Nov 16, 2018
This blog series focuses on nine areas that keep employees committed to your organization. In our opinion, employees stay committed when they are Involved, Paid Well, Asked for Input, Challenged, Empowered, Trusted, Valued, Appreciated, and Mentored.
Do You Ask Your Employees for Input?
No individual can competently run an organization singlehandedly. And when more than one person is involved in running it, someone needs to be in charge of decision making.
If you happen to be the leader at your place of work, that responsibility largely falls on you. But the fact that you call the shots doesn’t mean the opinions of others don’t count. Your employees have their own opinions, but the question is, how often do you ask them for input?
Why Is Employee Input Important?
Leadership consultants tell us that organizations should announce that they welcome feedback from employees. They should go a step further and actively solicit this input. Employees often have strong opinions but tend to keep them private for fear of offending management or speaking out of turn.
Yet, constructive criticism from employees can improve productivity. As a manager, it’s imperative to ask for and value the opinion of your team members. Employees view issues from a different perspective. And even if you don’t agree with them, a fresh perspective is always welcome.
The results of a survey conducted by the Zenker Folkman firm suggests there is a direct connection between soliciting input and leadership effectiveness. However, a leader doesn’t simply become better by asking for feedback. The correlation stems from the fact that seeking input from employees means a leader is making conscious efforts to get better. And the leaders that get better are those who constantly work to improve their leadership methods and skills. In fact, arguably one of the worst actions an employer can take is to solicit feedback and then ignore it.
How to Go About It
There are many methods to request input from employees. Below are some of the most important or common ones.
Employee-Led Reviews
It’s important to conduct periodic reviews in order to monitor progress. This will help you devise new strategies to reach organizational goals. Although annual performance reviews are already a major part of the culture of many organizations, there are numerous questions that surround their relevance and effectiveness. These questions tend to stem from the approach rather than the process itself. If done right, annual reviews are a great tool through which an employer can gather employee input throughout an organization.
We find that the best review process is one that is led by employees. Have the employee set up the meetings, set goals and objectives, and develop their own career development. When done correctly, and with HR and leadership review, you can move the organization to much higher levels of performance.
Leadership 360° Feedback
A 360-degree feedback system is a method of gathering opinions about the performance of an employee from people connected with the organization.
The process usually involves a complex web of information. Opinions are gathered from virtually everyone in or close to the organization. While this tool can be used to gather information about anybody within the organization, a leader seeking input from employees can use it effectively for this purpose. The most important aspect of a 360° program is confidentiality. One of the best ways to ensure confidentiality is to hire a firm to keep this information protected. Learn more about how In HIS Name HR helps organizations ensure a confidential processhere.
Morale Climate Surveys
These surveys measure the satisfaction of employees with their work environment and the leadership of the organization. They serve as a great way through which employees can provide input on aspects of the organization they are not pleased with.
Start Asking for Employee Input Today!
As a manager or a human resource professional, it’s important to create an enabling environment. This way, employees can provide their input with confidence. But it’s not enough to simply create this environment or ask for input. Organizations should value the input of employees by listening to their suggestions.
Getting what you think is ridiculous advice? Have a talk with the employee. Clarify what is being communicated. When you listen first, and then explain your perspective and organizational goals, it gets employees thinking on track over time in terms of viable suggestions.
Most importantly, implement changes when you get great advice.
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In HIS Name HR helps organizations build high-performance Human Resources programs. Visit them at In HIS Name HR.
Mark A. Griffin is the founder and chief consultant of In HIS Name HR LLC. Connect with him on LinkedIn or Twitter.
Mark A. Griffin | Blog, Christian Higher Ed HR, Human Resources
Nov 9, 2018
This blog series focuses on nine areas that keep employees committed to your organization. In our opinion, employees stay committed when they are Involved, Paid Well, Asked for Input, Challenged, Empowered, Trusted, Valued, Appreciated, and Mentored.
Are Your Employees Paid Well?
In our last post we discussed the concept of employee involvement in the workplace. The next area focuses on helping readers understand the concept of being paid well in the workplace. Most organizations look at several areas of compensation: standard pay, perhaps health and wellness and retirement benefits, and, in some industries, bonus programs or long-term financial incentives. For the sake of brevity we will discuss two areas, standard pay and general generosity with your employees.
Standard Employee Pay
We often do compensation studies for organizations, including churches, ministries, for-profit and non-profit companies, and colleges. These studies are very important for all organizations, and should be performed at least every five years. You also should look internally at your compensation structure, being mindful of internal equity issues, especially as it relates to disparate treatment between protected-class employees.
“Most companies try to be good about keeping it up-to-date, but they tend not to do it as quickly as they should,” says Steven Slutsky, a director at Pricewaterhouse Coopers Human Resource Services in Philadelphia.
Doing a full-blown compensation study not only helps you to understand internal equity and current compensation market conditions but also helps promote a greater organizational image to your employees when they know you are performing this type of study. It is a great morale boaster, even if the wages don’t shift upward.
The most often question that we are asked is, “How do we even begin to do a salary study?” We always start the same way—leading organizations to undertake a total update and rewrite of all job descriptions across the organization. This establishes a solid baseline of what employees are doing and why.
General Generosity with Your Employees
Good-standing employees deserve more than fair wages. Scripture says, “Do not muzzle an ox while it is treading out the grain,” and “The worker deserves his wages.”
Wow, the ox was permitted to eat during its workday. Sadly, many organizations don’t extend the same consideration to the most valuable commodity of their organization—their employees. Many years ago I witnessed a young teen working at a local pizza shop, making minimum wage. The owner was a cruel, selfish man who refused to provide any food or beverage to his employees unless purchased at full price. The owner’s children would come in and help themselves to all kinds of food, which they left behind, half-eaten, to be thrown away, but the floor sweepers got nothing. The shop owner also insisted upon destroying any leftover, unsold items at the end of each evening rather than offering them to his employees. Dear leaders, please do not fall victim to becoming a tyrant in your workplace. Be generous when you can. It is an investment that pays huge dividends in any organization.
Be generous to your people and you shall be rewarded.
Some of the most impactful gestures of gratitude and appreciation that I have given my people were the least costly—small lunch celebrations, or boxes of favorite chocolates. If you act with kind regard, with generous giving, you are building a strong Kingdom-minded organization while honoring Christ.
Remember: Virtually every single employee will give you 100 percent when they know you care.
Lastly, in relation to this premise, it is important to reflect on this piece of scripture.
1 Timothy 6:17-19: 17“Command those who are rich in this present world not to be arrogant nor to put their hope in wealth, which is so uncertain, but to put their hope in God, who richly provides us with everything for our enjoyment. 18Command them to do good, to be rich in good deeds, and to be generous and willing to share. 19In this way they will lay up treasure for themselves as a firm foundation for the coming age, so that they may take hold of the life that is truly life.”
So why are we sometimes hesitant to share with the very people we should care about the most? We need to be more generous, because in the end we really are left with nothing to take with us.
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Mark A. Griffin is founder and Chief Consultant at In His Name HR LLC. He has over 20 years of HR experience. In His Name HR helps organizations build high-performance Human Resource programs. Visit them at In HIS Name HR or Send Email
Mark A. Griffin | Blog, Christian Higher Ed HR, Human Resources
Nov 1, 2018
This blog series focuses on nine areas that keep employees committed to your organization. In our opinion, employees stay committed when they are Involved, Paid Well, Asked for Input, Challenged, Empowered, Trusted, Valued, Appreciated, and Mentored.
Are Your Employees Involved?
In an article in Fortune magazine, Dan Schawbel stated that the primary priority for business leaders would be “retaining employees in a competitive talent marketplace.” He added, “In a new study by Future Workplace and Kronos, we found that 87% of employers said that improving retention is a critical priority for their organization.” Mr. Schawbel’s suggestion to focus on retention is spot on.
Let’s start with the first area, Involved. Oftentimes, when we first engage with an organization, leadership asks us to implement programs to immediately improve employee relations. We hear, “Employees are leaving in droves,” that turnover is high. Or “Our pay is too low. We repeatedly lose people to organizations that pay slightly more.” Excuses and explanations abound. But when we ask the key question How do you know the true reasons people are unhappy or why they are leaving?, the explanations are generally theoretical or hypothetical, not fact-based.
Our first suggestion to any organization: Don’t make changes or implement programs without first determining what the core issues are. Doing so is a waste of money and time, and can also hurt your organization’s culture and morale. That is where being involved comes into play. Use a skilled facilitator to run employee focus groups. Include representatives from each department. Have those same representatives talk to their departmental colleagues about what might be important to address.
One area many organizations bypass is the exit interview. An exit interview is a valuable tool to collate critical data and ascertain employees’ true reasons for leaving. Ask simply whether they felt involved in their departments, and with the rest of the organizational team. Ask them to suggest how your organization could do better in this area.
Finally, one of the best ways to uncover potentially problematic issues in your organization is to conduct confidential 360-degree feedback assessments of your leadership staff. Used the right way, it reveals key trends in certain areas of employee relations. As a plus, your findings can also serve as a tool for organizational-wide leadership development.
Most important: When employees are given access to their leadership, they walk away not only feeling heard but also involved in the organization.
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Mark A. Griffin is founder and Chief Consultant at In His Name HR LLC. He has over 20 years of HR experience. In His Name HR helps organizations build high-performance Human Resource programs. Visit them at In HIS Name HR or Send Email
Mark A. Griffin | Blog, Christian Higher Ed HR, Human Resources
Jul 31, 2018
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 we 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 2009!)
- 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 fairer 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? We would like to know. Please leave comments below.
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In His Name HR helps organizations build high performance Human Resources programs. Visit them at In HIS Name HR or e-mail them here.
Mark A. Griffin is the founder and chief consultant of In His Name HR LLC. Connect with him on LinkedIn or Twitter.
Mark A. Griffin | Blog, Christian Higher Ed HR
Jan 22, 2018
ABHE Annual Meeting
February 21-23, 2018 | Rosen Plaza Hotel, Orlando Florida
Right-sizing – an organizational lifesaver . . . or toxic solution to financial difficulties? But when layoffs are not well thought out and used repeatedly without a graceful strategy, right sizing can destroy an organization’s effectiveness. How you treat people really matters – to the people who leave and perhaps most critically, to the people who remain.
• Taking steps – simple, impactful, and timely to make the process gracefully effective
• Executing a comprehensive communication plan – to students, faculty, employees, alumni and community
• Supporting displaced employees
• Caring for employees who remain
• Avoiding common pitfalls observed in other organizations
Learn More Here
Visit us- Booth 119 – ABHE Annual Meeting!
About the Speaker
Mark A. Griffin is the founder and chief consultant of In HIS Name HR LLC, a human resources outsourcing and career coaching firm created to help organizations pilot the complex issues of managing HR.
As a human resources professional with 20-plus years of experience in both public (Quaker Oats Company, Kodak Inc., Merck Inc.) and private companies (Woolrich, Conestoga Wood Specialties, Valco Companies Inc.), Mark is passionate about building high-performance workplaces by utilizing best practices while leading organizations with strong values.
Mark and his wife Gail have two adult children, and 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 the author of How to Build “Kingdom-Minded” Organizations and College to Career: The Student Guide to Career and Life Navigation, Mark A. Griffin encourages leaders to build values-led organizations during these increasingly complex times.
Mark A. Griffin | Blog, Christian Higher Ed HR, Events
Jan 30, 2017
ABHE Annual Meeting
February 8-10, 2017 | The Wyndham Orlando Resort
Many organizations attempt to implement employee review processes and inadvertently cause more harm than good. Many processes come across as punitive, time consuming, and non-value added.
What if you had a process that excited employees, one that they would lead? I’m talking about a process with a career development component that fills them with pride, with a sense of “hope and a future” with your organization?
In this session, learn how to keep employees motivated and engaged with a performance review process that is effective and, yes, even enjoyable, one that your employees will embrace and enjoy instead of dread.
In Developing a High-Performance Employee Review Process, participants learn how to:
- Develop an employee-led process
- Provide specific, realistic, and tactful feedback
- Differentiate between standards and goals and the importance of both to improve employee performance
- Avoid those common performance review errors that reduce effectiveness for the employee, the manager, and the organization
- Develop a process that is comfortable for both manager and employee—one that achieves higher levels of performance
Visit us- Booth 213 – ABHE Annual Meeting!
About the Speaker
Mark A. Griffin is the founder and chief consultant of In HIS Name HR LLC, a human resources outsourcing and career coaching firm created to help organizations pilot the complex issues of managing HR.
As a human resources professional with 20-plus years of experience in both public (Quaker Oats Company, Kodak Inc., Merck Inc.) and private companies (Woolrich, Conestoga Wood Specialties, Valco Companies Inc.), Mark is passionate about building high-performance workplaces by utilizing best practices while leading organizations with strong values.
Mark and his wife Gail have two adult children, and celebrated their 30th wedding anniversary June 2016. They attend LCBC Church. Mark has coached leaders on “Business as Mission” as far away as Eastern Europe, India, Haiti, Honduras and the Dominican Republic.
Speaker, accomplished HR consultant, and the author of How to Build “Kingdom-Minded” Organizations and College to Career: The Student Guide to Career and Life Navigation, Mark A. Griffin encourages leaders to build values-led organizations during these difficult economic times.
Mark A. Griffin | Blog, Christian Higher Ed HR
Jun 8, 2015
In HIS Name HR LLC
In Partnership With
Covenant CPA
Presents: Managing Employees to Success
Friday, July 17, 2015 from 12:00 to 1:00 PM
It’s no secret that businesses want to succeed. It also should be no surprise that their employees 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, then, becomes: How can organizations most effectively encourage and support their employees’ success?
Mark Griffin, founder of In HIS Name HR and a professional with more than two decades of experience working with high performance organizations, is uniquely qualified to explore this question.
Managing Employees to Success promises to be an interesting and interactive event that will offer fresh ideas and productivity-enhancing insights for employers and employees alike.
Click Here To Register
A Link to the Webinar presentation page will be e-mailed closer to the date of the event.
Areas Covered in the seminar:
• An overview of labor laws that apply to your business
• Discipline.
• Setting expectations.
• Employee policy manuals.
• Codes of Conduct.
• Employee relations and communications.
• Performance management.
• Counseling and discipline procedures.
• Terminations.
Who will Benefit:
• Business Owners
• Office Managers charged with Human Resources Responsibilities
• Vice Presidents, Directors & Managers
• Employment Managers, HR Managers and Employee Relations Professionals
• HR Generalists, HR Analysts, HR Coordinators and HR Supervisors
• HR Administrators
• Supervisors
• Managers
Click Here To Register
A Link to the Webinar presentation page will be e-mailed closer to the date of the event.
Mark A. Griffin | Blog, Events
Aug 29, 2014
Sometimes the best way for employees to develop an appreciation of what they have is to take a closer look at what other people have. I would like to introduce to one program that does just that.
Employee engagement is not only concerned with aligning employees to the goals and objectives of their organizations. Engagement can be just as much about aligning their hearts to the organization’s vision, a vision we hope has a Kingdom impact. Employees who perceive a greater good in what is being done in addition to their daily roles have a greater sense of purpose and satisfaction. All of us, at one time or another, have experienced that longing for a true sense of purpose. Having an engagement program that helps employees fill that void will benefit not only the organization, but also the world we live in.
Imagine a company that generates an impact not simply on one child’s life but an entire village.
Meet Elexio. Elexio makes a difference, not just in their Elizabethtown, Pennsylvania community, but also in Honduras. Today, we’ll talk to Jeff Hostetter, the CEO of Elexio, to learn more about their commitment to community,
Mark: Greetings, Jeff. It’s an honor to spend time with you this morning. We know already that you have a wonderful story to tell us about how you impact the world through employee engagement. But, first, please tell me a little bit about you, how you came to occupy your role as CEO of Elexio, and a little bit about the history of Elexio.
Jeff: Thanks, Mark. It’s a privilege to talk with you. I’m a simple guy who wants Christ to use him for His glory. Diane and I have been married for 24 years and have an 18-year-old son and an 11-year-old daughter. In high school, I took two years of computer programming and got a job as a software developer at the age of 18. Software has been the track I’ve been on ever since. Along the way, support, sales, and leadership crossed my software path, and then, in 2008, I was asked to become CEO of Elexio. Elexio began in 2002 and, in 2009, we merged People Driven Software into Elexio.
Elexio provides church software for people to come to know Jesus. Exclusively for churches, we have a database, check-in, website CMS, mobile, and giving—all integrated. We help churches in all fifty states and in thirty-two countries. God continues to amaze us with what He has in store for us.
Mark: That’s a great story. I’m always intrigued by how organizations develop, grow, and change over time—how it all comes together. Let’s talk about the organization you support. What organization is it and when did you start supporting them?
Jeff: We have a strategic partnership with Compassion International that began in the fall of 2010.
Mark: Out of curiosity, why did you choose Compassion? Tell us a little bit about your selection process.
Jeff: I created a profile of the type of Kingdom-minded organization we were looking for, and then worked with our other leaders to finalize the profile. I shared it with our entire staff to ensure they had a picture of the ideal organization. Our criteria included items like: make a big impact in one location rather than a small impact in many places, involve our staff in more than just giving money, and to avoid being self-serving in any way, to name a few. I asked our staff to submit recommendations for organizations, and Compassion was the most highly recommended.
When I contacted Compassion and learned they had an established initiative for strategic partnerships with businesses, and that they matched our profile and beyond, I knew God was at work and this was meant to be.
Mark: How many children did your company ultimately sponsor?
Jeff: Praise God, we currently sponsor thirty-five children, all in the same church and community! We also work with the pastor of that local church, which partners with Compassion and cares for 225 children altogether. In 2012, through Compassion, we sponsored a Leadership Development Program (LDP) student.
Her name is Arely, and someone had sponsored her through Compassion in her younger years. Now we are sponsoring Arely through college at the University of Honduras, where she majors in computer science. Arely loves the church, computers, and software, so we have a lot in common.
Mark: Besides sponsoring children, in what other ways have you worked to tie employee engagement into this process?
Jeff: We have a big vision for this, so a few years ago we began inviting our staff to go to Honduras to meet their sponsored child. As giving money is available, we send a team to Honduras to visit our kids, their families, the church partner, and the pastor. We are hoping that, when it is time for Arely to do an internship, she can do her internship at Elexio, so that our staff can invest even more into Arely and growing her in her field.
Mark: Tell me how you engage employees to support Compassion.
Jeff: First, we setup a co-sponsorship where the staff person pays half of the monthly sponsorship and Elexio pays the other half. Sponsoring a child only costs $38 per month, so the staff member pays half, $19 per month. Since we pay our staff twice a month, it’s only $9.50 from each paycheck.
It’s an outstanding return for the investment. Also, a security wall was needed to protect the children, so Elexio decided to match dollar for dollar, the total of what our staff donated. Our staff raised $2000 so Elexio added another $2000 on top of that. Now, the security wall has been built and is protecting our sponsored children in the community. We have also helped our Honduran community get clean water and upgrade their electric service.
Mark: Many leaders miss the effect that positive employee engagement activities can have on an organization. Tell us in what ways your organization has been impacted by having adopted these types of employee engagement activities.
Jeff: It gives us another thing in common that we can rally around, share, and talk with each other about. Our team knows that, beyond the work they do at Elexio, they are making a difference in another country and, more important, in someone else’s life. Our team members write their children letters and also receive letters. It’s life changing for each child.
When a trip is coming and our staff has the opportunity to go or send gifts to their children, there is a buzz in the office because of the encouragement it will be to our long distance family in Honduras. As far as the gifts we send along, it is tough to manage our people’s generosity. It’s a good problem to have.
Mark: What suggestions do you have for other organizations that are interested in adopting policies of employee engagement in order to make a difference in the world?
Jeff: Create a profile of what an ideal employee engagement might look like for your team and make sure there’s nothing about it that’s self-serving or a marketing tactic. Involve your team in the process and strategic planning. Focus on fewer initiatives and make a big impact in those initiatives. This also builds momentum. Remember, it’s not an expense, it’s an investment, so put time and capital into it. God may surprise you with the ROI.
Mark: Jeff, thanks so much for spending the time and sharing your insights with us today, despite your busy schedule. We do appreciate it. By sharing this, we hope to encourage other great organizations to follow your example, and to build Kingdom-minded organizations through their human resources practices, encouraging activities with meaningful aspects, like solid employee engagement programs such as yours.
Mark Griffin is founder and Chief Consultant at In His Name HR LLC. He has over 20 years of HR experience. Follow Mark on Facebook, Twitter, and LinkedIn.
Want to make High Performance HR Systems including Employee Relations a reality in your organization? Check out the HR Mastery Toolkit and learn how.
Mark A. Griffin | Blog, Human Resources
Aug 7, 2014
It’s no secret that businesses want to succeed. It also should be no surprise that their employees 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, then, becomes: How can organizations most effectively encourage and support their employees’ success?
Mark Griffin, founder of In HIS Name HR and a professional with more than two decades of experience working with high performance organizations, is uniquely qualified to explore this question.
Managing Employees to Success promises to be an interesting and interactive event that will offer fresh ideas and productivity-enhancing insights for employers and employees alike.
Please join us for this important Messiah College Business Alumni Networking Breakfast Tuesday, September 16, 2014 at the Eden Resort Lancaster PA.
Watch The Video Of The Presentation
Register Here
Mark A. Griffin | Blog, Events
Oct 15, 2012
Leviticus 19:35
35Do not use dishonest standards when measuring length, weight or quantity.
It goes with out saying that, as Christian Business Leaders, we should always manage using Christian principles. The sometimes subtle shaving or rounding of numbers can get out of hand. We all immediately get defensive and say we would not be involved in it, but I am sure that, statistically speaking, we have all been involved in matters that we are not proud of. One overlooked area of potential dishonesty is having goals and objectives or production quotas that are just simply unreachable by employees. Having witnessed this firsthand, the following is a likely scenario.
A new manager comes on board. The new manager does not like a certain subordinate. The subordinate, although a long-term employee and well liked, is now under increased scrutiny of the new manager. The new manager shows a negative bias as to the employee’s personal activities, education, and even their personal life activities. The new manager not only demands unreasonable objectives from the employee, but they also eliminate any support positions or staff that support the subordinate’s function. The employee begins a spiral downturn of poor performance, crying out for assistance until the new manager gets his twisted objective met and fires the employee. The manager then hires someone at two-thirds the pay and rationalizes his decision on a warped sense of “lack of performance”.
This, dear reader, is dishonest, but practiced in some organizations.
The best solution to setting unrealistic goals and standards that lead to termination is simply to never get there at all. But, if your organization has, now is the time to correct it, ask for forgiveness and move on. If you are honoring God by managing an organization beyond reproach, you are building a “Kingdom Minded” Organization.
Help our community of readers
What dishonest practices have you met in your career? (Please do not include names of individuals, organizations or companies.) What God-honoring processes, as they relate to goals and objectives, have you witnessed?
Mark A. Griffin | Inspiration
