Benefits and Human Resource Seminar ~ September 5, 2018 Lancaster PA

Jul 16, 2018

2019 Trends and Analysis ~ How To fix Healthcare in America?

Healthcare Is Broken.  Costs continue to rise.
But have you ever taken time to understand why?   The deck is stacked against Employers and Employees.

Come learn more about identifying the problems, and steps you can take to stack the deck in your favor.

Limited Seating Register Below 

About Patrick Moran

Patrick T. Moran II, CLU – President and founder of INGROUP Associates, (now an Alera Group company) and has been in the insurance business since 1985.   Pat specializes with working with business owners in the areas of Employee Benefits, Estate Planning, and Business succession planning.

Pat is also one of the founding members of the Alera Group, which is a nationally recognized Employee Benefit consulting firm.   Alera Group is a collection of Industry thought leaders, providing National Scope of services, combined with Local Service.   Today, Alera is one of the fastest growing Employee Benefit consulting companies in the country.

Pat is a graduate of Bloomsburg University, and received his CLU from the American College.   He also serves on several boards, and enjoys family time, Tennis, and Biking.

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.  Mark is not an attorney.  This presentation is to provide practical and HR related experiences and should not be considered legal advice.

About The Presenter

Mark A. Griffin is the founder and chief consultant of In HIS Name HR LLC, a human resources outsourcing and career coaching firm created to help companies pilot the complex issues of managing HR.

As a human resources professional with 20-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 through utilizing best practices while leading companies with strong values.

While serving in the United States Air Force, Mark 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 and is a certified practitioner of the Myers Briggs Type Instrument MBTI®.

Date And Time 

September 5, 2018, 8AM-10AM

7:30-8:00AM             Registration and light breakfast

8:00 – 8:15AM          Opening Comments Julie Garrett

8:15 – 9:00 AM         How To fix Healthcare in America? Pat Moran

9:00 – 9:45 AM         Sexual Harassment and Your Responsibilities
Under the Law Mark A. Griffin

9:45 AM                     Closing Comments and Adjourn Julie Garrett

Location

The Farm and Home Center
1383 Arcadia Road
Lancaster PA 17601
Map

Limited seating for this event. To register for this free event with a light breakfast included contact:

Barbi Cottingham
INGROUP Associates
717.509.8803

E-Mail Barbi

Mark A. Griffin | Blog, Events

Decrease Turnover ~ Develop On-Boarding Excellence

Jun 19, 2018

During the past several years many organizations enjoyed what felt like a relatively low turnover rate. Many leaders thought that the reason turnover had decreased was because of the downturn in the economy. That’s not entirely accurate. Long term employees were holding on, but new hires still turned over at an astonishing rate. As the 2014 Equifax research shows, on average, more than half of all employees who left their job in the past year did so within the first twelve months.

Concerned? You should be. The average cost to recruit a single new employee is well over $4,000 and will take on average 42 days to fill the vacancy (SHRM study 2016). This figure does not reflect the time spent or the decrease in morale as the search drags on. Since the rate of turnover is potentially the highest during the first year, let’s take a closer look at one way we can stop the hemorrhage.

There is a misperception shared by many of today’s leaders that orientation and on-boarding are essentially one and the same. They are not. Simply stated, orientation comprises the tactical tasks to complete in order to get an employee ready to get to work, for example, computer login registration, physical building access, facility tours, and a basic HR overview of policies such as benefits and the employee handbook.

So, how is on-boarding different? On-boarding is assimilating your new employee to the culture of your organization. It is about introducing your new employee to your organization’s values, its norms, providing a recipe that lists the ingredients of what makes up your organization’s culture, and how they can blend effectively with them to create a desirable end product, leading to the greater success of your organization as a whole.  An effective program helps the new employee align themselves to your Mission, Vision and Values.  This is a very important step to organizational success.

Want to create an effective on-boarding program? Consider these 4 steps.

Step #1: Use a Focus Group

Create a focus group that consists of the most recent six people you hired. These are the individuals who best know what does and doesn’t work— they’ve just lived through it! Task the focus group facilitator with developing a list of items that should be included in the on-boarding program. And, once your HR leader develops the final program, schedule the focus group to meet again to ensure the legitimacy of the program.

Step #2:  Build Employee Development into the Process

Ensure job description review, refinement, and updating are all a part of your process. Have every new employee consult with co-workers and corresponding leaders to update their job description so that they have full ownership. Have them present to their leader the key areas of development for promote-ability based on future career assignments. Get them thinking about their own development now, not after they tire of their position.

Step #3: Build in Key Meetings with Various Stakeholders

Arrange for new employees to meet with a different manager in separate departments several times over the course of some months. Earlier in my career, we built a process at the Quaker Oats Company where all new employees or transferees would go to lunch with different department managers and several members of their department. It is a fantastic way for new employees to feel part of the Mission of the organization.

Step #4: Ensure New Employees Own the Process

Create a checklist for employees to follow and update going forward. Have them meet with their manager twice a month to discuss how the process is working. Ensure participation is built into their 90-day review. Holding them accountable will ensure they take an active role in the process.

One thing is for sure—most organizations have veered away from progressive HR programs in the last several years, losing time and money, as well as valuable employees.

Isn’t it time you started focusing on the fundamentals and take the time to bring your people on board correctly? After all, people are your most valuable resource. It’s one of the best investments you can make in the long-term success of your organization.

What on-boarding programs have you had success with?

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In His Name HR helps organizations build high performance Human Resources programs. Visit them at In HIS Name HR or e-mail them.

Mark A. Griffin is the founder and chief consultant of In His Name HR LLC. Connect with him on LinkedIn or Twitter.

Mark A. Griffin | Christian Higher Ed HR

How To Learn from Employee Turnover

Jun 6, 2018

Why are people leaving your organization?

My client’s eyes glazed over when I asked her this. She didn’t know why more than 13 percent of her workforce left every year – and hadn’t even thought about figuring out the reasons.

In my experience, most organizations fail to document why people leave.

If they do conduct exit interviews, they often don’t probe deeply enough. Or, they fail to effectively learn from their findings and implement change for the better.

How to Keep People

According to The Wall Street Journal, by the time a talented worker has decided to leave, it’s probably too late to make the necessary improvements to keep them. But, finding out why people aren’t staying with your organization is critical to your future success, especially in tough economic times.

Keeping competent employees is one of the best ways to save your organization a lot of money and keep a cohesive and healthy workplace culture. The high cost of hiring and training employees warrants that you learn from what isn’t working, every time.

There are several reasons why people leave.  In previous articles we have discussed many.  One area that continues to gain attention is organizational vision or lack thereof. Make sure your vision is properly integrated within your HR programs.  Employees need to be part of it and understand where you are going.  A recent article from Barnard Marr on CNBC.com cites “No Vision” as being a leading cause of turnover.  I agree.  Most employees want a hope and a future and a great vision that is bought in by all helps create energy in the workplace.

So, appreciate the rich source of information that a good exit interview brings!

A good exit interview finds out these three (3) things:

• What the work climate is really like?
• Whether and how are your managers are failing.
• What’s missing?

Do your employees get what they really need to do well? If people are leaving too frequently, it’s time to find out why.

Make sure your exit interview includes these three (3) questions:

• When did you realize you wanted to leave?
• Did you and your manager set goals and objectives together?
• How often did you receive helpful feedback from your leadership?

Ending Well

First, conduct your exit interview with a spirit of grace and graciousness. Your concern and honest inquiry into the reasons your employee is leaving will yield valuable insights if you put them at ease. This is where your core values come in.

Second, remember to set up an exit interview at a time designed to give you the best information. Don’t rush in at the last minute, just before your employee’s departure, or try to get information after they’ve already moved on.

Finally, wish the employee well in their new endeavor. At some point, they may want to come back. If they feel cared for during this last important experience, they will know that the door is still open. Losing a talented employee is disappointing, but it might be redeemed if they happily return in the future.

Have you used exit interviewing before? Please take a few moments and tell our community of readers your experience.

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In His Name HR helps organizations build high performance Human Resources 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 or Twitter.

Mark A. Griffin | Blog, Christian Higher Ed HR

Now Recruiting: Office Supervisor

Jun 1, 2018

All qualified individuals may submit a resume and letter of interest to:

Email HR Team

Mark A. Griffin | Now Recruiting For

Now Recruiting: Facilities & Grounds Supervisor

Jun 1, 2018

All qualified individuals may submit a resume and letter of interest to:

Email HR Team

Mark A. Griffin | Now Recruiting For

Now Recruiting: Lead Sales Representative, Ephrata PA

May 17, 2018

Position Closed 

Lead Sales Representative

Enhancing outdoor living through design & craftsmanship with integrity. Stump’s Quality Decks and Porches is a deck contractor that specializes in building long-lasting decks and porches in Lancaster, Lebanon, Berks, and Chester counties. We design and install decks made from pressure treated wood, vinyl/composite, and exotic hardwoods, as well as gazebos, pergolas, sunrooms, and screened-in porches.

Purpose of Position: The Lead Sales Representative is responsible for establishing and maintaining profitable relationships with customers. The Lead Sales Representative has primary responsibility for ensuring that the products meet the customer’s needs.

Some Essential Duties:

• Representing the company in any sales/related activities, including:
  • Researching new products
  • Customer prequalification
  • Sales visits
  • Drawings
  • Proposals
  • Revisions, and
  • Ongoing customer care
• Responsible for handling all unique job requests with customer’s.
• Responsible for establishing and maintaining profitable relationships with customers within a 1 hour and 20-minute radius from Company location for customer projects.
• Responsible for maintaining customer relationships throughout the whole project which includes start of project to end of project.
• Required to attend all company meetings & occasionally assisting in emergency jobs or other labor tasks.
• Responsible for requesting customers to participate in the customer rating on-line system.
• Responsible for notifying the right people at Stump’s to handle any concerns, or problems with the products that you are made aware of by the customer. You are the customer’s first contact.

Some Additional Responsibilities (In Office):

• Maintaining up-to-date knowledge of industry trends in order to serve as an informational resource to management and customers during off season.
• Assisting in Marketing with Website/Brochure redesign every other year.
• Responsible for posting new photos to website, Houzz and other social networks.
• During off season, required to attend and work at least two (2) home shows per year.
• Responsible for all follow-up with customers on any issues.
• Google docs for all customer proposals, price work-ups, current changes during project.
• Participating in company sales and marketing meetings at the corporate office.

Some Required Personal Attributes

• High-level of effective interpersonal communication skills, both written and verbal
• plus organization and presentation skills.
• Excellent communication skills, both verbal and written, a positive attitude is important.
• Dependable
• Honest
• Professional
• Ability to learn quickly in a fast paced environment.
• Strong desire to be a part of an organization with an entrepreneurial spirit and a fast paced,
• Result-oriented culture.

Some Position Requirements

• High school diploma, or GED.
• A minimum of 3 – 5 years of construction sales experience, or related field.
• Sales experience with an emphasis in decks & porches a plus.
• Knowledge of deck building preferred.
• Computer experience is required in:
  • Microsoft Office – Word, Excel, Google E-mail, Google doc., Google Calendar.
• Complete support of and willing adherence to Stump’s Quality Decks & Porches’ mission, vision and core values.Applicant must hold these standards as his/her own.

All qualified individuals may submit a resume and letter of interest to:

Email HR Team

Mark A. Griffin | Blog, Now Recruiting For

Four Top Reasons Talented People Quit Their Jobs

May 9, 2018

The economy has been changing rapidly over the past several months. Now more than ever employees are starting to look at their career options.   Turnover issues transcend all profit and non profit organizations.

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

(1) No progress

When employees sense no potential for career progress, or leaders are unaware that advancement is important, they look for better options.

(2) Feeling unappreciated

When employees receive little or no gratitude for their contributions, it’s demoralizing — they seek more rewarding work elsewhere. The biggest surprise? Many times, during exit interviews, departing employees disclose that a simple, verbal “thank you” would have made them feel sufficiently appreciated.

(3)  Sheer Boredom

Without savvy leaders or a solid idea of the big picture (Vision), employees don’t see concrete, interesting ways to contribute outside of the ordinary scope of their jobs. Things grow tedious and employees hunt for new challenges to make work feel more meaningful.

So, while you might think your employees desire high pay, a corner office, or a cushy benefits package, the truth is that the best employees are satisfied with simpler, more personal benefits.

Be thoughtful — find out what motivates your employees! This simple investment will ensure improved worker retention, enhanced overall morale, and increased organizational loyalty. And isn’t that what you really want?

Action Steps

What can you do as an employer right now to keep your best employees? This article provides some great ideas.

One more thing…what’s the Surprising New Reason People Quit?

Forbes magazine reveals a new reason spiking among employees who quit:

The Final Reason (4) –  Not enough flexibility for work-life balance

Not long ago this reason primarily concerned mothers, but now both men and women will leave pay increases and promotions behind to have a manageable work schedule that doesn’t crowd out the rest of life.

Keep in mind that, as a new generation of workers comes of age and/or starts having children, many will value fulfilling connections with family and friends above a full workload. Climbing the workplace ladder is simply not as important to young workers today as in prior generations. Many are talented and capable, but will choose a desirable work-life balance over monetary or organizational rewards.

So, if you are concerned with retaining talented employees while also saving time and money in hiring and training costs, remember these Top 4 Reasons and the new trend that makes talented people quit. It could make keeping great people you need much easier.

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In His Name HR helps organizations build high performance Human Resources 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 or Twitter.

Mark A. Griffin | Blog, Christian Higher Ed HR

Book Rereleased in Spanish Provides Christian Inspiration for Business Leaders and Professionals

Apr 25, 2018

Contact: Mark A. Griffin, In HIS Name HR LLC, 717-572-2183

MGriffin@InHISNameHR.com Book Rereleased in Spanish Provides Christian Inspiration for Business Leaders and Professionals

LANCASTER, Penn.,  April 25, 2018—

In May 2012 How to Build “Kingdom-Minded” Organizations by Mark A. Griffin was published, and its success was significant that organizations across the US and UK now use it as a guide not just within leadership teams but also boards of directors.

Six years after its first publication, in response to popular demand, How to Build “Kingdom-Minded” Organizations has now been translated into Spanish.

Since the 2008 global financial crisis, the world has endured some of the toughest economic times since the Great Depression, with business leaders and employees alike enduring increasing pressure simply to survive. Too often, the workplace has become devoid of hope and genuine purpose, despite it being where many of us spend the majority of our time.

In that time, author Mark A. Griffin, an HR consultant and career coach, has traveled the world researching, partnering and exploring how poverty can be alleviated by job growth within suffering countries like the Ukraine, India, Honduras, Nicaragua, Haiti and the Dominican Republic, in contrast to the charity model that more often fails. That has created increased demand for the book’s release in other languages.

After more than 25 years in a corporate world where pursuit of profit has become paramount, Mark Griffin is adamant there is a better way to do business. In How to Build “Kingdom-Minded” Organizations, Mark inspires Christian business leaders who want to create a values-led organization to bring Christ into the workplace.

With more than two dozen years as an HR executive in companies ranging from small to high-profile Fortune 500, Mark Griffin has emerged as the leading thought expert in human resources from a Christian perspective and speaks at conferences nationwide. Mark also inspires thousands of listeners through a network of Christian radio stations and a 12-part podcast series based on his book.

Mark’s remarkable book continues to empower business leaders to be bold about bringing their faith into their workplace. Aware that it takes great courage to step away from the business practices that dominate America’s corporate world, his book provides simple and effective tools designed to constructively integrate the teachings of Christ into any organization. It provides the starting point for those who want to create, build and develop their own profitable values-led business as a stable, positive environment in which employee wellbeing is enhanced, improving quality and productivity.

Through his organization, In HIS Name HR LLC, Mark is on a mission to provide world-class business consulting that allows clients to be prosperous while still “Kingdom-minded,” by instilling a Christian ethos and establishing goals that reflect that ethos.

Radical, inspirational and affirmative, Mark Griffin’s template for Kingdom-minded businesses is an idea whose time has come.

How to Build “Kingdom-Minded” Organizations is available in both English and now Spanish at Amazon.com. To learn more about the Spanish edition please visit: www.organizacionesorientadasalreino.com.

Learn more about Mark A. Griffin and his quest to help the Christian-owned company live their faith by visiting him at www.InHISNameHR.com, or connect with him on www.Twitter.com/InHISNameHR.

Mark A. Griffin | Blog, Christian Higher Ed HR, Kingdom Company Building, Special Topic

Podcast Book Rereleased in Spanish ~ WVCH Philadelphia PA

Apr 23, 2018

Recorded Live 3PM April 25, 2018

740 AM WVCH Philadelphia PA

Have iTunes? Podcast is available through iTunes.

WVCH is a Blessing – Serving Greater Philadelphia and The Delaware Valley Christian Listeners for over 50 years!

Tune in and listen to WVCH’s weekly radio show “Be The Guest,” hosted by Charlotte Cosden.  In May 2012 How to Build “Kingdom-Minded” Organizations by Mark A. Griffin was published, and its success was significant that organizations across the US and UK now use it as a guide not just within leadership teams but also boards of directors.

Six years after its first publication, in response to popular demand, How to Build “Kingdom-Minded” Organizations has now been translated into Spanish.  Guest Mark A. Griffin, Chief Consultant at In HIS Name HR shared his experiences in helping shape organizations to be Christ centered and profitable.

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.

Mark A. Griffin | Christian Higher Ed HR, Events, Kingdom Company Building, Podcasts

Preparing Your Organization For The Aging Workforce

Apr 2, 2018

Huge changes in the labor force draw near. Here’s how to get prepared!

Baby Boomers are a very influential demographic of people born after World War II, in the years 1946‒1964, and will soon represent a whopping 40 percent of the workforce. In 1950, only one in six workers were over the age of 55. In less than two decades, one of every four workers will be over age 55. Multigenerational organizations are now the norm, with many organizations employing people who are in their sixth or seventh decade of life.

The impact is enormous. It will continue to affect the workplace everywhere in the U.S. Some Boomers plan to retire, leaving giant gaps and a vortex-style “brain drain” across most industries. Others will stay working or shift to part-time employment, creating new challenges most organizations are unaware of or unequipped to handle. Either way, the costs could be devastating, so preparing now is crucial.

Activate These 3 Concepts to Avoid Trouble:

(1) Retention

Economic woes have resulted in most Boomers not being ready for retirement at the normal age range of 62 to 70. The AARP reports that a full 25 percent of Boomers have no savings on which to retire whatsoever, and a mere 14 percent plan to retire when the time comes. Nevertheless, only 52 percent of organizations have policies to rehire retired workers. Ensure that your organization is ready for this inevitability.

(2) Train for the Talent Gap

Many Boomers have vast working experience, crucial expertise, and command top pay. Too few organizations are utilizing Boomers to train younger workers while they are still around. Job mentoring, job shadowing, and job sharing with younger workers are three important options to make the transition less painful. Move quickly to create programs to train younger workers alongside Boomers before it’s too late. Additionally, more sophisticated recruitment and hiring programs are needed to find qualified and competent talent in a shrinking pool with a wider age spectrum.

(3) Accommodate

Most organizations are not prepared to accommodate aging workers; so work-related disability claims are expected to rise sharply. That’s expensive! Take steps now to create a safe and accommodating work environment to avoid injuries and to make working less stressful for an older workforce. A Human Resources consultant can assess what changes are necessary to avoid workplace injuries and boost morale.

Those Boomers who want to continue working often face discrimination and prejudice. In truth, this population typically comprises excellent workers who are far more flexible, able to learn, and more technologically savvy than the persisting stereotype would have us believe. Plus, employment laws protect them against unfair hiring practices. Avoid lawsuits and potential problems by knowing the law and complying with it. If you have not read this article regarding HR legal compliance, please do so.

According to the Sloan Center on Aging and Work, organizations can do a lot to ensure that Boomers work to an older age and do well on the job. Flexible work options, participation in decisions, chances to develop new skills and competencies, and regular engagement will help Boomers succeed in your organization for years to come. By valuing them properly, you will mutually reap the rewards.

As the demographic shifts, many organizations will experience disruption or harm—but it doesn’t have to be your organization! Right now is the time to make sure that you are prepared for the biggest demographic shift in the history of American labor.

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In His Name HR helps organizations build high performance Human Resources 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 or Twitter.

Mark A. Griffin | Blog, Christian Higher Ed HR