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

Emerging HR Practices Post Pandemic


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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

 

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

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

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

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

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

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

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

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

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

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

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

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

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

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

 

 

 

 

CFO AgSalt LLC In HIS Name HR LLC

Now Recruiting For: Chief Financial Officer (CFO) Gettysburg PA


We are excited to be retained by this wonderful organization to find their next Chief Financial Officer.

AgSalt produces high-quality salt products for agricultural, commercial, and residential uses. Since their establishment in 1989, they have developed a comprehensive product line, including ice melt salts and feed mixing products, as well as magnesium chloride and calcium chloride.

Do you desire to work with a team possessing great values?  Reliability has always been important to AgSalt, so much so that they express it as a core value of theirs. AgSalt employees are intent on being and working with reliable co-workers—it’s not just something they tell their customers. In today’s world, companies like AgSalt excel with a reliable team.

Purpose of Position

To provide CFO leadership by joining AgSalt’s management team and managing the financial affairs of the company.  Alsooversee the accounting functions and to provide financial reports, advice, and support to the CEO and ownership thus enabling them to make sound business decisions.

Responsibilities include, but not limited to the following:

Management

  • Participate in long term and annual planning process and meetings
  • Participate in quarterly management meeting
  • Participate in weekly management meetings and leadership
  • Lead department meetings and keep staff adequately trained
  • Serve as an assistant to the CEO:
    • Manage legal documents, agreements, filings, contracts, and research
    • Build systems, spreadsheets, processes, procedures

Annual reports

  • Annual cost analysis and budget
  • Annual Reviewed financial statements
  • Fair Market Value report
  • Goodwill calculation and report

Quarterly financial reports

  • Quarterly adjustments and financial reports

Loans

  • Private notes
  • Credit line
  • Bank loans

Accounting management

  • Oversee Ordering, Invoicing, Payables and Receivables
  • Oversee QuickBooks accounts
  • Bill payments
  • Salary payments
  • Partner reimbursements and payouts
  • New customer final credit approval
  • Develop spreadsheets, as needed
  • Cash/Investments
  • Oversee accounting functions of AR, AP, Payroll, etc.
  • Manage retirement plan investments
  • Conduct review & evaluations for cost-reduction opportunities
  • Keep abreast of changes in financial regulations and legislation and advise accordingly

Tax preparation

  • 1099s
  • W-2s
  • Tax preparation and collaboration with tax accountant

Banking

  • Deposits
  • Reconciliation
  • Loan payments
  • Positive Pay
  • Quarterly financial statements to bank

Office Management

  • Accounting software and upgrades
  • Set up new employees’ accounts
  • New employee legal and payroll documents

Some Of  The Knowledge and Skills Required

  • Build trust, respect, and open communication.
  • Ability to use organizational, communication, and interpersonal skills to administer policies and procedures.
  • Ability to work with all levels of management.
  • Ability to work cooperatively with other professionals.
  • Familiarity with project and department budget process and tools.
  • Leadership ability.
  • Multi-tasking ability.
  • Communication, meeting, and presentation skills.
  • Comfort with time reporting systems.
  • Excellent analytical and problem-solving skills.
  • Excellent written and verbal communication skills.
  • Excellent organizational skills and attention to detail.

 Position Requirements

  • Bachelor’s Degree in Accounting or Finance.
  • 5-10 years’ work experience in accounting or finance.
  • Working experience in QuickBooks system, required.
  • Advance Knowledge of Microsoft excel including complex formulas and pivot tables, required.
  • Proficient in Microsoft Office 365 Suite, and video conference systems, etc.
  • At times the person will be privileged to information that should not be shared. The person must maintain strict confidentiality in performing the duties.
  • Complete support of and willing adherence to AgSalt’s mission, vision, and core values.Applicant must hold these standards as his/her own.
  • AgSalt’s culture – Participate in a sense of identity with AgSalt and contribute to producing a compelling vision of the future and put core values into practice.

Cover letter should include why you should be considered for the position, what makes you the best candidate, and how you will advance the growth of the AgSalt organization.

Cover letter should include why you should be considered for the position, what makes you the ideal candidate, and how you will advance the growth of the AgSalt organization.

All candidates must apply here: Indeed 

Having issues applying through Indeed?  Contact us here:   Email HR Team 

 

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Academic Officers Executive Training & Certification IHN HR LLC

Navigating the CAO/HR Relationship  ~ Orlando, Florida and Virtual Fall 2021


Join us in Orlando Florida

The Association for Biblical Higher Education (ABHE)

Academic Officers Leadership Development Conference

On-Site and Virtual Options Available

November 1-2, 2021

The chief academic officer (CAO) bears an unsurpassed responsibility for the flourishing and mission fulfillment of the institution.  Clarify your roles and responsibilities and sharpen the edge of your leadership through the engagement with distinguished academic leaders. Embark on this journey of excellence in academia leadership and take your service to your institution and the cause of Christ to a new level.

Navigating the CAO/HR Relationship 

Presenter: Mark Griffin, President and Founder — In His Name HR, Lancaster (PA)
Overview: One of the most critical relationships within higher education is between the CAO and the HR office.  Learn from a seasoned human resource officer about strategies you can use to ensure a strong professional relationship that contributes to organizational success. Explore . . .

  • The key issues that the CAO and the HR office share including employee recruitment, interviewing, hiring, firing, Title IX, employee evaluation, and the impact of labor law
  • Strategies that help build a strong relationship between the CAO and the HR office
  • The pitfalls to avoid in leading the faculty from an HR perspective
  • The value of a robust faculty evaluation process and how it contributes to professional growth and excellence in the classroom

 

Register Here 

About The Speaker

Mark is an accomplished HR expert with a fresh perspective. He believes in challenging people to think differently when presented with obstacles in any situation. His passions are inspiring, motivating, and helping others. Peers describe Mark as creative, proactive, determined, and eager to learn. Just a few of Mark’s professional skills include organizing, presenting, and problem solving.

Mr. Griffin received his Bachelor of Science degree in Human Resources Administration from Saint Leo University. He earned his MBA from Bloomsburg University while interning for Congressmen Kanjorski as a military liaison during the first Gulf War. Mark has completed several executive education programs at the University of Michigan.

Prior to leading In HIS Name HR, Mark worked for Quaker Oats Company, Kodak Inc., and Merck Inc., and private companies Woolrich, Conestoga Wood Specialties, and Valco Companies Inc.

In addition to helping people professionally, Mark also believes in helping people personally through volunteer work. Mark has coached leaders on “Business as a Mission,” traveling to Eastern Europe, India, Haiti, Honduras, Nicaragua, and the Dominican Republic.

 

In HIS Name HR LLC Tracs St. Louis

Prudent Response to a Title IX Investigation ~ St. Louis Missouri November 2021


Prudent Response to a Title IX Investigation

A growing list of institutions are reporting their hazardous journey through a US federal Title IX investigation. What are we learning about this audit and investigation process? How do smart institutions prepare for this most unfortunate circumstance? Consider the wise counsel from an TRACS partner and HR expert to give you as president much better insight into both the nature of this investigation and practical steps to prepare, including:

  • What are we learning about this audit and investigation process?
  • How do smart institutions prepare for this most unfortunate circumstance? Consider the wise counsel from a TRACS partner and HR expert to give you a much better insight into both the nature of this investigation and practical steps to prepare, including:
  • News from the emerging stories of Title IX investigation – the good, bad and ugly
  • Understanding the focus and the likely outcomes of an investigation
  • Prudent counsel for practical preparations that can make a big difference

 

For more information about the TRACS conference click here.

About The Speaker

Mark is an accomplished HR expert with a fresh perspective. He believes in challenging people to think differently when presented with obstacles in any situation. His passions are inspiring, motivating, and helping others. Peers describe Mark as creative, proactive, determined, and eager to learn. Just a few of Mark’s professional skills include organizing, presenting, and problem solving.

Mr. Griffin received his Bachelor of Science degree in Human Resources Administration from Saint Leo University. He earned his MBA from Bloomsburg University while interning for Congressmen Kanjorski as a military liaison during the first Gulf War. Mark has completed several executive education programs at the University of Michigan.

Prior to leading In HIS Name HR, Mark worked for Quaker Oats Company, Kodak Inc., and Merck Inc., and private companies Woolrich, Conestoga Wood Specialties, and Valco Companies Inc.

In addition to helping people professionally, Mark also believes in helping people personally through volunteer work. Mark has coached leaders on “Business as a Mission,” traveling to Eastern Europe, India, Haiti, Honduras, Nicaragua, and the Dominican Republic.

President College Executive Training & Certification IHN HR LLC

Presidents Leadership Development Conference  ~ Orlando, Florida and Virtual Fall 2021


Join us in Orlando Florida

The Association for Biblical Higher Education (ABHE)

Presidents Leadership Development Conference

On-Site and Virtual Options Available

October 11-12, 2021

One of the more significant tensions on your campus revolves around the role of your HR department.  Do they represent the interests of the institution or are they advocates for employees? Consider how a proper understanding of the HR department’s role within the institution leads towards a healthy management of complex personnel tensions, including . . .

  • An ideological approach for your HR department that contributes to a healthy understanding of the HR department role
  • The full spectrum of what an HR department is legally and ethically bound to manage
  • Key personality and professional HR leader traits conducive to a healthy context for complex and tension-filled conversations
  • Techniques that you can use to foster a positive relationship with your HR department

 

Register Here 

About The Speaker

Mark is an accomplished HR expert with a fresh perspective. He believes in challenging people to think differently when presented with obstacles in any situation. His passions are inspiring, motivating, and helping others. Peers describe Mark as creative, proactive, determined, and eager to learn. Just a few of Mark’s professional skills include organizing, presenting, and problem solving.

Mr. Griffin received his Bachelor of Science degree in Human Resources Administration from Saint Leo University. He earned his MBA from Bloomsburg University while interning for Congressmen Kanjorski as a military liaison during the first Gulf War. Mark has completed several executive education programs at the University of Michigan.

Prior to leading In HIS Name HR, Mark worked for Quaker Oats Company, Kodak Inc., and Merck Inc., and private companies Woolrich, Conestoga Wood Specialties, and Valco Companies Inc.

In addition to helping people professionally, Mark also believes in helping people personally through volunteer work. Mark has coached leaders on “Business as a Mission,” traveling to Eastern Europe, India, Haiti, Honduras, Nicaragua, and the Dominican Republic.

 

How Bad Human Resource Practices Cost You Millions

How Bad Human Resource Practices Cost You Millions


Many potential clients seek a silver bullet when it comes to the hiring process. They want to set up electronic application systems and implement pre-employment testing to objectively and efficiently screen applicants so they can hire the best candidates.

They want to optimize the process, to speed the days to hire-up. They want candidates fast. They want a paperless process and a filtering system to eliminate candidates that don’t match their requirements.

Unfortunately, not being sure of what you’re doing, and working with unwise counsel, is a minefield you do not want to find yourself in and the results could be downright explosive.

I recently did some preliminary research on Equal Employment Opportunity Commission (EEOC) cases that have headlined in the past several months, painting a damaging picture of some very prominent companies. The cases revolved around such factors as:

  • Pre-employment testing
  • Unlawful employment application questions
  • Disability discrimination

In actuality, many organizations, even those with the best intentions, ask questions that can inadvertently result in disparate treatment across a broad spectrum of minority candidates. Organizations also rely on invalid forms of pre-employment testing as a screening tool, ones they may not aware might disqualify minority candidates at a higher rate than non-minorities.

As a rule, the organizations that I meet with are not looking to hurt anyone or prevent any person from working at their organization as long as they’re qualified for the position in question. Most not only recognize the benefits that diversity brings to their organization but also share a worldview that embraces all cultures and all people. Regrettably, however, what’s in their heart does not matter one whit to the attorneys and the EEOC who show up to investigate claims of discrimination.

It’s easy to assume that the EEOC focuses only on large corporate organizations, high-profile global entities, as evidenced in such headlines as:

  • BMW to Pay $1.6 Million and Offer Jobs to Settle Federal Race Discrimination Lawsuit
  • Target to Pay $2.8M to Upper-Level Applicants in EEOC Settlement
  • United Airlines to Pay Over $1 Million to Settle Disability Lawsuit

On the contrary, there are many small to mid-sized organizations that are being dragged into court as well. For example:

  • Stack Bros. to Pay $140,000 to Settle EEOC Age Discrimination and Retaliation Suit
  • Texas Oil Field Services Company Pays $30,000 to Settle EEOC Retaliation Suit
  • EEOC Sues Seymour Midwest for Age Discrimination

No organization is too small to escape the potential penalty of discrimination, whether intended or unintended. All it takes is one or more disgruntled workers or applicants.

What might surprise you is that the same risk exists for those working in the nonprofit, church, or ministry sectors—you are just as vulnerable to the consequences of poorly managed human resource practices as any profit-driven enterprise. No altruistic or religious influence will stand up in court as an adequate defense or mitigate damages against your organization. This is just a sampling:

  • EEOC Sues United Bible Fellowship Ministries for Pregnancy Discrimination
  • Inconsistencies in Termination Decision Wipe Out Good Samaritan Ministries Victory
  • King’s Way Baptist Church Sued by EEOC for Retaliation
  • Nonprofits, churches, and ministry organizations are generally subject to state and federal laws that prohibit employment discrimination.

What should you do?

Do what great organizations do, and invest in solid HR practices. A qualified HR staff is fully trained and capable of helping you navigate successfully through the practices that can prevent costly litigation and eliminate those practices that might be unintentionally discriminatory.

You need a comprehensive human resources connection that your HR staff can source for this kind of guidance. We’re the map to get you through this minefield.

But it’s not just about risk management. Superior HR practices generate superior job candidates.

Want to read more about the cases cited in this article? Find more information and source articles here.

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Mark A. Griffin is founder and Chief Consultant at In His Name HR LLC. He has over 20 years of HR experience.  In His Name HR helps organizations build high-performance Human Resource programs. Visit them at In HIS Name HR or  Send Email

Onboarding New Employees With Excellence

Onboarding New Employees With Excellence


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

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

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

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

Purpose of an Employee Onboarding Program

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

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

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

So, the positives of onboarding include:

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

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

Elements Contributing to Successful Onboarding

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

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

Strategies to Improve Onboarding Practices

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

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

1.   Reach out to new hires before their first day

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

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

2.   Be welcoming

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

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

3.   Create an onboarding timeline

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

4.   Provide help in socializing

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

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

5.   Set clear goals

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

According to Global HR Research (GHRR):

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

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

6.   Solicit employee feedback

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

Selecting the Right Tools for Your Onboarding Process

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

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

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

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

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

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

 

DNA of Hope

Now Recruiting: Bookkeeper/Office Coordinator


Now more than ever people need to take charge of their health. Come join an organization that is making a difference, a difference in so many lives. DNA of Hope offers years of experience in nutritional and functional medicine. We help recommend solutions that help you live in better health, vitality & joy. We take into account your lifestyle, diet, environment, and even DNA to recommend a tailor-made solution for you.

The Bookkeeper is to oversee the company’s financial data and compliance by maintaining accurate books on accounts payable and receivable, payroll, and daily financial entries and reconciliations. Perform daily accounting tasks such as monthly financial reporting, general ledger entries, to record payments and adjustments.

Some Essential Responsibilities:

  • Maintains records of financial transactions by establishing accounts; posting transactions; ensure legal requirements compliance.
  • Inventory management by creating systematic approach to ordering, storing and maintaining products.
  • Maintains subsidiary accounts by verifying, allocating, and posting transactions.
  • Balance’s subsidiary accounts by reconciling entries.
  • Maintains general ledger by transferring subsidiary account summaries.
  • Balances general ledger by preparing a trial balance; reconciling entries.
  • Maintains historical records by filing documents.
  • Prepares financial reports by collecting, analyzing, and summarizing account information and trends for inventory control/management.

 Medical Supplies & Supplements Responsibilities:

  • Maintain and order medical supplies and supplements:
    • Responsible for developing and maintaining the inventory ordering schedule.
    • Responsible for tracking of deliveries of medical supplies and supplements.
    • Manages disposal of inventory.
    • Responsible for developing and maintaining supplement buying program based on vendor sales and volume discounts and reports from owner.
    • Responsible for monitor growth and development reports on supplements.
    • Responsible for sending supplements to be mailed to clients, including but not limited to:
      • Setup invoice to clients
      • Check correct client shipping address
      • Check each supplement packed for accuracy (3xs)
      • Tracks packages delivered to clients
  • Reply to emails and phone calls regarding customer relationships.
  • Perform other duties as assigned.

Some Other Responsibilities:

Human Resources (HR):

      • Responsible for maintaining office staff by recruiting, selecting with approval from CEO/Owner, orienting, and training employees.
      • Responsible for maintaining office staff job results by coaching, counseling, and disciplining employees, and planning, monitoring, and performance reviews.
      • Responsible for maintaining personnel files.
      • Responsible for disposal of personnel records when required by law.
      • Responsible for creating/maintaining Job Descriptions for all employees.
      • Responsible for updating/maintaining the Employee Handbook

Marketing:

      • Coordinating flyers for company programs, events, new products, etc. with advertising person.
      • Responsible for all Social Media Marketing (Services).
      • Provide direct administrative support, as needed, including scheduling appointments, meetings, and events, booking travel (when needed), maintaining filing system, mailing, and shipping packages, and updating customer database and employee list.

Information Technology (IT):

      • Responsible for ordering new office equipment and software.
      • Responsible for ordering new medical equipment and software.

Some Required Personal Attributes:

      • Excellent verbal and written communication skills. 
      • Excellent interpersonal, negotiation, and conflict resolution skills.
      • Excellent organizational skills and attention to detail.
      • Strong Data Entry skills.
      • Excellent time management skills with a proven ability to meet deadlines.
      • Strong analytical and problem-solving skills.
      • Ability to prioritize tasks and to delegate them when appropriate.
      • Ability to act with integrity, professionalism, and confidentiality.
      • Thorough knowledge of HIPPA-related laws and regulations.
      • Be a good team member with others.

Some Position Requirements: 

      • Minimum Associate degree in accounting, required and/or
      • 4 + years of accounting experience, preferred.
      • Experience working with Desktop QuickBooks.
      • Proficient with Microsoft Office products including Access, Video Conference Systems, and Outlook (calendar, email, one-drive, etc.).
      • Willing to learn Biocanic, electronic medical record software.
      • Complete support of and willing adherence to DNA of Hope’s mission, vision, and core values.  Applicant must hold these standards as his/her own.

Location will be: 1135 Georgetown Road, Suite 110, Christiana, PA 17509

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

Email HR Team

E.O.E. m/f/h/v

 

Top 4 reasons Talented People Quit Their Jobs

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


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

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

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

(3) Feeling unappreciated – When employees receive little or no gratitude or acknowledgment for their contributions, it feels demoralizing — no wonder they seek more rewarding work elsewhere. The biggest surprise? Many times, during exit interviews, departing employees disclose that a simple, verbal “thank you” would have made all the difference. However, in many organizations, too often managers fail to do even that.

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

So, while you might think your employees only want higher pay and a corner office, or that the trend among employees is to feel “entitled,” the truth is that the best employees are satisfied with simpler, more basic and fundamental management approaches—and a better explanation of the benefits they currently have.

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

Action Steps
What can you do as an employer right now to keep your best employees? Consider asking them. That’s right. Simply spending time with employees in focus groups and roundtable discussions can help you to help them by making basic changes to ensure you keep your greatest asset happy and encouraged.

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

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

People leave managers, not companies.

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

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

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

If you are concerned about retaining talented employees while also saving time and money in hiring and training costs, remember these top 4 reasons and the new trend that makes talented people quit. It could make keeping the great people you need a lot easier than you thought.

##

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

 

Office Specialist In HIS Name HR

Now Recruiting: Office Specialist


(Position Closed) 

Office Specialist

Now more than ever people need to take charge of their health.  Come join an organization that is making a difference, a difference in so many lives. DNA of Hope offers years of experience in nutritional and functional medicine. We help recommend solutions that help you live in better health, vitality & joy. We take into account your lifestyle, diet, environment, and even DNA to recommend a tailor-made solution for you.

The Office Specialist must be someone who is passionate at what they do. Passionate means to exceed and excel daily and always looking for ways to be a leader so that the business grows to its best potential.

Some Essential Responsibilities:

Daily Responsibilities:

  • Maintain office efficiency by maintaining appearance of common areas, organizing procedures, handling correspondence, managing filing systems, and overseeing supplies and equipment.Oversee the day-to-day activities of the office as the main point of contact in the reception area, keeping management informed of performance with routine and requested reporting.
  • Greeting visitors.
  • Responsible for covering employee’s breaks, lunch, etc. for answering the phone or when the phones are busy to help answer the phones.
  • Create a calming environment and make sure the patient’s questions are answered.

Administrative:

  • Provide direct administrative support, as needed, including scheduling appointments, meetings, and events, booking travel (when needed), maintaining filing system, mailing, and shipping packages, and updating customer database and employee list.
  • Maintain and order of office supplies including paper products, pens, etc.
  • Maintain and order medical supplies and supplements:
  • Responsible for developing and maintaining the inventory ordering schedule.
  • Responsible for tracking of deliveries of medical supplies and supplements.
    Manages disposal of inventory.
  • Responsible for developing and maintaining supplement buying program based on vendor sales and volume discounts and reports from owner.
  • Responsible for monitor growth and development reports on supplements.

Responsible for sending supplements to be mailed to clients, including but not limited to:

      • Setup invoice to clients
      • Check correct client shipping address
      • Check each supplement packed for accuracy (3xs)
      • Tracks packages delivered to clients
      • Keeps management informed by reviewing and analyzing special reports; summarizing information; identifying trends through QuickBooks weekly, monthly, quarterly, & annually.
      • Managing office expenditure and budgets.
      • Reply to emails and phone calls regarding customer relationships.

Responsible for all company’s accounts payable/accounts receivable and all banking processes, including but not limited to:

      • Process checks (including process in QuickBooks)
      • Process credit cards (including entering in PayPal, QuickBooks)
        Company taxes due & paid (work with CPA)

Human Resources (HR):

  • Responsible for maintaining office staff by recruiting, selecting with approval from CEO/Owner, orienting, and training employees.
  • Responsible for maintaining office staff job results by coaching, counseling, and disciplining employees, and planning, monitoring, and performance reviews.
  • Responsible for Processing Payroll bi-weekly.Responsible for maintaining personnel files.
  • Responsible for disposal of personnel records when required by law.
  • Responsible for creating/maintaining Job Descriptions for all employees.
  • Responsible for updating/maintaining the Employee Handbook.
  • Responsible for ordering new medical equipment and software

Marketing:

  • Coordinating flyers for company programs, events, new products, etc. with Advertising person.
  • Responsible for all Social Media Marketing (Services).
Information Technology (IT):
  • Responsible for ordering new office equipment and software.
  • Perform other duties as assigned.

Some Required Personal Attributes:

  • Excellent verbal and written communication skills.
  • Excellent interpersonal, negotiation, and conflict resolution skills.
  • Excellent organizational skills and attention to detail.
  • Excellent time management skills with a proven ability to meet deadlines.
  • Strong analytical and problem-solving skills.
  • Ability to prioritize tasks and to delegate them when appropriate.
  • Ability to act with integrity, professionalism, and confidentiality.
  • Thorough knowledge of HIPPA-related laws and regulations.
  • Be a good team member with others.

Some Position Requirements:

  • Associate degree in accounting, required.
  • Experience working with Desktop QuickBooks.
  • 2 + years of office experience, preferred.
  • Proficient with Microsoft Office products including Access, video conference systems, and Outlook (calendar, email, one-drive, etc.).
  • Willing to learn Biocanic, electronic medical record software.
  • Complete support of and willing adherence to DNA of Hope’s mission, vision, and core values. Applicant must hold these standards as his/her own.

Location will be: 1135 Georgetown Road, Suite 110, Christiana, PA 17509

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

Email HR Team

E.O.E. m/f/h/v