3 Labor Law Issues that Can Destroy Your Organization

Jun 10, 2023

Are you complying with all the proper state and federal labor laws? 

If not, it could cost you everything.

 In large corporations, an entire human resources (HR) department navigates the complex minefield of federal and state labor laws. Most small organizations think of HR as an afterthought, or HR responsibilities like hiring, benefits, compliance, and payroll falls to a few people who aren’t properly trained. This can be a pricey mistake. Laws concerning overtime, unlawful termination, and equal rights are just a few areas that trip up organizations, big and small, all the time.

Labor laws fill volumes and are quite complex. Plus, labor laws vary from state to state! Even Walmart ran into trouble recently and incurred $4.83 million dollars in back wages, penalties, and fines for violating The Fair Labor Standards Act. The mistake? Managers were misclassified and not appropriately compensated for overtime work. Unlawful termination is another problem that has cost organizations like UPS, Carmike Cinemas, and Dial Corporation dearly. Yes, it’s tricky. Do you know the laws?

It gets worse—the government is ramping up efforts to check up on organizations and crack down. The Obama administration has allotted $25 million for the sole purpose of investigating those misclassified as “independent contractors,” hoping to reclaim lost tax revenue and pad the IRS’s coffers. Be smart. Remember that stiff penalties and lawyer fees can decimate your organization. Are your workers properly classified?

Stay legal and remember these 3 key points:

• Child labor, non-resident labor, and equal rights legislation are the three areas where small organizations most often fail to comply.

• Both state and federal labor information is free and available online.

• Outsourcing with an HR professional firm can save your organization a lot of time and money.

Most organizations with fewer than 100 people benefit from outsourcing labor law compliance and other human resource tasks to HR professionals. The alternative is risky: employees are often uninformed about and under-trained in labor law compliance. Look out! Federal fines could be in store for you. In addition, HR often falls outside an employee’s main job focus, so getting it wrong or spending valuable time away from primary tasks can cripple productivity in a small organization. Get the right person trained or on your team to comply with labor laws.

Regrettably, staying legal has never been more difficult or important.

Make sure to get the help you need right away.

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 Mark Griffin is President and Founder at In His Name HR LLC. He has over 25 years of HR experience. Learn more about Mark’s journey in HR by watching this short video. In addition you can also follow him on Facebook, Twitter and LinkedIn.

Mark A. Griffin | Blog, Christian Higher Ed HR, Human Resources

Podcast “How Well Do You Know Your Hiring Rights?”

May 30, 2023

Mark A. Griffin | Christian Higher Ed HR, Human Resources, Podcasts

Press Release: Amy E. Fineman Joins In HIS Name HR LLC

Apr 4, 2023

FOR IMMEDIATE RELEASE

Amy E. Fineman Joins In HIS Name HR LLC

Lancaster, PA, US – April 4, 2023 – In HIS Name HR LLC, based in Lancaster, PA, has announced that Amy E. Fineman has joined the company as Human Resources Partner.

Amy possesses extensive recruitment and HR industry experience. Previously, Amy led talent sourcing and recruitment efforts for Fortune 500 companies such as Gap Inc., Tesla, and Microsoft. She has a wide range of industry experience including finance, marketing, communications, engineering, and technology and has recruited for all levels of organizations, including executive positions.

Amy brings the ability to connect strategy to action while building strong relationships with her clients, leadership, and teams whom she works with. Amy is a trusted advisor and collaborative talent acquisition partner. With her experience, she will leverage strategy, research, and relationship to ignite long-term mutual impact between individuals and the organizations she supports.

In HIS Name HR has been implementing high-performance HR programs for Christian-value-based for-profit companies and organizations, including Christian colleges, ministries, camps and churches, since 2011. In this new role as Human Resources Partner, Amy will support organizations to achieve their goals with her extensive recruitment experience. Additionally, Amy will deliver Biblically based diversity, equity and inclusion training to clients nationally.

“We are excited to have Amy join our team to help take this HR organization to the next level,” says Mark A. Griffin, president and founder of In HIS Name HR LLC. “Amy’s depth of experience, knowledge and recruitment capabilities complement our growing team of seasoned executives.”

More information about Amy Fineman is available at: In HIS Name HR 

PR Newswire Press Release Here 

In HIS Name HR is guided by Christian values and strives to reflect Christ in all areas, starting with the view that everyone should be treated with dignity and respect, and that employees are the most important part of all organizations.

Official Links:

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Mark A. Griffin | Christian Higher Ed HR, Events, Human Resources

Functional Medicine Nurse

Mar 6, 2023

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. WildHeart Wellness  offers years of experience in nutritional and holistic diagnosis to 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.

Come join a Team that is making a difference in so many lives!

The Functional Medicine Nurse will need to have a strong background in holistic and functional medicine experience.  This person will also need to have Functional medicine treatment knowledge of lifestyle and nutrition changes as well as knowledge of administrative of supplement therapies.

The Functional Medicine Nurse will be responsible for review of practitioner’s action plan with client after phone meetings, zoom meetings, or in-person.

The Functional Medicine Nurse will be responsible for scheduling and maintaining the client schedule for the organization.

The Functional Medicine Nurse will be responsible for documentation of client charts (Physical and electronically); scanning and maintaining paperwork in the electronic record system.

Essential Responsibilities

• Maintain appearance of office attire including always wearing hair up, and proper clothing for office duties.
• Make sure clients, staff, and community members always feel comfortable, and is enjoying the interaction in a social welcoming manner.

Functional Medicine Nurse Responsibilities:

• All in-house or remote correspondence with clients relating to their treatment/healing journey with our office.
• Performing and monitoring the following:
  • Laser Therapy
  • Neurofeedback
  • Contour
  • Max Pulse
  • IN Body
• Prepping patient charts including all physical charts for all clients, proper paperwork and completion of tests and records update; as well as Ann’s (owner) upcoming appointments, after appointment orders.
• Responsible for all lab draws including:
  • Ordering
  • Communication with clients
  • Drawing blood
  • Specimen collection
  • Processing & packaging specimens
• Responsible for all injections that are done in-house or educate clients for home injections.
• Responsible for infusions including ordering and mixing of solutions, starting, and discontinuing of peripheral lines, monitoring infusions, and documentation.
• Client support including routine check-ins and updates to support each client’s healing journey.
• Perform other duties as assigned.

Administrative Responsibilities:

• Use bookkeeping software – QuickBooks to invoice clients for tests, medical procedures, and supplement orders.
• Use of Appointment Core
• Use of Infusion Soft Accounts
• Client Liaison which includes:
  • Answering/initiating phone calls and emails throughout the day
  • Responsible for all correspondence in the info@wildheartwellness.com email used for general client intake and information, assigning, and coordinating tasks to other staff if needed.
  • Responsible for all correspondence in the nursing@wildheartwellness.com email used for all tests and schedules.
• Responsible for notes and proper documentation of all medical tests performed.
• Responsible for all medical records including scanning paperwork continuously updating, downloading tests, labs, etc. and then uploading to corresponding medical record charts (physical charts and electronic charts).
• Responsible for maintenance of electronic record system site including creating and monitoring assessments and trackers as well as resources that are assigned to each client.
• Creating resource information and updates.
• Responsible for ordering/stocking all medical tests (for both sides of the organization) and supplies. Some specific medical tests are as follows:
  • Vibrant
  • GDX – Use Genova or Doctors Data or similar
  • Dutch
  • BiomeFX
  • Evexia
  • 23 and me
• Responsible for scheduling appointments and changes of schedule, client demographics, test, therapies, coordinating all treatments in Setmore system, email reminders, etc.
• Responsible for creating resources pages, ads, flyers, and community outreach.
• Responsible for Ann’s (owner) calendar including scheduling company consults for Ann to review tests, online programs, etc.
• Responsible for creation and communication of all zoom appointments for Ann (owner).
• Responsible for maintaining nursing licenses, certificates, etc.
• Responsible for update and maintain bloodborne pathogen plan and educate all staff per requirements.
• May need to cover for supplement room, when needed.
• Perform other duties as assigned.

Responsibilities in Team Meetings:

• Generate creative and inspiring ideas/plans to share with the team.
• Attend weekly “huddles” (exceptions need to be approved by owner).
• Analyze food desires and consumption.
• Promote positive and enthusiastic communication with the team.

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.
• Excellent detail with numbers, names, specific genetic and research tasks.
• 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.

Position Requirements:

• Certified Nurse as an LPN or RN.
• Functional or integrative medicine one (1) year minimum required. Willing to learn more functional medicine skills on site and via online classes.
• Strong background in holistic & functional medicine.
• Background in administration of infusions including IV injections and IV fluid.
• Willing to learn new medical equipment, software systems, etc.
• Willing to get Neurofeedback training certificate to use equipment.
• Must have a valid driver’s license.
• Proficient with Microsoft Office products, iPad, and Outlook (calendar, email, one-drive, etc.).
• Complete support of and willing adherence to WildHeart Wellness’ 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 

Download Application Here  All qualified individuals may submit a completed application and letter of interest to: E-mail HR Team

Mark A. Griffin | Blog, Now Recruiting For

Webinar: Finding Great People In Today’s Economy

Feb 9, 2023

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.

Speaker, accomplished HR consultant, and 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.

Click Here to Register! 

Mark A. Griffin | Blog, Christian Higher Ed HR, Human Resources, Kingdom Company Building

Creating Relationships to Recruit Great People

Jan 16, 2023

Whether you are a Christian For-Profit, Ministry, Church, Camp or Higher Education Institution, recruitment can be difficult.  Even before Covid-19, employers had difficulties finding qualified candidates. Many organizations did not know where to look for candidates or could not find employees skilled to match available positions. Many organizations face the same situation, the problem is less a dearth of potential suitors than knowing where or how to search for an ideal match. I believe the best way to find qualified candidates is to focus first on establishing long-term relationships. Only then will your network proactively refer candidates to you because they know of and trust your organization.  We believe having a great strategy in place will pay dividends in the recruitment of exempt and non-exempt staff, regardless of your organizations, product, or service.

Consider your favorite brands and businesses. Maybe they include a clothing company, a coffee shop, or perhaps a particular hotel or car. Whether you realize it or not, you’ve developed a relationship with these brands. Think back to when you first discovered that brand or business. For example, you chose a random coffee shop one day. What drew you in the door? Was it the aroma of the roasting beans? The cozy ambience, the savory scones? Or the friendly employees? What made you choose to return, again and again? What made you rave about this place to your friends, family, colleagues? Subconsciously, we develop relationships with the things we care about, just like we do with the people we care about. Relationships are the key to the success of any organization.

Now more than ever organizations must break out of mediocrity.  Organizations have an obligation to their people to strive for excellence, to be world class, and to be high performing. Far too many organizations, ministries, churches, and nonprofits fall victim to a defeatist attitude, thinking no one wants to work anymore, we can never find candidates, Covid-19 has ruined our chances of growing, often giving up before they’ve hardly begun.

IN HIS NAME HR believes an organization should strive to become—and maintain—excellent; and will remain intact no matter the storm. People can become discouraged, even disillusioned, by the slow deterioration of service or quality they witness within organizations. Leaders must become focused to allow organizations to grow versus failing. We should do everything with excellence, or not do it at all.

If you, as an employer, have drifted from your organizations vision, try recalling what initially ignited your excitement and passion for that organization. How did you feel when you gained your first big client or made your first big sale? Elated, no doubt! Inspired! How did you feel when you got the keys to your first office and saw your nameplate on the door?

If you’ve lost your pizazz at your current organization, can you recall when things went awry, or your enthusiasm began to fade? How can you gain that excitement again? Simply put, if you as a leader, are not excited about your organization, chances are employees won’t be either. To attract excellent employees who will experience that same initial enthusiasm, you might have to do a bit of housecleaning first. Let’s look at what that might entail:

• First, create an awesome workplace. Create the kind of work environment where you would want your loved ones to work. The best way to attract people is to first make the people who currently work for you and agree your organization is a best place to work! Create a process and check in regularly with your employees to make sure they are satisfied with their working environment. When employees feel encouraged, noticed, and heard, they’re much more likely to be productive and perform well. Take time to listen to them. Find out what motivates them and makes them tick. Go out of your way to make each employee feel recognized. Learn their favorite coffee flavor, their pet’s name, or their favorite hobbies. If they’re due a raise or a proper bonus, give them one. Make sure that if an employee were to run into a future employee on the street who asks about their work environment, they’d have nothing but stellar things to say about you and your company.
• Next, develop a clear employer brand. Organizations should be marketed to candidates. Given that the competition for quality candidates is fierce, you want your organization to look its best and stand out. Create a recruitment benefits fact sheet that affirms to your potential employees why they would want to work for you. List the benefits, but also include employee testimony. See an example of a recruitment benefits fact sheet here. Create only job posts that reflect the culture of your organization—that’s critical. Build excitement. (Creativity and humor go a long way.) Do you have a cool coffee bar in the break room, annual employee barbecues, team building events, or an onsite gym? Perhaps you’ve got a great city view, offer flexible working hours, or host an annual super fun holiday party. Asking employees why they love working for you also reminds themof the reasons and renews their enthusiasm. You can see why taking the time to take this step is a real win–win.
• Lastly, create your network. Most organizations, because of turnover among or an absence of HR professionals, do not have a formalized network through which they can broadcast vacancies. And that’s a problem. Organizations should consistently mine for talent, and the surrounding community should be aware of the organization and have a general idea of what they do and what their hiring patterns and processes are. At any given time, you should ideally have a pool of candidates to choose from. No one wants to find themselves scrambling at the last minute, searching frantically for employees the way folks did during the 2021 COVID-19 employment crisis Having a reserve of candidates to call on, and a robust network, ensures you hire only the top, sought-after candidates.

In high-performing organizations, the community knows who you are and what it is you do. If they don’t know, you have a community relations problem. To succeed, organizations must spend time marketing themselves as a great place to work. Doing so is also an effective form of marketing to potential customers. People want to buy products and services from organizations that treat their employees well. The problem is that many organizations do not create such a network list. Ask yourself: “Does every one of my friends and family know what I do?” If those closest to you are not aware of your company or could not easily tell someone else what you do or what you represent, your networking may need serious work. Network today, and it will pay dividends in years to come.

Due to developing relationships takes years, it’s imperative to start as quickly as possible. To begin, have your person that is responsible for HR set up appointments and start meeting and networking with organizations in your area, such as these listed below, to improve awareness of the opportunities you offer.

Colleges – Many have student work and career centers. Consider creating internships, which are the perfect opportunity to showcase your company and assess potential employees with little risk to you.

High Schools – Get to know the guidance counselors, as many can be very helpful. If certain schools offer career days, consider setting up a booth and speaking with students. Make sure you bring adequate marketing material to pass out.

Vocational and Trade Schools – Forging relationships with these will provide you the technical employees you need.

Refugee and Immigrant Placement Organizations – This is a wonderful opportunity to help people start a new life. Just because someone is a refugee or immigrant doesn’t mean they don’t possess desirable skills and expertise.

Other Local Nonprofits and Organizations – Seek out ones that match your organizational values. Check LinkedIn and other social media platforms and/or make a list of friends you know who are involved in or have started a nonprofit organization.

Agencies on Aging – Many organizations help our seniors find meaningful work.

Churches – This is a logical place to connect with people. Start with five churches in your area and grow this network over time. Some churches host career or networking events; consider setting up a booth there. Many churches also offer mothers groups, like MOPS (Mothers of Pre-schoolers). As stay-at-home moms transition back to the workplace, they will be looking for an ideal environment. Consider speaking at one of these groups free of charge to put your name out there.

Radio Stations – Many (Like WJTL) have job posting programs to help the community.

Local Veterans Groups – A great way to connect with men and women who have served our country.  Many will have extensive training and education.  Nationally, the Children of Fallen Patriots Foundation has an extensive list of resources that organizations could support and develop relationships with.

As you tap into all your networking communities, create a checklist with the contact information of each organization’s contact person and be consistent in sharing vacancies/opportunities when they come available. You can easily create an e-mail blast to let people know when vacancies are posted. Also, in the checklist, include all the regular places you post the ads or send the vacancy info.

At the end of the day, you want your workplace to be excellent and a great place to work for all employees. By ensuring you are creating an ideal work environment, and make your branding known to your community, you’ve already taken the first important steps. Networking may take some initial effort, but in the end, it will be more than worth it. Relationships are priceless. Start creating them today!

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 in developing a plan for you to help in these hard times and save yourself unnecessary pain and stress!

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

Mark A. Griffin | Blog, Christian Higher Ed HR, Human Resources, Job Shepherd Employer

Webinar: Recruiting in Today’s Economy

Nov 22, 2022

Presented and hosted by The Association for Biblical Higher Education (ABHE)

12:30PM EST Wednesday, December 7^th  

Now, more than ever, recruiting employees has become increasingly difficult. Some organizations (those who lead with high-performance HR programs) never seem to run out of qualified leads. What are they doing that makes recruiting employees easier? Learn valuable tools to attract mission fit candidates in today’s tight labor market.

Click Here to Register!

These and other issues will be addressed in this important 1-hour webinar by a keen partner and consistent High-Performance Human Resources blogger with ABHE, Mark Griffin.

If you’re dealing with recruitment challenges during this employment crisis, we hope you’ll listen for his invaluable counsel.  ABHE is comprised of approximately 200 postsecondary institutions specializing in biblical ministry formation and professional leadership education.

Does your organization need HR help,  If so, don’t panic. We are here. We can help.

If you’re struggling with the current employment crisis, what it means for your organization and your employees, and need someone to listen to your concerns who can help, contact us today.

Mark A. Griffin | Blog, Christian Higher Ed HR, Human Resources

The Five Common Board Governance Models: Which One Is Right for You?

Aug 9, 2022

Governance can be defined as: The combination of policies, systems, structures and strategic framework which 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 a Difference. 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:

For-Profit Organizations

Higher Education and Nonprofit Organizations

Churches

Less Common Board Governance Models

The Cortex Board Governance Model

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:

1. Do we have a clear understanding of the purpose of our organization?
2. What are our organization’s basic values?
3. How do we measure our organization’s success?
4. What are our financial resources, and will these resources be reliable for the next several years?
5. 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?
6. How much time is each board member wiling to devote to the organization?
7. What is our expectation for board member meeting attendance and commitment?
8. How will we hold board members accountable?
9. How useful is each committee we have? Could we eliminate any?
10. How will we handle disagreement?
11. How much trust does the board place in the CEO or president?
12. How satisfied are our current members with board performance?
13. 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

Mark A. Griffin | Blog, Christian Higher Ed HR, Human Resources, Job Shepherd Employer, Kingdom Company Building

Now Recruiting Controller Clarks Summit, PA

Jul 29, 2022

For more than 80 years, Clarks Summit University has prepared men and women for Christ-honoring careers and ministries across the globe. Located in the foothills of the Endless Mountains of Pennsylvania, the university offers programs ranging from an associate, bachelor’s, masters and doctorate degrees.

Purpose of Position:  

The primary purpose of all employees of Clarks Summit University (CSU) is to advance its Christ-centered mission and culture:

• Seek to be a role model in attitude, speech, and actions in a consistent daily walk with Jesus Christ.
• Follow Matthew 18 principles in addressing issues with students, parents, faculty, and staff.
• Show by example the importance of Scripture memorization, Bible study, prayer, witnessing, and Christian fellowship.
• Be prepared to communicate the school’s religious beliefs to students and others who inquire.
• Be ready to pray and offer spiritual advice to students, faculty, and staff.

The primary function of the Controller is to provide oversight for all financial matters of Clarks Summit University and the BBC Foundation including accounting, forecasts & budgeting, financial reporting & analysis, treasury, payroll, and compliance. The Controller directly manages the Business Office and HR and has organizational responsibility for Financial Aid, Information Technology, and Facilities.

Some Essential Duties:

General

• Serves on the President’s Cabinet and as administrative representative to the Finance Committee of the Board of Trustees
• Provides oversight to ensure stakeholders are properly served, institutional policies are established & followed, and institutional priorities are realized.
• Plans, organizes, directs, and oversees the work of assigned staff in the operations of the Business Office including accounts payable, accounts receivable and general accounting functions.
• Supervising responsibilities include Accounts Payable Coordinator, Accounts Receivable Clerk, Human Resources Coordinator, Director of Student Accounts, Financial Aid Director, Director of Information Technology (Dual Report with Vice President of Academics), Director of Facilities.
• Effectively oversees cash management of cyclical revenue and expenses (specific to the academic nature of the University and it’s summer programs) to ensure accounts payable liabilities remain within acceptable terms.
• Leads the preparation of the annual operating budget, monitors/projects revenue and expenses on a regular basis, and works with management on an on-going basis to ensure the annual financial goals are achieved.
• Establishes & periodically reviews internal control policies and procedures to ensure that accounting standards are met. Administers corporate credit card program.
• Identifies and recommends policies and procedures related to the financial and business practices of the University; plans and implements new operating procedures and information technology advances to improve service quality and efficiency of service delivery.
• Effectively interacts with professional colleagues both inside and outside CSU.
• Maintains confidentiality in all areas of responsibility.
• Submit to and honor the standards outlined in the Employee Handbook.
• Able to process clearly and quickly especially when planning and addressing the financial needs of the institution.

Specifics

• Develops short and long range financial forecasts for use in financial planning and management of cash requirements and obligations.
• Prepares month-end close including any necessary journal entries or adjustments, completes necessary reconciliations, issues monthly budget variance reports, and prepares internal financial statements necessary for the proper management of the institution including requested ad-hoc financial analysis as needed.
• Processes bi-weekly payroll.
• Prepares reports and surveys as required by regulatory and accrediting agencies.
• Secures annual renewal and design of employee benefits including partially self-insured medical insurance and related ancillaries.
• Provides all financial services for the BBC Foundation and interacts with investments managers to periodically review fund performance.
• Oversees risk-management and ensures property insurance policies are in force to protect the University.
• Directs the fiscal year-end close and ensures conformity with generally accepted accounting principles (GAAP) and federal and state laws.
• Performs other duties as assigned.

Position Requirements/Qualifications: 

• Faith
  • Have a personal relationship with Jesus Christ.
  • Be in complete support of and adherence to Clarks Summit University’s Standards of Conduct and Confession of Faith.
  • Faithfully attend a local church whose beliefs are in agreement with Clarks Summit University.

• Education and Experience
  • Bachelor’s degree (minimal) with an Accounting major preferred, or a closely related field such as finance or business administration.
  • Three to Five years of experience as a controller.
  • One to two years in a senior-level accounting or financial management role.
    • Knowledge of principles and practices of accounting, auditing principles, financial reporting, accounting regulations and internal controls; principles and practices of employee supervision and personnel management; federal and state employment labor laws and regulations.
  • Certified Public Accountant (CPA) license is desirable.
  • Experience in a non-profit or educational institution is a plus.
  • Proven leadership skills to effectively direct employees while in a professional environment, ability to properly evaluate comprehension, and application of subject material.
  • Show excellent oral and written communication skills.
  • Be a self-starter, results-oriented, and able to motivate others.
  • Must be comfortable in a high-pressure environment and have the ability to handle multiple tasks with minimum supervision.
  • Must have a valid driver’s license.
  • Experience with Microsoft Dynamics GP or similar accounting systems.
  • Proficient ability to use Microsoft Excel.
  • Knowledge of Windows, Power Point, Word and similar programs required.

Essential Qualities:

Conscientiousness

• Displays a professional image at all times, even when facing significant job challenges.
• Delivers on commitments made to others.
• Takes ownership for resolving problems rather than allowing them to persist.
• Displays positive “Can Do” attitude.

Flexibility

• Adapts quickly to changing situations. This includes last-minute changes and disruptions to the schedule.
• Is receptive to new information, ideas, or strategies to achieve the organization’s goals.

Influencing/Negotiating

• Anticipates potential reactions or concerns of students and takes initiative to address them.
• Builds ownership for new initiatives, or changes by involving those responsible for implementation in planning the details.

Integrity/Honesty

• Avoids any action or situation that would give the appearance of unethical, or inappropriate behavior.
• Demonstrates the courage to do the right thing in difficult situations.
• Holds self and others accountable for meeting high standards of the organization’s integrity.
• Leads by example through modeling ethical practices and standards.

Sensitivity

• Treats others with respect, fairness, and consistency (e.g., listen to, respect others’ views, and ideas).
• Demonstrates empathy and understanding when addressing sensitive issues with others.
• At times the Controller will be privileged to information that should not be shared and must maintain confidentiality.

Other Interpersonal Skills

• High level of effective interpersonal communication skills, both written and verbal, plus organization and presentation skills.
• Cultivates strong working relationships with employees and students

Other Interpersonal Skills

• High level of effective interpersonal communication skills, both written and verbal, plus organization and presentation skills.
• Cultivates strong working relationships with employees and students.

Just like all Clarks Summit University employees, the conduct of this employee must be consistent with good character, and must be an appropriate reflective of our organaization’s heritage.  Complete support of and willing adherence to Clarks Summit University’s mission vision and values.   Applicant must hold these standards as his/her own.  A statement of faith will be required of all final candidates.

Benefits: 

• 403b Retirement Plan
• Vision coverage
• Dental Coverage
• Health insurance
• Paid vacation/ holidays/ sick days/ personal days

Location Will Be:

Clarks Summit University
538 Venard Road
Clarks Summit, PA 18411

Due to the overwhelming response we ask that you are patient during the selection and interview process. All qualified applicants will be notified.

Cover letter should include why you should be considered for the position and what would make you the best candidate.

Email HR Team 

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Mark A. Griffin | Blog, Christian Higher Ed HR, Now Recruiting For

The Crucial Upside of Workplace Friction

Jul 27, 2022

Every workplace has friction—that’s the simple truth. Anytime you have a few people working together on something, differences surface that create drag. We shouldn’t be surprised when conflict or tensions arise. Instead, we should be prepared and have some tactics on hand to facilitate a cooperative working environment and healthier relationships. Friction has a bona fide upside.

In my decades of work in the field of Human Resources, I’ve learned that 3 major things have the potential to create workplace conflicts:

• Inadequate communication
• Lack of emotional control
• Indefinite goals and boundaries

Here’s an example of all three creating a common situation of friction:

Project X must be finished in two months. The lower level manager fails to set legible parameters on a project when expectations and roles are not defined for the work. As the manager delegates the project, too much is left to speculation. Co-workers attempt to complete the work, but soon run into interpersonal problems as different ideas emerge. Frustration increases, tempers flare, morale sinks, and passive aggressive sabotage and gossip start. In other words, gridlock. A few team members inform the manager; however, by then, emotion is driving the situation. Decision-making is maligned and communication continues to falter. The project is tanking.

What to do?

A lot of repair work is needed to get things back on track and keep the project moving forward. First—and this is important—ditch email as a resolution tool. A sit-down, face-to-face meeting is necessary, and a concise description of roles and responsibilities must be presented. But a few other things are invaluable, too.

It’s important to reestablish a healthy culture with the team and ensure acceptable behaviormoving forward. This shouldn’t be done by lecturing. It shouldn’t be expressed in an exasperated tone either. Rather, make sure you conduct your meeting by modeling respect and integrity. Assume the best in your co-workers and back it up with words and actions that make it clear. Graciousness and amiability should preside, not hostility and annoyance.

Get the Right “Game Face” On.? Prepare yourself. Your “game face” must be a commitment to the greater good plus good faith efforts to buoy the environment and create a better working situation. It’s crucial to find common ground. This can be done with a simple and sincere reference to everyone wanting to do well, or a mention of some of your company’s most important values, or by outlining the basic goals of the project. It may be wisest to use a bit of each.

Conflict = Opportunity for Improvement.? It’s normal to dislike friction. Just remember, excellent organizations and great leaders have a habit of transforming conflict and tensions into occasions that make things work more smoothly, efficiently, and improve the positive bonds between employees. Don’t shrink from this opportunity. Instead of dreading conflict or becoming paralyzed by it, realize that conflicts can harvest new ideas and innovation—not just in how your company works, but also in how co-workers connect with each other.

Grace, empathy, forgiveness, cooperation, and better listening can be the result. If you treasure-hunt in the situation and invite that same positive attitude from your employees during conflict, better times are ahead.

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Concerned about the HR programs at your organization? The benefits of having a trusted partner to guide you and your team to excellence are invaluable. Contact us today. You—and your employees—will be glad you did.

Rise with us by implementing our high-performance remote human-resource programs to help find great people! E-mail us here.

Mark A. Griffin is president and founder of In HIS Name HR LLC. Connect with him on LinkedIn and Twitter

Mark A. Griffin | Blog, Christian Higher Ed HR, Human Resources