Oct 8, 2019
HR practices that can best help your “Kingdom-Minded” organization and business protect its mission in todays’ hostile world.
Teague Learning Commons
Thursday November 14, 2019
8AM-Noon
Presenter Mark Griffin has seen it all in his more than 25 years of Human Resources experience gained by working with a wide range of organizations, from small businesses to Fortune 500 companies to Christian Colleges, Ministries and Churches.
Presenter Randall Wenger Esq. has a myriad of experiences from all his years of working on religious liberty cases in Pennsylvania including the Conestoga Wood Specialties case that resulted in a landmark victory in the US Supreme Court for religious liberty and the sanctity of life. Randy understands the pressures and dangers that are facing those who want to run their businesses and organizations in line with their Christian values.
Let Mark and Randy help you by sharing their experiences in helping a variety of organizations manage their beliefs in the reality of today’s workplace.
Leading an organization with Christ-centered values makes organizational sense.
Mark will share why he believes Christ-centered organizations experience:
- Lower absenteeism
- Higher quality products
- Less employee morale issues
- Safer work environments
- Better perceptions by customers and vendors
Mark will also share how he helps organizations develop HR practices that reflect their core values and still build a high performance organization.
Topics To Be Covered
- Legislative and policy dangers
- Current state of religious liberty in court
- Creating a high performance culture through practical HR competency development
- Where most organizations go wrong engaging employees
- Setting expectations
- HR tools for creating success
- Employee policy manuals
- Codes of Conduct
- Employee relations and communications
- Performance management
- Counseling and discipline procedures
- Terminations
- An overview of labor laws
Click Here For Tickets
Teague Learning Commons (Map)
About The Pennsylvania Family Institute
The Mission of the Pennsylvania Family Institute is to strengthen families by restoring to public life the traditional, foundational principles and values essential for the well-being of society. It is the only full-time, professionally staffed non-profit organization representing family values—your values—in the state capitol. It encourages responsible citizenship and involvement in civic affairs to promote respect for life, family, marriage and religious liberty.
About The Presenters
Randall L. Wenger, Esq. – COO & Chief Counsel
Randall Wenger is Chief Counsel of the Independence Law Center in Harrisburg, a pro-bono law center affiliated with the Pennsylvania Family Institute and dedicated to maintaining those liberties that have made America great and free. He has litigated in federal courts all around the county, and his cases have included the free exercise of religion, freedom of speech, bodily privacy, and pro-life issues. In addition to his role with the Independence Law Center, he is COO of the Pennsylvania Family Institute.
Randall has an economics degree from the University of Chicago and earned his J.D. at the University of Pennsylvania. He lives in Lancaster County, and he and his wife Tina have seven children.
Mark A. Griffin, MBA – President and Founder In HIS Name HR LLC
Mark is a human resources professional with 25-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.
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, Events
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.
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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
Feb 11, 2019
ABHE Annual Meeting
February 20-22, 2019 | Rosen Plaza Hotel, Orlando Florida
While never preferred, conflict seems a part of most every organization. What are prudent principles for peacemaking? What do expert HR leaders understand that makes resolution positive and developmental? Participants will learn from a veteran consultant:
- Principles for positive conflict resolution
- Insights gained from experience and research.
- Warnings to heed and mistakes to avoid
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
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.
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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
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
Mar 20, 2018
Find the right person for the right job!
It sounds simple, but it won’t come easily without planning and a process. Getting the wrong people not only kills performance but can also damage your reputation.
And, of course, you don’t have the money to do it wrong. Training misfit or unqualified new employees always costs more in the long run than hiring the right person in the first place. Additionally, turnover is higher if employees haven’t been recruited properly. Employees grow disappointed when their position is out of their depth or the job isn’t what they thought it would be. They leave as soon as they find a better fit.
How do you hire people the right way? How do you find talent well suited for your organization and its open job position?
Remember these 3 simple tips
(1) Develop and Finalize a Thorough Job Description.
Craft a job description that matches your need, using the two most critical modes:
- Use the right template from the beginning, each and every time you create a position, to ensure that all information necessary is covered; and
- Train employees to create their own descriptions, because they know their job better than anyone.
Without a clear job description, when employees discover that a lot more is expected of them, frustration and stress result. Draft a description that is not too generalized—vagaries only hurt your organization and catch new hires off guard.
At high-performance organizations, employees know why they are there and what their specific job duties are. The description should note expectations of the job, skills or education needed, and duties and related responsibilities; plus, who they report to, and when. Include how they will be evaluated, and who will train them or be available to consult if they run into trouble.
Realistically, not everything can be covered in a job description, add a segment stating that related duties and responsibilities may arise or exist that are not detailed in the job description. Otherwise, a worker may take advantage of a concise description to avoid putting in the necessary extra effort by claiming, “That’s not my job.”
(2) Filter Your Resumes
A filter is created from the core requirements of the job description. It gives the resume screener a baseline to efficiently weed out resumes and applications that don’t meet the minimum qualifications of the descriptions. Consider outsourcing the screening process to a professional firm that will funnel the best prospects to you, or enlist someone to handle the slush pile of applications, and then feed you the cream of the crop. Filtering the process is important.
(3) Memorialize the Recruiting Process
Develop key steps to use in the process every time to ensure recruitment efficiency and fairness. Consider including the steps within these four categories as you create your own organizational recruitment process:
How your candidate pool is created (job description, advertising, screening, etc.)
How the interview process is conducted (interview questions, background check consent, candidate evaluation forms, etc.)
How a selection is made (who decides on the new hire, how are they and other candidates notified, etc.)
The elements of your hiring process (pre-employment physical, drug and alcohol testing, notifications, etc.)
It pays to spend the time and money up front to ensure a well-tuned process. An outside Human Resources firm can set up all the details involved in your recruitment and hiring process to streamline and maximize the procedure. The result will be a clear and useful tool to boost organizational performance and save costs.
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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 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
