address their unique situations. We want managers to be part of the creative problem solving needed to create workable solutions for the future.
At the same time, we also see the need for a stronger focus on leadership development. We cannot expect leaders to thrive in increasing complexity if we have not helped them build a solid foundation in leading themselves and leading others, and, for senior leaders, leading the organization. So, we give attention to developing a leadership development program that will ensure our leaders have a solid platform of leadership principles on which to stand.
Mark: I meet with many executive leaders who, in private, admit they are really worn down, losing steam. All of the divisiveness and emotions that have permeated the world in the past 18 months are a lot for many of us to take. What one piece of advice would you share that has helped you motivate key leaders as we try to navigate toward what may become our “new normal?”
Jennifer: Mark, I wish more executive leaders would admit this openly! It shows that executive leaders are human too. But, seriously, my advice is: Don’t feel alone. I believe most executive leaders are feeling the fatigue of the past 18 months. We have been called to lead during a very challenging season.
Two pieces of advice have been beneficial as I have worked with leaders during this time. First, give yourself grace. Take the steps you need to take to lead from a healthy place, not just for you but also as an example to your organization. That could mean examining your energy level and your priorities and applying what you learn to your calendar.
Second, view the changes that have happened around us as an opportunity for creativity and innovation for the future, rather than as a temporary stopping place before going back to “the time before.” We cannot go back to the world as it was before. Instead, we have an opportunity to rethink some of our past norms and practices that have not have served us well—maybe upon reflection, those practices weren’t healthy or well-aligned with our mission and values. Instead, we can institute new ways of working that truly reflect who we want to be and how we want to reach our mission and vision.
Mark: We at IHN HR believe that the most successful organizations have their MVV integrated into their HR practices, ensure it is used in recruitment, build it into their annual goal and review process, and also make it a focus within career development. Can you tell us how you are accomplishing this?
Jennifer: I agree with you, Mark. I would take this statement broader, in that our mission, vision, and values must drive our strategic priorities and our supporting operations, with HR serving as a critical player in helping our people encounter our guiding statements repeatedly. Now, I can tell you—we don’t do this perfectly today, but we are currently in the process of reviewing all of our HR policies and practices to make sure we have designed them to support where Wycliffe needs to go in the future.
When I say “all HR policies and practices,” I would encourage HR practitioners and leaders to think beyond the obvious ones, like recruiting, onboarding, and performance management. We need to look for alignment in the less obvious aspects, too. For example, when we have to help our staff resolve conflict, do our methods reflect and reinforce our values? If we have to conduct a layoff, can we do it in a way that communicates our values in the process and potentially leads the former staff person to stay committed to our mission and vision, even if they no longer have the employment connection?
Mark: Thank you, Jennifer, for taking the time to meet with me today. We will pray for continued blessings over Wycliffe Bible Translators’ employees, their families, and all who meet the Lord through their efforts. May the Lord continue to bless you, so you prosper in all you do.
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Mark A. Griffin is founder and Chief Consultant at In HIS Name HR LLC. He has over 25 years of HR experience. In His Name HR helps organizations build high-performance human resource programs. Follow him on Facebook, Twitterand LinkedIn.
In His Name HR helps organizations build high-performance human resource programs. E-mail us here.
Integrate — Creating Successful Training and Development
In our final example of integration of MVVs into HR practices, we will explore Training and Development (T&D). In the past 25 years, I have watched T&D dwindle to an almost nonexistent state in most companies. I could write a book on the impact of not investing in the development of your people, but you might find it boring. It is what it is, and it won’t change all that soon, unfortunately. But, as leaders of organizations, we must decide how we are going to right ourselves and guide our employees to work in alignment with our Missions, strive for our Visions and operate within our organizational Values.
Here are a few steps you can take to ensure you are addressing the T&D needs of your organization without going overboard:
Discover what is needed
Define what needs to be addressed
Seek the resources to accomplish the T&D
Initiate the T&D
Follow up to ensure it was worth the investment
Discover what is needed
Do some basic fact-finding and discover the gaps within your organization. Simply going through a job description review project can help you discover what skills and abilities are lacking in your team. Summarize these by category and you will start to discover trends across your organization. Take it even further and include a development aspect to your performance review process, and document what development is needed by each of your employees. When you couple this with rewriting your company’s job descriptions, you will take it to a greater, more desirable level of detail.
Define what needs to be addressed
Without a good outline of what gap(s) needs to be closed, you have the potential to be scattered all over the place. Take the list of items that you captured during your assessment stage and better define what is needed. Employees stating they need ‘communication training” is, frankly, too broad. Do they need public speaking classes? Would they benefit from e-mail etiquette guidelines? Or is it interpersonal conflict resolution training that is needed? Just saying we need “communication training” paints in overly broad strokes.
Seek the resources to accomplish the T&D
I am not generally an advocate of online training. While it may be good for some, I do not believe it is effective for the majority of employees. My experiences have demonstrated that people learn when there is real interaction. There is more than one way to develop and train an employee. For years, it has been customary to send people to seminars. That just does not happen much anymore.
Think outside the box.
A few years back, I was supporting a company that tragically allowed many immigrants to work without the benefit of English as a Second Language training for several years. When I discovered this, I was frankly outraged that these folks were never given the resources to better themselves. When the gap was discovered, I identified a resource, hiring a gentleman who had recently returned from Asia and who had been immersed in this same immigrant culture. He developed a curriculum to deliver and help these folks speak English for less than $1,500. Now, that is what building a ‘Kingdom Minded” organization is about. Ignoring the needs of your employees is not.
Follow up to ensure it was worth the investment
Another creative solution to a problem such as this is tasking an employee to become a trainer within an organization to deliver a topic that is relevant to the need that was discovered. One organization was lacking financial management skills within the company’s leadership. The American Management Association’s program, Finance for Non-Financial Managers, was delivered by an HR leader. Doing it in this fashion saved the company tens of thousands of dollars by avoiding sending managers out to seminars and also allowing the customization of the materials.
Was it worth the investment? The CEO said it was.
The CEO in this case witnessed an increase in the attention to detail of certain executives, an embrace of principles not so easily understood before, but it also gave him insight as to who were the “A” players versus who were the “C” players.
You’re probably wondering by now how this all fits into the integration of your organization’s Training and Development and its relation to the MVVs of the organization. I believe it dovetails, such as in the example of the Asian immigrant employees.
When you honor your employees by developing them, they will honor you.
When you honor your employees by training them, they will honor you. And when God is reflected in your heart and the way you respect your employees by not only paying them correctly and protecting them with benefits, but truly caring about their development, your employees will see Christ in you.
So don’t look the other way when it comes to T&D. Your employees will see you in a whole different way.
We value your contribution. What training and development programs have you worked with that were successful? Why were they successful?
Integrate — Creating Meaningful Communication Processes
The first question most management teams have after creating a new Mission, Vision and Values statement (MVV) for an organization is: What do we do with it? Integrating into all aspects of your HR processes is paramount to the success of your MVV. The heart of these processes typically lies within the communication processes and employee relations materials of the organization. Since HR typically controls this function, it becomes that much easier for them to communicate the MVV statement effectively.
There are countless avenues to share and ingrain your MVVs within your organization, as well as clients and customers. These can include but are not limited to:
Your organization’s newsletter
Your organization’s website
Brochures in the front lobby as a takeaway for visitors
Postings in employee break and meeting rooms
Hand copies to applicants during employment interviews
Your organization’s marketing materials
The reverse side of your organization’s business cards
Inclusion in the packaging of all shipments
If it is important enough for the company to include in the employee handbook, the recruitment process, the performance review process and the employee job descriptions, then it is certainly important enough to include in the above areas as well.
Several years ago, I worked with a company where more than a few of the employees were nervous about sharing the company MVVs with people outside of the organization. Their fear was that the Christian overtones in the MVV statement might offend customers in the Middle East. Others were nervous that prospective employees might be offended or misinterpret our intent.
When the smoke cleared and time went by, employees started to realize that the advantages far outweighed the disadvantages; it did much more good than bad.
Ultimately, the majority of employees supported it, and, as a result, customers displayed a newfound confidence in us, and our integrity. The customers from the Middle East never complained, and we received more compliments than complaints from applicants. I believe that is how God works. When we stand for Him, unashamed, anything is possible. When we don’t, we are subject to a not so nice outcome.
What will you do? I say, be a difference maker, and be bold in your faith. At the end of your life, what will you tell God? I will say, “Father, I hope You can see I was not afraid and tried to be Your good and faithful servant.
How have you chosen to share your MVV with your employees? How about the community and your customers/clients? Let us know by sharing your comments below. Thank you.
