Jun 6, 2018
Why are people leaving your organization?
My client’s eyes glazed over when I asked her this. She didn’t know why more than 13 percent of her workforce left every year – and hadn’t even thought about figuring out the reasons.
In my experience, most organizations fail to document why people leave.
If they do conduct exit interviews, they often don’t probe deeply enough. Or, they fail to effectively learn from their findings and implement change for the better.
How to Keep People
According to The Wall Street Journal, by the time a talented worker has decided to leave, it’s probably too late to make the necessary improvements to keep them. But, finding out why people aren’t staying with your organization is critical to your future success, especially in tough economic times.
Keeping competent employees is one of the best ways to save your organization a lot of money and keep a cohesive and healthy workplace culture. The high cost of hiring and training employees warrants that you learn from what isn’t working, every time.
There are several reasons why people leave. In previous articles we have discussed many. One area that continues to gain attention is organizational vision or lack thereof. Make sure your vision is properly integrated within your HR programs. Employees need to be part of it and understand where you are going. A recent article from Barnard Marr on CNBC.com cites “No Vision” as being a leading cause of turnover. I agree. Most employees want a hope and a future and a great vision that is bought in by all helps create energy in the workplace.
So, appreciate the rich source of information that a good exit interview brings!
A good exit interview finds out these three (3) things:
- What the work climate is really like?
- Whether and how are your managers are failing.
- What’s missing?
Do your employees get what they really need to do well? If people are leaving too frequently, it’s time to find out why.
Make sure your exit interview includes these three (3) questions:
- When did you realize you wanted to leave?
- Did you and your manager set goals and objectives together?
- How often did you receive helpful feedback from your leadership?
Ending Well
First, conduct your exit interview with a spirit of grace and graciousness. Your concern and honest inquiry into the reasons your employee is leaving will yield valuable insights if you put them at ease. This is where your core values come in.
Second, remember to set up an exit interview at a time designed to give you the best information. Don’t rush in at the last minute, just before your employee’s departure, or try to get information after they’ve already moved on.
Finally, wish the employee well in their new endeavor. At some point, they may want to come back. If they feel cared for during this last important experience, they will know that the door is still open. Losing a talented employee is disappointing, but it might be redeemed if they happily return in the future.
Have you used exit interviewing before? Please take a few moments and tell our community of readers your experience.
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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
May 9, 2018
The economy has been changing rapidly over the past several months. Now more than ever employees are starting to look at their career options. Turnover issues transcend all profit and non profit organizations.
In my 25-plus-year career in human resources, I’ve noticed that, while people will endure fewer amenities and less pay, there are three reasons skillful workers will leave to another job:
(1) No progress
When employees sense no potential for career progress, or leaders are unaware that advancement is important, they look for better options.
(2) Feeling unappreciated
When employees receive little or no gratitude for their contributions, it’s demoralizing — they seek more rewarding work elsewhere. The biggest surprise? Many times, during exit interviews, departing employees disclose that a simple, verbal “thank you” would have made them feel sufficiently appreciated.
(3) Sheer Boredom
Without savvy leaders or a solid idea of the big picture (Vision), employees don’t see concrete, interesting ways to contribute outside of the ordinary scope of their jobs. Things grow tedious and employees hunt for new challenges to make work feel more meaningful.
So, while you might think your employees desire high pay, a corner office, or a cushy benefits package, the truth is that the best employees are satisfied with simpler, more personal benefits.
Be thoughtful — find out what motivates your employees! This simple investment will ensure improved worker retention, enhanced overall morale, and increased organizational loyalty. And isn’t that what you really want?
Action Steps
What can you do as an employer right now to keep your best employees? This article provides some great ideas.
One more thing…what’s the Surprising New Reason People Quit?
Forbes magazine reveals a new reason spiking among employees who quit:
The Final Reason (4) – Not enough flexibility for work-life balance
Not long ago this reason primarily concerned mothers, but now both men and women will leave pay increases and promotions behind to have a manageable work schedule that doesn’t crowd out the rest of life.
Keep in mind that, as a new generation of workers comes of age and/or starts having children, many will value fulfilling connections with family and friends above a full workload. Climbing the workplace ladder is simply not as important to young workers today as in prior generations. Many are talented and capable, but will choose a desirable work-life balance over monetary or organizational rewards.
So, if you are concerned with retaining talented employees while also saving time and money in hiring and training costs, remember these Top 4 Reasons and the new trend that makes talented people quit. It could make keeping great people you need much easier.
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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
Apr 25, 2018
Contact: Mark A. Griffin, In HIS Name HR LLC, 717-572-2183
MGriffin@InHISNameHR.com Book Rereleased in Spanish Provides Christian Inspiration for Business Leaders and Professionals
LANCASTER, Penn., April 25, 2018—
In May 2012 How to Build “Kingdom-Minded” Organizations by Mark A. Griffin was published, and its success was significant that organizations across the US and UK now use it as a guide not just within leadership teams but also boards of directors.
Six years after its first publication, in response to popular demand, How to Build “Kingdom-Minded” Organizations has now been translated into Spanish.
Since the 2008 global financial crisis, the world has endured some of the toughest economic times since the Great Depression, with business leaders and employees alike enduring increasing pressure simply to survive. Too often, the workplace has become devoid of hope and genuine purpose, despite it being where many of us spend the majority of our time.
In that time, author Mark A. Griffin, an HR consultant and career coach, has traveled the world researching, partnering and exploring how poverty can be alleviated by job growth within suffering countries like the Ukraine, India, Honduras, Nicaragua, Haiti and the Dominican Republic, in contrast to the charity model that more often fails. That has created increased demand for the book’s release in other languages.
After more than 25 years in a corporate world where pursuit of profit has become paramount, Mark Griffin is adamant there is a better way to do business. In How to Build “Kingdom-Minded” Organizations, Mark inspires Christian business leaders who want to create a values-led organization to bring Christ into the workplace.
With more than two dozen years as an HR executive in companies ranging from small to high-profile Fortune 500, Mark Griffin has emerged as the leading thought expert in human resources from a Christian perspective and speaks at conferences nationwide. Mark also inspires thousands of listeners through a network of Christian radio stations and a 12-part podcast series based on his book.
Mark’s remarkable book continues to empower business leaders to be bold about bringing their faith into their workplace. Aware that it takes great courage to step away from the business practices that dominate America’s corporate world, his book provides simple and effective tools designed to constructively integrate the teachings of Christ into any organization. It provides the starting point for those who want to create, build and develop their own profitable values-led business as a stable, positive environment in which employee wellbeing is enhanced, improving quality and productivity.
Through his organization, In HIS Name HR LLC, Mark is on a mission to provide world-class business consulting that allows clients to be prosperous while still “Kingdom-minded,” by instilling a Christian ethos and establishing goals that reflect that ethos.
Radical, inspirational and affirmative, Mark Griffin’s template for Kingdom-minded businesses is an idea whose time has come.
How to Build “Kingdom-Minded” Organizations is available in both English and now Spanish at Amazon.com. To learn more about the Spanish edition please visit: www.organizacionesorientadasalreino.com.
Learn more about Mark A. Griffin and his quest to help the Christian-owned company live their faith by visiting him at www.InHISNameHR.com, or connect with him on www.Twitter.com/InHISNameHR.
Mark A. Griffin | Blog, Christian Higher Ed HR, Kingdom Company Building, Special Topic
Apr 2, 2018
Huge changes in the labor force draw near. Here’s how to get prepared!
Baby Boomers are a very influential demographic of people born after World War II, in the years 1946‒1964, and will soon represent a whopping 40 percent of the workforce. In 1950, only one in six workers were over the age of 55. In less than two decades, one of every four workers will be over age 55. Multigenerational organizations are now the norm, with many organizations employing people who are in their sixth or seventh decade of life.
The impact is enormous. It will continue to affect the workplace everywhere in the U.S. Some Boomers plan to retire, leaving giant gaps and a vortex-style “brain drain” across most industries. Others will stay working or shift to part-time employment, creating new challenges most organizations are unaware of or unequipped to handle. Either way, the costs could be devastating, so preparing now is crucial.
Activate These 3 Concepts to Avoid Trouble:
(1) Retention
Economic woes have resulted in most Boomers not being ready for retirement at the normal age range of 62 to 70. The AARP reports that a full 25 percent of Boomers have no savings on which to retire whatsoever, and a mere 14 percent plan to retire when the time comes. Nevertheless, only 52 percent of organizations have policies to rehire retired workers. Ensure that your organization is ready for this inevitability.
(2) Train for the Talent Gap
Many Boomers have vast working experience, crucial expertise, and command top pay. Too few organizations are utilizing Boomers to train younger workers while they are still around. Job mentoring, job shadowing, and job sharing with younger workers are three important options to make the transition less painful. Move quickly to create programs to train younger workers alongside Boomers before it’s too late. Additionally, more sophisticated recruitment and hiring programs are needed to find qualified and competent talent in a shrinking pool with a wider age spectrum.
(3) Accommodate
Most organizations are not prepared to accommodate aging workers; so work-related disability claims are expected to rise sharply. That’s expensive! Take steps now to create a safe and accommodating work environment to avoid injuries and to make working less stressful for an older workforce. A Human Resources consultant can assess what changes are necessary to avoid workplace injuries and boost morale.
Those Boomers who want to continue working often face discrimination and prejudice. In truth, this population typically comprises excellent workers who are far more flexible, able to learn, and more technologically savvy than the persisting stereotype would have us believe. Plus, employment laws protect them against unfair hiring practices. Avoid lawsuits and potential problems by knowing the law and complying with it. If you have not read this article regarding HR legal compliance, please do so.
According to the Sloan Center on Aging and Work, organizations can do a lot to ensure that Boomers work to an older age and do well on the job. Flexible work options, participation in decisions, chances to develop new skills and competencies, and regular engagement will help Boomers succeed in your organization for years to come. By valuing them properly, you will mutually reap the rewards.
As the demographic shifts, many organizations will experience disruption or harm—but it doesn’t have to be your organization! Right now is the time to make sure that you are prepared for the biggest demographic shift in the history of American labor.
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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 21, 2018
Faith Based Nonprofit Resource Center Conference
May 30th 2018
The Embassy Suites Newark, DE
It’s no secret that your Nonprofit wants to succeed. It also should be no surprise that your employees want to succeed! Of course, there’s often a strong, positive relationship between the two—when employees succeed, so do the Nonprofit’s they serve.
A key question, then, becomes: How can organizations most effectively find, train, motivate and encourage employees’ success?
Topics To Be Covered
- Marketing your Nonprofit in today’s difficult labor situation.
- What should we have in place to be attractive?
- Where are Nonprofit finding employees?
- What are the three most important steps of an effective hiring process?
This presentation will also help prepare people within your organization who may want to move into a HR role. The presentation is highly interactive (includes table exercises) and gives participants the opportunity to collaborate with other organizations.
Learn More Here
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 attends 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, 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
Sep 20, 2017
Vision statements should consider how the market and your customer base may change within the next three, five, or seven years, how such changes can create opportunities for your organization, how to bridge the distance between how things are today and where you envision you want to be within your established timeframe, how you will surpass your competitors in order to gain greater market share, and also what you are doing collectively to capitalize on the changes in business conditions and your business’s needs.
Like a mission, an organization’s vision has ideally been created/ contributed to by all employees. The more buy-in an organization has among its employees, the greater the effectiveness of the vision. The vision should inspire—it demonstrates where the organization as a whole wants to be, and what will occur as it delivers on its mission. It is where an organization envisions itself in those three, five, or seven years. (We prefer five years, because that is a reasonable amount of time for most organizations to get to the next step.)
So, whereas the mission is what an organization does best every day, its vision is what the future looks like when it fulfills its mission exceedingly well. Some effective vision statements include Nike: To be the number one athletic company in the world, and Amazon: Our vision is to be earth’s most customer-centric company; to build a place where people can come to find and discover anything they might want to buy online.
When I worked for Gatorade, we developed an incredible advantage over the competition because we took the time to establish its vision, where they were going and when they wanted to get there, and ensured that every employee shared this vision. Gatorade’s competitors at the time, Powerade and All Sport, faded away as a result, because they lacked a commonly shared vision, they lacked direction—they lacked a road map.
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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
Sep 5, 2017
Successful organizations begin by establishing their mission, which is the core reason for their existence—the product or service they provide, who they provide it to, and the benefits of that product or service. A lack of an established mission means that not only are staff and management unsure of their purpose, but customers and vendors are also left in the dark, uncertain of what to expect.
An organization’s mission ideally defines what it does best every day and why, and reflects the customer’s needs as well. Having a mission is the foundation upon which a high-performing organization’s dreams and potential become reality. Essentially, it affirms the reason(s) why an organization exists.
Under the guidance of a project facilitator, a team of senior management begins by developing a framework of what they believe the mission should be. The facilitator shares and explains this mission framework to each supervisory layer, soliciting input on each occasion, and ultimately shares it with the employees who then sit down with a good human resources representative in a roundtable session to discuss it and generate further input. The facilitator may need to go back and forth a few times before a final product is derived. Once the majority of employees and management agree to the refined mission, all employees need to agree to respect and support it.
A primary benefit to creating or revisiting a mission is that it opens up communication within and throughout an organization. Every successful organization has a clearly established mission, one that has been developed with input from all employees collectively, not simply flowing down from the top. By engaging employees in establishing their organization’s mission, they become fully invested in it. The mission must be ingrained within the organization’s culture. Not only are employees and customers made familiar with the organization’s mission; candidates are also exposed to the mission of high-performing organizations during the interview process, before they’re offered a position.
Some tips to remember when writing a mission statement: 1) keep it short and easy to remember; 2) specify who your target customer is and describe the advantages you offer; and 3) define your product clearly and how it differs from the competition.
You may be wondering how you can say all that and still keep your mission statement short and memorable. Here are two strong examples from high-performing organizations with effective mission statements.
Google: We organize the world‘s information and make it universally accessible and useful. Their marketplace? The world. Their product and its advantages? Organizing the world’s information to make it easily accessible and useful. They do this and they do it exceedingly well.
Starbucks: We inspire and nurture the human spirit — one person, one cup, and one neighborhood at a time. Their marketplace? Also, essentially the world, yet they stress the individual: one person, one neighborhood at a time to maintain a personal feel. We are already very familiar with their product and social coffeehouse environment, aren’t we?
Let’s look at a Bible College and Seminary Mission.
Lancaster Bible College|Capital Seminary & Graduate School: Our focus is on your journey to fulfill God’s purpose for your life. Our mission has remained constant since 1933: To educate Christian students to think and live a biblical worldview and to proclaim Christ by serving Him in the Church and society.
And finally a Private Christian College.
Messiah College: Our mission is to educate men and women toward maturity of intellect, character and Christian faith in preparation for lives of service, leadership and reconciliation in church and society.
In addition to a mission statement, all high-performing organizations possess a clearly defined vision. Organizations with an established vision have a workplace of direction, purpose, and achievement. These organizations envision where they want to be and do the appropriate things to get there. Every employee is given a copy of this road map.
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
