Dec 21, 2023
Launching Your Career
Jackson was a high school senior, working a part-time job at McDonald’s. During his spare time, he took an interest in video editing and 3D animation. He spent hours learning and perfecting his work on the computer, and his efforts eventually paid off. He knew he wanted to pursue a career in the field and began networking with friends. A neighbor saw his work and was impressed. He reached out to Jackson and connected him with a friend’s commercial ad agency in a nearby city. Jackson sent his work off to the company, and they were impressed as well. The summer after his graduation, they invited Jackson to intern at the company. The pay? A few bucks of gas money to cover the 45-minute commute. Jackson jumped on the opportunity, keeping his burger flipping job in the meantime.
Jackson’s time at the company proved invaluable. After a couple months, his work caught the eye of his superiors, and they bumped him up to $10 an hour. He still wasn’t making the big bucks, but the experience was priceless. A few more months into his internship, the company offered to hire him full time and give him a regular salary. Jackson happily accepted the offer and quit his McDonald’s job at last. He stayed on with the company for several more years, eventually working his way up. What began as a small internship paying only a few bucks for gas turned out to be a life-changing career opportunity.
Students like Jackson are not unique. According to studies by the National Association of Colleges and Employers, otherwise known as NACE, 60 percent of students from classes of 2013 to 2017 partook in some sort of internship, with that number growing every year. Employers see internships as a win/win for both parties, with employers being able to scope out prospective employees and interns gaining valuable experience before or right after college. A few other interesting statistics:
*Interns are nearly twice as likely to land a full-time job versus those who do not intern.
*68 % of interns land a full time job offer after completing their internship.
*60 % of internships are paid.
*The average paid intern makes approximately $20 an hour.
*Tech and banking internships are among some of the highest paying positions.
*Employers seeking interns value communication skills, teamwork and critical thinking skills.
*The average starting salary for a paid intern is $60,000 a year versus $40,000 a year for non-paid interns.
*Tech and political internships are most likely to result in a full-time hired position.
So just where did the concept of internships originate from? According to Melissa Snell, a Medieval History Expert, formal college internship programs started back in the Middle Ages. Around the 11th century, the craft Guild System began. Within a formal arrangement, students could train in hands-on, practical ways with craftsmen, tradesmen, artisans and masters. They could increase their skills until they became proficient in the trade of field study and then officially enter the local guild for their trade. They rarely had a choice of the craft they apprenticed in. The wealthier the family, the more likely one was to get into a prestigious and influential guild.
Many apprentices went on to pursue other professions and became highly important in our country. Notable figures include George Washington, Thomas Jefferson, Benjamin Franklin and Paul Revere. Washington was trained as a surveyor, Jefferson as a law apprentice, Franklin as a printer and Revere as a silversmith.
Medical internships became common as the scientific revolution required more expertise and practical knowledge at the start of the 20th century. Professional formal education came along to meet the demands of the 19th century industrialization boom. The first U.S. academic internship began in 1906 at the Accounting Department at the University of Cincinnati. By 1937, the National Apprenticeship Act was passed, leading the Department of Labor to formulate and promote the furtherance of labor necessary to safeguard the welfare of apprentices.
So just what is the major difference between apprenticeships and internships? Generally, apprenticeships involve in-depth learning, training and practical experience usually for a timeframe of several years for someone who has a commitment to a specific trade. An example might be a journeyman studying to become an electrician. Internships, on the other hand, tend to consist of much shorter durations and focus more on gaining a general knowledge and breadth of experience in a certain field.
Many college students desire internships but don’t know where to begin. Some believe they don’t have enough time in their already busy schedule to squeeze in one more thing. Others feel intimidated because they lack experience in the field. Some simply don’t know where to begin seeking out one. If this is you, don’t sweat it! Start by speaking with your college guidance counselor about potential opportunities, or network with your favorite professor. You’d be surprised by the resources they may have to offer. Consider reaching out to local companies you’re interested in. Don’t worry if you don’t have any experience. They know this. Show enthusiasm and display a strong work ethic, and you’ll soon impress them. Don’t be afraid to network at the company you intern for. You never know what sort of lasting connections you might make while grabbing a coffee or donut in the break room. Be professional, dress to impress, and be prompt, reliable and eager. While you might not find yourself making the big bucks, consider it a win if you bring home even a small paycheck while advancing your knowledge in your field of study. And if you’re feeling crunched for time? Consider a summer internships when you’re home from college on break. It’s the perfect time to hone your skills. Like Jackson, you just might find yourself landing the job of your dreams!
For more on paid and unpaid internships, check out College to Career today!
Mark A. Griffin | Career Coaching, Christian Higher Ed HR, Job Search Tools
Oct 17, 2023
Mission, Vision and Values: Your Voice
As a college student or recent graduate, you’re probably giving your future career a great deal of thought. And I’m guessing you’re interested in a career you want to enjoy. You’ll want to like what do you do because you’re going to do it a lot! According to statistics from the research firm Organization for Economic Co-Operation and Development, the average American works 1,788 hours per year. Over 40 years, that could add up to over 71,000 hours! Take a moment to let that staggering number sink in. You may spend more time working than sleeping, eating or participating in your favorite recreational activities throughout your life!
While you want to enjoy what you do, I’m also guessing you want to enjoy the company you work for, as you might be there for a very long time. Longevity for employees is now increasing. Recent statistics show that employees stay at their jobs an average of 4.6 years. This is why it’s so important to know exactly what you want to do before you start doing it. Beginning a career in a field you love and sticking with it will make all the difference in your future. But in order to enjoy a career you love, you need something vitally important: your voice.
No, I’m not referring to the popular singing show on TV. I’m referring to a combination of your personal mission, vision and values. All successful companies must have a voice. A voice shapes the culture of an organization and serves as a guide to employees and management. Organizations with a well thought-out voice have direction, purpose and achievement in the workplace. These organizations know where they want to be (the big picture) and do the appropriate things (the details) to get there. Every step of the way, their employees enthusiastically project that voice to customers, vendors and their local communities. Without a voice, high-powered organizations will find it impossible to align their goals and objectives to create success.
So just what does a personal mission, vision and values statement entail? Let’s dig in a bit.
A mission statement for a company is a concise, meaningful sentence or two that represents the purpose of the organization. Mission statements are often action-based, explaining how the company’s objectives serve both employees and customers. Here are a few examples:
LinkedIn: “To connect the world’s professionals to make them more productive and successful.”
Amazon: “To be Earth’s most customer-centric company, where customers can find and discover anything they might want to buy online, and endeavors to offer its customers the lowest possible prices.”
Nike: “Bring inspiration and innovation to every athlete in the world.”
A personal mission statement is similar. It defines who you are as a person and identifies your purpose, whether that’s on the job or simply in life. It explains where you see yourself in the future, how you plan to pursue that purpose and why it matters so much to you. Like an organizational mission statement, it should be clear and concise – a soundbite or quick elevator pitch, if you will. Here is a sample personal mission statement:
“To use my writing skills to inspire and educate others around the world to make a change.”
An organizational vision differs a bit from a mission statement. A vision statement is a company’s “one day” statement, or the goal a company strives to embody or see in its consumers. A company’s vision statement is essentially the world the company envisions for the future, while the mission statement defines the strategy for reaching that vision. Here’s an example:
Tesla: “To create the most compelling car company of the 21st century by driving the world’s transition to electric vehicles.”
Lastly, an organizational value statement defines what is important to a company and its employees and discusses the company’s most essential values. Here is an example:
“We believe food has the power to change the world. We do it by being real.”
Similarly, a personal value statement defines what values are most important to YOU. Here is an example:
“To be a respectable employee, friend and member of the community and make a positive impact on others by being honest, fair and reliable.”
These three important aspects—your mission, vision and values – all create your voice. In essence, you are sharing with the world WHO you are, WHAT you believe and WHERE you want to go. No two people share the exact same voice. Your voice is unique only to YOU. By fine tuning this voice, you will impress future employers when they see you know who you are and what you want. If this sounds intimidating, fret not. Begin by grabbing a piece of scratch paper and writing out your thoughts. You might begin by scribbling a few adjectives that describe you best. Then think about what you value most. Is it integrity? Reliability? Honesty? Lastly, what is it you really want, and how do you plan to get there? Where do you see yourself in five years? Ten years? Don’t worry if you don’t have it all figured out. You are young, and sometimes plans change. But by perfecting your unique voice, you will set yourself apart from the rest.
Once you come up with your mission, vision and values statement, start reciting it to your friends and loved ones. Say it with confidence and a smile. By the time you land an interview at your desired company, you’ll have it down pat!
By being clear about who you are, what you believe and where you want to go, you’ll be sure to stay on track and pursue the career of your dreams!
For more on your voice, check out College to Career today!
Mark A. Griffin | Career Coaching, Christian Higher Ed HR, Job Search Tools
Sep 15, 2023
Begin Your Masterpiece
Years ago, after presenting at a week-long business conference, I struck up a conversation with the hotel clerk. She reminded me of my daughter – young, vibrant, and cheerful, with a welcoming smile. She introduced herself as Ashley.
“How long have you worked here?” I asked her. “Are you taking college classes?”
“Yes. As a matter of fact, I graduate in a few weeks,” she replied.
“What is your major? And what do you plan to do after graduation?” I asked next.
Ashley’s smile faded a bit. “I’m majoring in Psychology, and quite frankly, I have no idea what I’m going to do. No one has told me what I could do with this degree. All I wanted was to get the degree behind me.”
I was saddened by Ashley’s answer, but not terribly surprised. I’d heard the same words uttered many times over the years. Four (or more!) years of hard work, late-night studying and football games would all come to an end as students proudly flipped their tassel to the other side. But beyond that big day, very few had a solid plan. After spending thousands of dollars on an education, they would tragically enter the workforce with only a hope and a prayer.
And a whole lot of debt.
When Ashley told me the name of the university she attended, my heart sank. I knew it was prestigious and expensive. By graduation, she would have spent at least $100,000 for an education. Yet she felt clueless as to where to go next.
Recent statistics show that a four-year private school college education will cost students roughly $130,000. For in-state students completing a four-year education at a public college, that number drops to roughly $40,000. Students who spend two years at a community college and then two years at a private college will look at spending roughly $75,000 on tuition. Statistics also show the average student debt for a four-year bachelor’s degree hovering at nearly $35,000. A whopping 64 percent of students with a four-year college degree will walk away with some sort of student debt. And the average debt for a four-year private school education? Nearly $60,000. For perspective, that’s 12,000 Starbucks grande lattes, 6,000 Chipotle burritos and 4,000 movie tickets.
Yikes.
Like Ashley, you might find yourself near the end of your college career, buried in papers, exams and projects. With graduation day just around the corner, your excitement might be overshadowed by concerns over your looming future. Will you be able to afford to pay off your student loans? More importantly, will you be able to find a job that supports your lifestyle and allows you to pay off those loans? Things feel uncertain, unpredictable. The stakes feel high. You don’t want to let your parents down, yourself down. Moreso, you don’t want that hard-earned, pricey college degree to go to waste.
That’s where we come in.
College to Career was created just for you. We know the anxiety, the mounting pressure you face each day as you work so hard to succeed. That’s why we’ve provided all the tools you need to take those next steps. This life-changing book will discuss key strategies and concepts, including:
*Navigating social media
*Creating an outstanding LinkedIn profile
*Developing key accomplishments for your resume
*Finding meaningful internships
*Networking with influential professionals who are able to help you find the right career after you graduate
Believe it or not, each of these are easy to attain and paramount to your success. Employment opportunities will start pouring in when you are connected to 50-100 professionals prior to graduation. With the right tools at your fingertips, you’ll have a sweeping advantage over your peers at the end of your college career. Equally important, you’ll have peace of mind, knowing your hard-earned degree won’t be going to waste.
I’m not sure what Ashley is up to today. I’ll never forget that perky smile-turned-frown as she lamented about her impending post-college plans. I wish I’d had more time to chat with her and assure her about her future. I wish I could have offered her what I offer you today – the tools to turn your college degree into success.
If you’d like to journey with me, I’d be happy to be your guide, navigating you through this next step of your life. Without a proper navigational guide on a road trip, one might find themselves lost, frustrated, out of gas and at the end of an unfamiliar dead-end dirt road. But with the right navigational tools, one will end up on the right path. And that’s just what I want for you.
So let’s get started today!
Mark A. Griffin | Career Coaching, Christian Higher Ed HR, Job Search Tools
Aug 12, 2019
Do you wonder why good employees leave your organization?
Dr. John C. Maxwell gives his opinion about this in his book Leadership Gold: “People quit people, not companies.”.
My conversation with a young professional twenty-something started simply enough.
“How’s the new job going?”
My eyes widened as I listened to this passionate young lady talk for more than half an hour about how she and many of her colleagues want so much to impact the organization they work for, but how management there is weak and how the leadership completely lacks direction. People are not held accountable, she explained. There is no collective vision as a team and new folks are not brought on board with any sense of excitement or motivation.
I nodded. I knew exactly what she was talking about. I’d seen it for myself in many instances. Eliminating the kind of frustration she was feeling is one of my greatest motivators in doing what I do, helping leaders move forward and build high-performance organizations.
So, what’s going to happen? It wasn’t hard to figure out. She made it quite clear—she won’t put up with it for much longer. Instead, she would become one of the many sharp, smart people I’ve encountered who choose to exercise their skills in more fertile fields instead of enduring such barren conditions. They go on to positively fertilize other organizations, contributing to a sustainable harvest by taking them to greater levels of efficiency and performance.
Meanwhile, those organizations with chronically weak and mediocre managers fade, eventually cease to operate, and die. Maybe not right away—it may take time, but ultimately they fail to survive.
If your organization has great leadership, is on the ball, and inspires and motivates all of its employees, including its young All-Stars, then you are indeed building a high-performance organization.
___________
In His Name HR helps organizations build high performance Human Resources programs. Visit them at In HIS Name HR or e-mail them here.
Mark A. Griffin is the founder and chief consultant of In His Name HR LLC. Connect with him on LinkedIn or Twitter.
Mark A. Griffin | Christian Higher Ed HR
Jun 18, 2019
Most employees loath them; many managers avoid them. High Performance Organizations have them, and they do what they’re designed to do—evaluate precisely the performance of each employee.
Feel like you don’t need them? Here are 10 great reasons that should change your mind.
- Aligning performance to goals and objectives
Most organization employees I meet with say they have no idea what the yearly top two or three goals are for their organization. A great performance program sets these goals as their starting point. Ninety-nine percent of employees in this country want to do well at work, but we lack leaders who know how to align their desire to achieve to the organizational goals.
- Providing a basis for promotion/transfer/termination
Many organizations are not transparent concerning how to be promoted. A performance review process more readily identifies those employees who deserve promotion and those who require lateral shift (transfer) or need to enter into a remedial program. This system also aids career planning.
- Enhancing employees’ effectiveness
Most people really do want to be better at their jobs! Helping employees to identify their strengths and weaknesses and informing them of the organization’s expectations concerning their performance helps them to better understand the role they play and increases work efficiency. Feedback reinforces good performance and discourages poor performance.
- Aiding in designing training and development programs
Instead of creating “programs of the month,” you can use performance review data to more accurately ascertain training needs and identify skills that need to be developed in order to tailor-make the most effective training and development programs.
- Building teams
Counseling employees corrects misconceptions, which might result in work alienation. Performance management also helps employees to internalize the norms and values of the organization. (I have met leaders who have not talked to their employees about their performance since 2012!)
- Removing discontent
Performance management puts all employees on the same measuring tape. Identifying and removing factors responsible for worker discontent motivates them to perform better at work. Performance management helps to create a positive and healthy work environment in the organization.
- Developing interpersonal relationships
Relations between superiors and subordinates can be improved through the realization that there exists a mutual dependence that leads to better performance and success. By facilitating employees to perform introspection, self-evaluation and goal setting, their behavior can be modified. Better interpersonal relationships lead to team building.
- Aiding wage administration
Performance management can help to develop fair and more equitable base lines for reward allocation, wage fixation, raises, incentives, etc.
- Exercising control
A performance review process provides a means to exercise control of projects focused on, and helps keep employees aligned to the agreed upon annual goals and objectives.
- Improving communication
Performance management serves as a mechanism for improved communication between superiors and subordinates. Often times managers shy away from counseling employees. When the right system is in place, especially is it is employee driven, it forces discussions on a regular basis.
In closing, my experiences lead me to support employee driven programs. Programs that rely on managers and leaders have a higher propensity for failure. Simple yet meaningful programs that include goals, objectives, behaviors, an employee development component and stretch assignments meet what most employees’ desire.
How important are employee performance reviews in your organization? Leave your comments below!
___________
In His Name HR helps organizations build high performance Human Resources programs. Visit them at In HIS Name HR or e-mail them here.
Mark A. Griffin is the founder and chief consultant of In His Name HR LLC. Connect with him on LinkedIn or Twitter.
Mark A. Griffin | Christian Higher Ed HR
Apr 22, 2019
Position Closed
Looking to make a difference in our world? It’s time to use all of your education and experiences to be an instrument of change.
In HIS Name HR is honored to have been retained by the Institute of Lutheran Theology (ILT) to seek their next Dean of Academic Affairs.
The Institute of Lutheran Theology is a Christian faith community, seminary and graduate school that rigorously equips faithful pastors, teachers and lay people to effectively proclaim the gospel and serve Christ’s church throughout the world.
The Dean of Academic Affairs administers the academic programs of the Institute of Lutheran Theology (ILT) and is responsible for ensuring they fulfill ILT’s Mission Statement and Institutional Learning Outcomes. He/she takes a responsibility for policy related to ILT’s academic programs.
Some Position Requirements
- A terminal degree in a theological discipline with experience teaching at a college, university, seminary, or graduate level.
- 3–5 years of administrative experience in a higher education.
- Ordained Lutheran pastor with ministry experience preferred.
- Evidence of research competence.
- Adherence to the Institute of Lutheran Theology’s Mission, Vision, Goals, and Values.
Some Essential Responsibilities
Teaching and Research
- The Dean of Academic Affairs is a member of both the Graduate Faculty and Certificate Faculty and may teach courses as duties and time allow (normally, not more than two courses a year).
- The Dean of Academic Affairs authors academic and general audience articles and books as time allows.
Administration
The Dean of Academic Affairs is responsible for administering and overseeing all the academic programs of ILT. As such, he or she:
- Presides at the monthly meetings of the Graduate Faculty Senate and the Certificate Faculty Senate.
- Seeks out and recommends new members to both faculties, as needed.
- Recommends adjunct faculty to the President for appointment, as needed.
- Assigns courses to faculty members.
- Evaluates faculty effectiveness.
- Ensures that students receive competent academic advising from faculty.
- Develops academic policies in consultation with the Graduate Faculty Senate and the Certificate Faculty Senate and is responsible for implementing them.
- Leads the faculties in developing, implementing, and improving the curricula of the academic programs so that they fulfill their Program Learning Outcomes.
- Adjudicates student appeals presented according to the academic appeal policy.
- Approves or denies all transfers of credit, course substitutions, and similar issues in collaboration with the registrar.
- Recommends candidates for degrees to the Graduate Faculty Senate and the Certificate Faculty Senate and brings the faculties’ recommendations forward to the President and the Board of Directors.
- Supervises the preparation of the text of each year’s academic catalog.
- Publishes and maintains an updated faculty handbook.
- Oversees the Academic Department budget.
- Facilitates faculty development.
- Negotiates articulation agreements with other institutions of higher learning in consultation with the faculties and the President.
- Supervises the writing of grants, as needed.
Academic Assessment
The Dean of Academic Affairs is responsible for the ongoing assessment of ILT’s academic programs. As such, he or she:
- Creates an Academic Assessment Plan for continual assessment of how well ILT’s academic programs achieve their Program Learning Outcomes.
- Oversees the administration of the Academic Assessment Plan.
- Prepares an annual Academic Assessment Report and submits it as a foundation for planning to the President and the faculty senates.
- Works with faculty members to delegate assessment responsibilities, as needed.
General Educational Ministries
In addition to administering ILT’s academic programs, the Dean of Academic Affairs is responsible for ILT’s lay education ministries. As such, he or she:
- Designs, builds, and maintains educational programs for lay people.
- Communicates with potential instruction sites, pastors, instructors, and leaders.
- Helps plan and prepare educational events for pastors and lay people.
- Advertises and promotes educational ministries.
- Builds and maintains relationships with all congregational partners.
Enrollment Services
The Dean of Academic Affairs cooperates with other staff and administrators in ILT’s recruitment efforts. As such, he or she:
- Contributes toward developing and amending the Enrollment Management Plan.
- Assists the Admissions Coordinator, as requested, in counseling with potential students.
- Assists, as requested, in developing recruitment materials.
- Performs other duties as assigned.
Some Required Personal Attributes
Conscientiousness
- Displays a professional image at all times, even when facing significant job challenges.
- Submits to the Cross of Jesus Christ.
- Delivers on commitments made to others.
- Takes ownership for resolving problems, rather than allowing them to persist or simply pointing them out to others.
Flexibility
- Listens to all ideas and thoughts of others.
- Adapts quickly to changing situations, including last-minute changes and scheduling disruptions.
- Willing to consider new information, ideas, or strategies to achieve institutional goals.
Influencing/Negotiating
- Anticipates potential reactions or concerns of staff and students to a situation and prepares to address these.
- Boldly asserts the truth of the gospel.
- 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 gives the appearance of unethical or inappropriate behavior.
- Demonstrates the courage to do the right thing in difficult situations.
- Holds oneself and others accountable for meeting the high standards of the institution’s integrity.
- Leads by example by modeling ethical practices and standards.
Sensitivity
- Treats others with respect, fairness, and consistency.
- Demonstrates empathy and understanding when addressing sensitive issues with others.
- Is hospitable in serving students.
- Maintains appropriate standards of confidentiality.
Institutional Skills
- Organizes department materials, including recruitment and department informational handouts.
- Administers procedures for Academic Department.
Verbal Communication
- Adjusts communication style and language to most effectively connect with different/diverse audiences and individuals.
- Follows through with students and staff to ensure that important information has been understood.
- Communicates information concisely and clearly.
- Clearly explains complex concepts (e.g., schedules, policies, and procedures) and at an appropriate level of detail.
- Maintains an appropriate level of contact with administration to keep them informed about important or controversial situations that may arise.
- Communicates professionally with all levels of employees in the institution.
Other Interpersonal Skills
- Possesses effective interpersonal communication skills, both written and verbal, plus organization and presentation skills.
- Exhibits a strong desire to be a part of an institution that combines commitment to the divine with an entrepreneurial spirit.
Location will be Brookings SD.
Cover letters should include why you should be considered for the position and what would make you the best candidate.
Serious and confidential inquiries: Apply Through Indeed
Position will be closed to further applicants June 1, 2019.
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Mark A. Griffin | Blog, Christian Higher Ed HR, Now Recruiting For
Sep 24, 2018
Poor employee performance hurts an organization. Low productivity, incompetence, and unneeded expenses are the last thing organizations want at any time, particularly in today’s tough economy.
After decades of work in the field of business and human resources, I know that few things upgrade and energize an organization like a solid Performance Management System. A performance management system incorporates your organization’s Mission, Vision and Values as well as your annual goals and objectives to create the structure and accountability by which an employee can accomplish these goals and objectives and, more importantly, improve their lives. Only the highest-performing organizations make the performance review process a valued, appreciated, and eagerly anticipated system for the both organization and its employees.
Instead, what usually happens?
Sadly, many organizations do not systematically review or improve employee performance at all! This leads not only to unmet expectations from the management’s point of view, but also creates confusion and frustration for employees. The result is poor performance and money down the drain. Other times, organizations attempt to implement a yearly review but end up doing it backwards and it becomes counter-productive. This article will teach you how avoid this pitfall.
Have you ever weathered “The Dreaded Annual Review Meeting?”
Television and film have lampooned the phenomenon, highlighting the common foreboding employees feel and the waste of time such a meeting can be. How can you implement a Performance Review System that will consistently improve employee productivity and competency, save costs, and have eager employees lining up for it?
Start by avoiding these two biggest, most critical mistakes…
Mistake # 1 The leader fails to include input and participation of the employees at the beginning of the process.
The best performance programs are employee-driven. The leadership works in a “guide and support” role. This is a significant shift, but one that can make or break your organization. When the process of improvement and review is centered on and driven by the employees, it creates an emotionally potent sense of ownership and cooperation. Instead of being hounded and rebuked by a controlling boss, the employee is the source of increased performance through an active and vested role.
It behooves an employee to generate high performance and a good system will take this into account by providing employees the dignity of being responsible to see the improvement process through to the end. The performance program should encourage and reward employees who initiate performance conversations with management. A program executed well will encourage the employee to want to do better as he/she makes the efforts necessary to ensure it happens.
Mistake #2 Leaving out personal development.
Never forget the vital career development component. A simple career development piece can do wonders for employee morale and can be easily built right into your performance program. Employees naturally want to improve their lives and better their circumstances. A career development component helps employees know, envision, and subsequently achieve promotions, positions, and greater responsibility within your organization.
A career development focus gives the employee the opportunity to take ownership of their career destiny.
A good career development component helps the employees ascertain what they need to do to close the gaps in their experience and education in order to be promoted to other positions. Many great programs include education and seminars, but some cleverly include short-term assignments in other positions to gain vital hands-on experience.
Implementing a proper performance program may seem daunting, remember that employees are not just your greatest assets; they are the key to ensuring that you can thrive in challenging economic times.
___________
In His Name HR helps organizations build high performance Human Resources programs. Visit them at In HIS Name HR or e-mail them here.
Mark A. Griffin is the founder and chief consultant of In His Name HR LLC. Connect with him on LinkedIn or Twitter.
Mark A. Griffin | Christian Higher Ed HR
Jan 9, 2018
When organizations want to perform at the highest level, they leverage the three (3) commitments that strengthen their organization like a strong, cement foundation:
Mission Statement
Vision Statement
Core Values
With these in place, everyone in the organization starts out on the same page. Better yet, clients and customers know what to expect and it builds additional trust. They appreciate the organization’s investment and articulation of these commitments.
However, it’s not as simple as punching out three sentences to propel your organization forward. There is an important process to creating potent organizational statements to ensure they truly succeed.
Today, we’ll look at the 4 mistakes commonly made during the creation of an organization’s Mission Statement. Done poorly, a Mission Statement can actually undermine the high performance leadership hopes to attain in the first place.
Don’t let this happen to you!
Mistake #1: Not including employees in the process.
When leadership creates a Mission Statement in a vacuum, employees are far less likely to appreciate it, accept it, and, most importantly, execute it.
Instead, your organization should first get input from a group of employees that make up a good cross-section of capabilities and responsibilities throughout the organization.
At this point, too many organizations find that employees have little idea what their organization really stands for or why they are doing what they do. Unless you’ve clearly articulated a Mission Statement, you can’t blame them. After employee input, the leadership can approve and improve on what comes from the employee input group.
With a Mission Statement in place, employees do more than just show up. They arrive to work with a renewed orientation to the organization and feel like they are doing something meaningful. Everyone wants to play a part in something bigger than just themselves. A Mission Statement gives them this opportunity.
By including them from the start, employees not only start to think from a high-performing standpoint, but they also feel respected and appreciated for their input at the outset.
Mistake #2: Creating a Mission that is too broad or too lofty.
Here are examples of two Mission statements that don’t work:
“We want to make the world a better place.”
“We want to give our customers good service and a great price.”
Compare them to one from Charity Water. It gets to the crux of their mission.
“We’re a non-profit organization on a mission to bring clean and safe drinking water to every person on the planet.”
Or, this great example from Habitat for Humanity International:
“Seeking to put God’s love into action, Habitat for Humanity brings people together to build homes, communities and hope.”
Mistake #3: Not rolling out the new Mission appropriately.
A good Mission Statement is woven into the very culture and fabric of your organization. It’s not just something that goes on the wall and the website. It gets incorporated into all the material of your organization.
During your hiring practices, organizational meetings, performance reviews, and in job descriptions, you should have direct tie-ins and references to your Mission. After all, your organization is centered on a Mission: its purpose for existing.
EXPERT TIP: Your employees are great idea factories to help find new ways to proliferate and enact your organization’s Mission statement in multiple ways that will make a big difference. Get their input.
Mistake #4: Not communicating the Mission to your key stakeholders.
Your key stakeholders are your students, parents, vendors, and suppliers. Your Mission statement should be integrated into your interaction with them, and in all the material, marketing, and communications you engage in together.
Your Mission Statement is the central feature around which your organization revolves. That means, it’s not just an internal document. Make sure you publicize it, every chance you get.
You don’t have to tackle the process of creating a Mission Statement alone. You can hire an outside HR expert to guide you. There are other helpful HR resources too, like the HR Mastery Toolkit we have created to make your organization high-performing in this and other areas. It teaches and guides you in the best practices of some of the top, most effective organizations in the world.
When you create a Mission Statement using a top-notch process, you’ll find that performance on every level improves. Not only do you save costs and improve quality and productivity, but also being employed at your organization becomes much more enjoyable.
In our next post, we will continue examining this critical trio. I’ll give you some of the expertise I’ve gleaned from more than twenty years in the field of human resources. Come back to read: 3 Mistakes in High-Performance Vision Statements
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In His Name HR helps organizations build high performance Human Resources programs. Visit them at In HIS Name HR or e-mail them here.
Mark A. Griffin is the founder and chief consultant of In His Name HR LLC. Connect with him on LinkedIn or Twitter.
Mark A. Griffin | Christian Higher Ed HR
Nov 27, 2017
Finding and keeping qualified talent has never been more challenging or expensive. Too many organizations implement haphazard hiring methods that are not only inefficient, but also potentially illegal.
Are people hired systematically at your organization?
The best organizations in the world use sophisticated processes to find and hire new workers. If you don’t have a solid system in place to hire workers, consider creating policies, and putting them in writing, that outline your process in detail.
Ready to get started?
Here is a checklist of 4 action steps that you should ensure your HR department is following. By using these steps they will simplify the hiring process for your organization.
Step 1 – Create a candidate pool by…
- Constructing a comprehensive job description (with employee input)
- Having leadership approve the position and salary range (based on a compensation study)
- Posting the position internally first, to allow current employees the opportunity to apply
- Encouraging employees to refer friends and family
- Creating an advertisement based on the established job description
- Running the advertisement
- Reviewing ad responses against the requirements outlined in the job description
- Sharing your Mission, Vision and Values (MVV) with all candidates
- Having the candidates explain how they will support your MVV
- Setting up three to four candidates for interviews
Step 2 – Systemize the interview process by…
- Selecting interview questions and job criteria correlated to the job description requirements (build MVV questions into process)
- Requesting all interviewees first fill out an application
- Ensuring all interviewees sign a “consent to background check” form
- Having interviewers complete a Candidate Evaluation Form on every candidate after each interview.
Step 3 – Establish the Selection Process by…
- Having the team of interviewers meet to discuss candidates (this is typically led by HR personnel)
- Conducting candidate interest testing (be careful with tool used)
- Selecting the best candidate based on interview results, selection testing, and the hiring manager’s decision
- Furnishing a verbal offer to the candidate and, if agreed to, creating an offer letter
- Sending the offer letter for the candidate to sign, and ensuring it is returned to you.
Step 4 – Start the hiring process by…
- Sending the application and consent form to a background check company
- Arranging a pre-employment physical and drug & alcohol test for the candidate
- Setting a firm start date when the candidate has met all the requirements and is determined “all clear”
- If the candidate fails the background or D&A test, the candidate is notified by HR and you return to initial pool of interviewed candidates, choose one, and begin the hiring process again or expand the candidate pool and begin again.
- Sending out polite non-selection letters to the other candidates
When you implement a consistent system in your hiring practices, you will increase the efficiency of your organization, saving time and money, and eliminating confusion, both now and in the future.
Also consider the fact that by using the right recruitment approach you are also marketing your organization to potential students?
Any dollars spent in recruitment marketing also benefits your institution from a brand recognition perspective.
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In His Name HR helps organizations build high performance Human Resources programs. Visit them at In HIS Name HR or e-mail them here.
Mark A. Griffin is the founder and chief consultant of In His Name HR LLC. Connect with him on LinkedIn or Twitter.
Mark A. Griffin | Christian Higher Ed HR
Oct 3, 2017
The third ingredient of MVVs is values, specifically core values. A core value, from a human resources perspective, reflects the heart of an organization. It pumps the blood throughout; it makes an organization tick. It defines the organization and its culture and what it takes pride in doing. It is how vendors and customers view an organization’s behavior toward them. It is what employees tell their neighbors and friends when asked what it is like to work where they do. It is why your students choose your college. It is the behaviors your staff and instructors exhibit as they
In the secular world an organization focused on quality might state its core value as: We do not compromise on quality. Quality is job one. An organization valuing individual responsibility would want to say: We believe in holding ourselves accountable. We deliver on our promises and we always endeavor to use good judgment. Efficiency, honesty, customer service, ownership—these and many more reflect the kinds of core values that high-performing organizations embody.
In order to enjoy growth and prosperity and achieve high performance, an organization must first look inward and thoughtfully address these three critical aspects of running an organization. Those that invest in a well-developed and bought-in mission, vision, and values will reap dividends far beyond those that do not.
As leaders at Christian colleges and Universities, we take a Biblical/Kingdom approach to our Mission, Vision and Values creation. Often times it is best to cite a bible verse to stir commitment and affirmation as to why the value is important.
In doing research we discovered Ozark Christian College’s Values Statement. Enjoy reviewing and reflecting how your Values statement might be updated or recast to create excitement on your campus.
CORE VALUES
THE WORD OF CHRIST TAUGHT IN THE SPIRIT OF CHRIST (COLOSSIANS 1:28)
We believe the Bible is the true and authoritative Word of God and our final rule of faith and practice. We want to teach God’s Word faithfully, in harmony with God’s Spirit.
NOT TO BE SERVED BUT TO SERVE (MARK 10:45)
We are a servant of the church, training vocational and volunteer servant leaders for the worldwide work of ministry. It is the commitment of teachers, staff and students that we will love and serve others.
SPEAKING THE TRUTH IN LOVE (EPHESIANS 4:15)
We want to honor God by fulfilling our personal responsibility to be honest and caring with one another.
TRUSTING IN THE POWER OF GOD AND SEEKING THE GLORY OF GOD (1 CORINTHIANS 4:20 & ISAIAH 42:8)
We are absolutely and utterly dependent upon God. The work is too great for human resources. We pursue excellence, knowing all glory is God’s and any accomplishment is of him.
ATMOSPHERE OF GRACE, TRUST AND FREEDOM (ROMANS 15:7 & 1 PETER 4:10)
We accept one another as imperfect people saved by the grace of God. Mutual trust, based on our commitment to the Lord, guides our relationships. We desire each person to have freedom to develop God-given gifts.
RESTORING BIBLICAL CHRISTIANITY (JOHN 17:21)
We are committed to teaching and practicing biblical Christianity, believing it is central to unity among believers and evangelization of the world.
WORSHIP IN SPIRIT AND TRUTH (JOHN 4:23-24)
We foster spiritual health through genuine worship, both personal and public. Worship is for the glory of God, exhortation from his Word, and edification of the community of faith.
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In His Name HR helps organizations build high performance Human Resources programs. Visit them at In HIS Name HR or e-mail them here.
Mark A. Griffin is the founder and chief consultant of In His Name HR LLC. Connect with him on LinkedIn or Twitter.
Mark A. Griffin | Christian Higher Ed HR
