Post-Covid-19, workplaces are now settling into a new reality.
For nearly 80 years, Wycliffe has helped people around the world translate the Bible into their own languages. Wycliffe believes that the Bible is God’s Word to us, and something that everyone should be granted the opportunity to understand in a language and format that speaks clearly to their hearts. Nearly 2,000 languages around the world are still awaiting a translation project to start. Once people receive Scripture in their own language, lives often change in amazing ways. People are transformed as they discover Jesus Christ and enter into a right relationship with God. That’s why Wycliffe Bible Translators exists: to help speakers of these remaining languages experience the Bible for themselves.
Finding organizations with professionals who are doing an excellent job in this area can be difficult. But with God, divine appointments happen to me often. I had the opportunity to meet with Jennifer Holloran, Chief Operating Officer for Wycliffe Bible Translators. During our discussion it became very apparent that Jennifer’s leadership, as it relates to employee development and engagement, would benefit us all if it were shared.
Mark: Jennifer, thank you so much for taking the time to meet with me. I think what strikes me upon reading the culture of Wycliffe is how intentionally you are working to integrate your MVVs into your HR practices. As you know, we have built our firm, In HIS Name HR, on this practice. That’s because an organization with a well-crafted MVV always seems to keep its employees focused. Can you tell me how you have ensured your employees remained energized and focused in the face of this chaos we call Covid-19?
Jennifer: Thanks for asking, Mark. In many ways, Wycliffe was particularly blessed in the timing of the start of Covid-19 regarding this issue. We had completed an update to our mission, vision, and core values in March 2020, a process that involved gathering feedback from our global staff and working with our Board to craft wording that would serve us for this next season of ministry. So, as we entered the Covid-19 pandemic, we had already developed these guiding statements before finding ourselves in lockdown.
However, even that good timing would not have been enough to keep people engaged over 2020 and into 2021, especially given the many dividing issues that have come up on top of the pandemic. While we consider all of our guiding statements important, we have given particular attention to our core value of Loving God and Loving Others in response to this difficult time. We put out regular content to our staff through a spiritual formation series we call Deeply Rooted, we talk about this value frequently in our staff meetings, and we bring our staff back to the core of who we are and what we do, regularly.
While we would not say that we have done this perfectly, and the hybrid work environment makes alignment more challenging, we strive to help our staff stay unified and focused on what matters most.
Mark: We know that some of the ways in which we now do our work in our organizations, given the pandemic, have persisted and become normalized. What types of changes do you see to what we might call the “new normal?”
Jennifer: I think we have all realized that the hybrid work model is here to stay. Similarly, for organizations like ours that work in a global space, many questions remain about the future of work travel for face-to-face relationship building and problem solving. We have all found ourselves stretched by finding ways to build and maintain relationships, and to grow and strengthen our community and culture with our staff, in this season. We all have to become better at clearly defining our organizational culture in this kind of environment, because we can no longer rely on some of the methods we have used in the past.
I also believe that we will continue to wrestle with the challenge of staff engagement and staff retention. I recently had the opportunity to attend an HR conference where much of the discussion was about “The Great Resignation,” as the impact of the pandemic is causing people to think about how they want to spend their lives. This reality creates both a challenge and an opportunity for us. It means we need to become even more intentional about building trust and instilling purpose in our staff.
For nonprofits and Christian organizations, we have the opportunity to attract and retain staff in this environment because we offer meaningful work that makes an impact on the world. We can do this much more effectively when we have clarity about our mission, vision, and values. When we know who we are, and what we do as an organization, and we can articulate that clearly, it helps people to opt in and stay committed.
There’s one other aspect I want to mention here: The last 18 months has taken a real toll on people. Burnout, stress, anxiety, and depression are realities for many people, including ours, as they adapted to a changing work environment and shouldered concern for their families, friends, and churches. We have an opportunity to shine here by showing care for our staff above and beyond what they do for our organization. Let’s remember that our staff are more than just their work. If we can get into that habit now, it will serve us well today, and into the future, beyond the pandemic.
Mark: Were you able to establish new work patterns that promote engagement to help employees effectively deal with and overcome feeling isolated?
Jennifer: For many years, Wycliffe has had a combination of staff who have worked remotely from headquarters and staff who have worked completely in-office. So, we had some patterns established before the start of the pandemic to help people stay connected. Instead, what the pandemic has taught us is that we had a lot of work to do in the area of staff experience. We have always had staff who participated in events virtually, served on virtual or hybrid teams, and primarily stayed connected with organizational information through digital means. However, it was humbling and beneficial for those of us accustomed to an in-person experience to discover what it felt like to participate in the organization remotely.
Today, we talk more about how to make sure that any organizational event or activity has the virtual experience in mind. We see the work of connectedness as a two-way street. As leaders, we have a responsibility to make accessible pathways for virtual connection and make those pathways as inviting and inclusive as possible. At the same time, we need our staff’s commitment to show up, read the information that’s sent out, and participate, so we now talk about that with our staff more.
Mark: How are you building team cohesiveness when many employees work remotely?
Jennifer: One way we work on team cohesiveness is to emphasize the importance of teams with our managers. We see teams as one of our most important avenues for culture building. For us, that includes asking our managers to host weekly times of team prayer and devotions and encouraging our managers to attend and debrief organizational events together with their teams.
Team cohesiveness involves helping teams work effectively together and binding the team together, from top to bottom. We see that as a combination of top-down and bottom-up: cascading communication down through our layers of leadership and encouraging feedback up the supervisory chain to invite thoughts, ideas, and concerns from multiple levels of the organization. Now, I realize that accomplishing this always sounds easier than making it an ongoing reality. Still, we believe it is a goal worth striving toward to help us operate together effectively as a team.
Mark: Did you find it necessary to revamp most of your employment policies due to Covid-19? How were policies and procedures added or changed to reflect current practices?
Jennifer: The policies and procedures we have found most impacted by Covid-19 include those that have to do with workplace safety and flexible work arrangements. Immediately upon the initial lockdown, we instituted many safety practices to help our essential workers come into the office safely. In addition, we have continued to adjust our policies and procedures around workplace and public safety as needed, based on CDC guidelines, local Covid-19 community transmission numbers, and the advice of medical professionals keeping an eye on the latest research findings.
On the flexible work arrangement side, we have found that Covid-19 has served as a catalyst for good conversations about what matters most to us regarding in-person vs. remote participation. For now, we have settled on a 60/40 policy for staff at the headquarters (60% of their FTE in-office and 40% remote). Alongside that policy comes new expectations for managers as they learn to measure productivity and hold people accountable while creating a sense of community in a hybrid setting with their direct reports. We still have much to learn as we see how these policies and practices work in real life.
Mark: How have you been able to develop programs to support leadership in its ability to manage a distributed workforce?
Jennifer: Like many organizations, this area is heavily a work in progress for us as we continue to learn more about effectively managing remotely. We have tried to provide support through technology like Zoom, Slack, Google Workspace, and other connectivity options. Additionally, we have encouraged healthy rhythms in the life of managers with their teams—regular one-on-one check-ins, team meetings, etc.
Our leaders oversee very different kinds of teams—some have entirely in-person teams because of the type of work they do, some have hybrid teams, and others work with globally situated teams that have to manage significant time-zone and connectivity differences along with the everyday challenges of remote teaming. Rather than establish one kind of program to fit those different scenarios, we have worked toward guidelines within which managers have a lot of flexibility to address their unique situations. We want managers to be part of the creative problem solving needed to create workable solutions for the future.
At the same time, we also see the need for a stronger focus on leadership development. We cannot expect leaders to thrive in increasing complexity if we have not helped them build a solid foundation in leading themselves and leading others, and, for senior leaders, leading the organization. So, we give attention to developing a leadership development program that will ensure our leaders have a solid platform of leadership principles on which to stand.
Mark: I meet with many executive leaders who, in private, admit they are really worn down, losing steam. All of the divisiveness and emotions that have permeated the world in the past 18 months are a lot for many of us to take. What one piece of advice would you share that has helped you motivate key leaders as we try to navigate toward what may become our “new normal?”
Jennifer: Mark, I wish more executive leaders would admit this openly! It shows that executive leaders are human too. But, seriously, my advice is: Don’t feel alone. I believe most executive leaders are feeling the fatigue of the past 18 months. We have been called to lead during a very challenging season.
Two pieces of advice have been beneficial as I have worked with leaders during this time. First, give yourself grace. Take the steps you need to take to lead from a healthy place, not just for you but also as an example to your organization. That could mean examining your energy level and your priorities and applying what you learn to your calendar.
Second, view the changes that have happened around us as an opportunity for creativity and innovation for the future, rather than as a temporary stopping place before going back to “the time before.” We cannot go back to the world as it was before. Instead, we have an opportunity to rethink some of our past norms and practices that have not have served us well—maybe upon reflection, those practices weren’t healthy or well-aligned with our mission and values. Instead, we can institute new ways of working that truly reflect who we want to be and how we want to reach our mission and vision.
Mark: We at IHN HR believe that the most successful organizations have their MVV integrated into their HR practices, ensure it is used in recruitment, build it into their annual goal and review process, and also make it a focus within career development. Can you tell us how you are accomplishing this?
Jennifer: I agree with you, Mark. I would take this statement broader, in that our mission, vision, and values must drive our strategic priorities and our supporting operations, with HR serving as a critical player in helping our people encounter our guiding statements repeatedly. Now, I can tell you—we don’t do this perfectly today, but we are currently in the process of reviewing all of our HR policies and practices to make sure we have designed them to support where Wycliffe needs to go in the future.
When I say “all HR policies and practices,” I would encourage HR practitioners and leaders to think beyond the obvious ones, like recruiting, onboarding, and performance management. We need to look for alignment in the less obvious aspects, too. For example, when we have to help our staff resolve conflict, do our methods reflect and reinforce our values? If we have to conduct a layoff, can we do it in a way that communicates our values in the process and potentially leads the former staff person to stay committed to our mission and vision, even if they no longer have the employment connection?
Mark: Thank you, Jennifer, for taking the time to meet with me today. We will pray for continued blessings over Wycliffe Bible Translators’ employees, their families, and all who meet the Lord through their efforts. May the Lord continue to bless you, so you prosper in all you do.
Mark A. Griffin is founder and Chief Consultant at In HIS Name HR LLC. He has over 25 years of HR experience. In His Name HR helps organizations build high-performance human resource programs. Follow him on Facebook, Twitterand LinkedIn.
In His Name HR helps organizations build high-performance human resource programs. E-mail us here.
The Covid-19 pandemic caught many people off-guard, and has proven to be a hard time for nearly all of us in one form or another. Employers who were forced to close due to the lockdown and cannot afford to maintain staffing have laid off employees. Yet, opportunities have arisen to those with an eye to adapting. Many organizations, sensing a future that involves an expansion of telecommuting and the use of independent contractors, have begun hiring remote workers for routine tasks.
As a result, hundreds of thousands of jobs that can be performed offsite and at a distance are more readily available today.
If you are looking for places to start your job search, particularly with nonprofit and for-profit religious organizations that strive to maintain Christian ethics in the workplace, these resources should help.
Job Shepherd was created to meet the demand by Christian employers, including ministries, camps, churches, colleges, and Christian for-profit companies in their search for qualified job candidates.
Christian Remote Jobs
If you are looking for a job that is Christian influenced, these religious organizations offer Christian employment opportunities that can be fulfilled safely from home.
Concordia, a nonprofit institution established by the Lutheran church, is one of the best providers of faith-based jobs, and are currently seeking remote faculty to teach their college courses online. Find Concordia’s job opportunities here.
Grand Canyon University
Want to work in a faith-based institution that weaves a Christian perspective through their curriculum? Then Grand Canyon University is an ideal choice. In light of the current global pandemic, the university is hiring both part-time and full-time adjunct faculty to teach online courses.
Northwest Christian University
Northwest Christian University is hiring faculty for a variety of subjects. All faculty positions are remote and selected persons will teach from offsite locations via online lectures.
Companies that match employers to remote employees and independent contractors
This company was created as a work-from-home company, and hires bookkeepers, executive assistants and web specialists. The vision of Belay is to “glorify God by rendering solutions that equip clients with the confidence to climb higher.” Check out Belay’s jobs here.
Christian Job Fair
This is a Christian-owned, privately held company that helps you find work that requires a degree, but also work you can do without any specific degree or skills. Virtual positions were on the rise before the pandemic, and in the current situation, the need has grown exponentially.
Christian Job Fair allows job seekers access to thousands of Christian ministry jobs, and positions with religious nonprofit ministries. Christian organizations and churches are provided with an easy and inexpensive way to hire for their Christian jobs, ministry jobs, and church openings. Christian employers can interview through chat, Skype, Zoom, email and phone. Website
Christian and Other Job Boards
In addition to the companies listed above, Christian job boards can also be of great help. For example, ChristianJobs.com is a job board that connects believers in the workplace. Here you can find jobs that exclusively promote Christian ethics in the workplace. They now feature a Work from Home category for any qualified candidates.
This is a paid membership job board which promotes flexible and remote work, and they feature a specific section for Christian job seekers. They vet every job posting to avoid scams. Connect with FlexJobs here.
Hire My Mom
This website connects moms who are seeking work-from-home jobs with professionals. Its founder, Lesley Pyle, is a lover of Jesus and has strong faith in humanity. Visit Hire My Mom here.
Indeed pulls the results from all major job board sites, including faith-based jobs, saving you considerable time and effort when searching for your next job.
Jobs In Christian Higher Education
The Association for Biblical Higher Education (ABHE)
ABHE is made of approximately 200 postsecondary institutions specializing in biblical ministry formation and professional leadership education. Visit ABHE’s Job Board.
The Council for Christian Colleges & Universities
CCCU is a higher education association of more than 180 Christian institutions around the world. With campuses across the globe, including more than 150 in the U.S. and Canada and more than 30 in another 18 countries, CCCU institutions are accredited, comprehensive colleges and universities whose missions are Christ-centered and rooted in the historic Christian faith. See CCCU’s Job Board here.
Association of Business Administrators of Christian Colleges (ABACC)
The mission of ABACC is to improve the standard of business management in schools of Christian Higher Education by providing professional development, networking and mutual support to their business leadership. Find ABACC’s Job Board here.
Christian University Jobs (CUJ)
CUJ provides access to career opportunities in more than 275 Christian universities, Bible colleges, seminaries, and vocational and theological schools in the US and Canada. Source CUJ’s Job Board here.
In this Fox Business article, get tips and leads on identifying secular companies that are now seeking to hire remote workers, including Aetna, Adobe and Dell.
These are changing times for all of us. We pray that these resources will jumpstart your job search.
Your organization faces novel challenges stemming from the COVID-19 pandemic. The coronavirus has created turmoil for you and your most important resource, your employees. We want to help you. Now is the time to reset the old ways, decide how to restart, and move forward.
The first step is to reflect on why you exist as organization, what you stand for, and how you can best work with your employees to ensure mutual prosperity while advancing the ministries you support, the communities in which you live, and the families of the employees who make up your organization. Ensuring a workplace that promotes Christian values contributes to all of that.
This month celebrates the 8-year publication anniversary of the book How To Build “Kingdom-Minded” Organizations. In it, author, speaker and noted HR consultant Mark A. Griffin illustrates how leaders can build values-led organizations and maintain Christian workplace ethics designed to help weather difficult economic times.
Mark doesn’t just explain why establishing Christian values in the workplace is important—he shows you how to make it happen. Using a model he developed through years of organizational development experiences, Mark demonstrates how to weave your organization’s mission, vision and values into all of your HR practices. This ensures your Christ-centered culture is integrated into your organization and maintained, now and in the future.
Take advantage of this special anniversary discount to benefit from Mark’s guidance on how you might best build successful, lasting “Kingdom-minded” organizations in today’s politically correct business world. Mark will inspire you to be bold and brave in your faith, and ensure that Christ is in your workplace.
Special for the month of May 2020
1/2 off Retail Price
About the Author
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 companies pilot the complex issues of managing HR.
As a human resource professional with 20-plus years of experience in both private and public companies (e.g., Quaker Oats, Kodak, Merck), Mark is passionate about building high-performance workplaces that utilize best practices and lead with strong values.
A veteran of the United States Air Force, Mark earned his MBA while interning for Congressmen Kanjorski as a military liaison during the first Gulf War. Mark has completed several executive education programs at the University of Michigan and is a certified practitioner of the Myers–Briggs Type Indicator, MBTI®. He has also coached leaders on “Business as Mission” onsite in Eastern Europe, India, Haiti and the Dominican Republic.
Times are scary, for sure. We are now in the middle of a pandemic, and for many of you reading this, you are understandably concerned that your organization may well not make it through. Many share those feelings. You’re not alone. And we’re here to help.
A number of organizations, on the other hand, are confident that they will continue to prosper. For organizations to be successful, they must face the pandemic crisis head on and at the same time focus on high-performance human resources (HR) practices. Now, more than ever, your employees need hope and a future, and they desire and require strong leadership to get them there. Now is not the time to falter and flounder.
In HIS Name HR is approaching its 10th year. We have a national presence and the technology to help implement high-performance HR programs from a distance. Using tools such as Skype, Zoom, and FaceTime, we continue to guide organizations to success.
These are unprecedented times, with considerable uncertainty, both now and in the future. Never before has supportive Christian leadership in the workplace been more important.
Thanks to our efforts, our clients realize considerable gains in productivity, employee satisfaction, and reduction in hiring time within weeks of our partnership. We are the leading company for human resources (HR) outsourcing & HR consulting services from a Christian perspective. We offer support in all aspects of HR compliance and program development.
Does your organization need HR help, whether due to COVID-19 or simply concerning normal business practices? If so, don’t panic. We are here. We can help.
If you’re struggling with the current pandemic crisis, and what it means for your organization and your employees, and need someone to listen to your concerns who can help, contact us today.
The past weeks have been unprecedented—truly historic—regarding the global human resources implications due to the novel coronavirus pandemic and the ensuing COVID-19 disease. Typically, we address our articles to leadership professionals in the workplace. However, in light of the current situation, this article is for anyone, at any level of an organization, who has found themselves thrust, without warning, into working remotely.
Many such employees have contacted us, having been told by equally unprepared leadership, “It’s not safe to come into the office. Just do what you normally do, but do it from home.”
Organizations, some of our clients among them, have abruptly shifted into panic mode. You may be reading this article having found yourself also suddenly having to work from home instead of from your customary office or workplace.
Understandably, many organizations were caught unawares, and are not equipped to handle the logistics of managing people remotely. Regardless, organizations still need to operate, to serve their customers and remain solvent.
While it has caught nearly everyone, indeed the country, off guard, it is of utmost importance that you, as an employee who draws wages from your employer, come to grips with the fact that you must remain impactful if you and the organization is to survive. When organizations succeed, they can pay their employees who, in turn, can support their families and the communities in which they live.
So, let’s review some areas that will help make you successful while working remotely. These features are proven to work, and have been used successfully by individuals who were assigned remote work, not out of crisis but more often the result of being geographically distant from coworkers.
5 Pointers to Help You Succeed as a Remote Employee
Establish workspace boundaries – Ensure a good working environment, a dedicated space to do your work. Can you shut the door against distractions when you need to work and otherwise maintain a good work–life balance?
Ensure your ability to concentrate – Will children, friends, or other personal obligations regularly interrupt you?
Stay organized – Can you make a schedule and stick to it? Will you create checklists to keep you on track?
Promote and maintain productivity – Have you been provided expectations and goals? Can you obtain help quickly if you hit an obstacle?
Maintain your focus and fitness – Can you take short, regular breaks throughout the day to stay fresh and avoid fatigue or burnout?
What single safeguard makes telecommuting most effective? Ajob description!
There’s no question that it’s preferable to have done the groundwork and crafted a solid job description for yourself before telecommuting. When employees find themselves thrust into working remotely, without the necessary preparations, trouble often lies ahead.
A job description is not only important from an employee empowerment standpoint; it’s a strategic necessity. Both your and your organization’s productivity and growth can be stymied when skills and competencies are unknown or undefined variables. Be detailed and specific about the requirements placed on you, and make sure they are part of your job description.
Finally, if you are concerned about your longevity with your employer, help create a process to make it hard for them to dismiss you. As a human resources expert, I almost always find employee terminations or separations from organizations are the result of the employee being viewed as not contributing to the organization. But that’s not always the employee’s fault. Many times this is management’s fault, because they failed to furnish key guidance or measurable metrics designed to enable employees to perform successfully.
If your organization has failed in this area, make it a point to do it yourself. Develop key measurements and a daily schedule that you can share with your leadership that validates why they need you.
In our next article, we explore the above five tips further: workspace boundaries, the ability to concentrate, self-organization, productivity, and focus and fitness, in order to better help you to succeed as a remote employee. With the right approach, it can be done.
In the past several weeks the coronavirus COVID-19 has experienced exponential growth, and not only in Wuhan, China, where it is thought to have originated. Cases have been identified in at least 52 countries internationally, including 59 in the United States. And, in mid-February 2020, one Harvard professor, Marc Lipsitch, of the T.H. Chan School of Public Health, told The Wall Street Journal that he predicts that in the event of a pandemic, “40–70% of people worldwide are likely to be infected in the coming year,” admitting that not all carriers may be symptomatic.
As of 28 February, the WHO reports that more than 83,647 cases have been identified, and more than 2,858 deaths have occurred. The JAMA Network is currently reporting a 2.3% death rate based on survivability of victims.
First and foremost, we need to take steps to protect not just the safety of our employees, clients, and customers but their families as well.
COVID-19 Symptoms & Disease
According to the Centers for Disease Prevention and Control (CDC), patients with confirmed novel coronavirus infections (2019-nCoV) are reported to experience mild to severe respiratory illness, with symptoms of:
Shortness of breath
Symptoms may appear in as few as two days or as many as 14 days after exposure, based upon the estimated incubation period of MERS viruses. However, Reuters indicates that the Chinese Provincial Government now reports that the COVID-19 incubation period could range as long as 27 days. As individuals not exhibiting symptoms can still be carrying it, precaution is certainly in order.
Prevention & Education
Promoting a clean environment and advocating for employee wellness is imperative, as prevention is key to stopping the spread. Employees need to be reminded to wash their hands—and wash them well—and to sanitize often. Provide them good guidance on healthy workplace habits.
It may sound like basic common sense, but many people are not alert to simple hygiene practices, such as covering their nose or mouth when sneezing or coughing and using a hand sanitizer afterward, to prevent the spread of germs. Help employees access the important steps necessary, such as the CDC’s guide to flu prevention. Even discouraging the practice of shaking hands can help. (It has been reported that Japan’s risk of spreading the disease is lower because of their cultural practice of bowing instead of hand-shaking.)
Data shows that people who are healthy and active have a much greater chance of survival, if infected. This is a call to people to start or continue to maintain a healthy lifestyle as it relates to nutrition and cardiovascular exercise.
Brush up on your current absenteeism policies concerning both exempt and non-exempt employees. What do your policies require you, as an employer, to do regarding time off? Go further and investigate your local, state and federal compliance regulations as well. Are you large enough to have to comply with FMLA?
Be prepared to answer questions from people who could be quarantined or prevented medically from returning to work. This is where it gets problematic. Will they be paid? Unpaid? Eligible for PTO or sick time compensation? Naturally, this depends on your organization, its policies, and the rules that govern your local, state and federal employment. Now is the time to prepare, to get ahead of these questions, instead of waiting to react when under the pressure of a potential pandemic.
Employees Returning from Highly Infected Areas
What should you do if you suspect an employee or a member of their family has traveled to where the coronavirus is prevalent? We recommend that you have the employee check in with a physician prior to returning to work and provide you with a return-to-work statement, clearing them to return to full duty. The last thing you want is someone to enter the workplace who has been exposed and could potentially spread the virus to your other employees. This will mitigate concerns expressed by other employees and help stave off any rumors or innuendo.
The sudden speed and geographic spread of this virus has caught the world off-guard. As HR professionals, these are the times when gaps in our policies and procedures become evident. The idea is to prepare as much as possible rather than reacting under pressure.
We opened this posting by reminding you to not panic, and we would like to close with that reminder. If you feel you or your leadership team is not equipped to face this current crisis, don’t wait—contact us today. We are here to support you.
During this crisis, one of the greatest at-risk groups at every Christian higher education institution is your greatest intangible asset—your employees, the faculty and staff who so faithfully serve your students.
Balancing fiduciary responsibility while caring for your employees is a serious challenge at most of our Christian higher education institutions. Gain key HR insights from the CEO of In His Name HR, Mark Griffin, on options for employee pay and relationships as you financially navigate these uncharted waters.
We will cover the following 5 crucial points:
Reduction in force – What is the difference between furlough, layoff, and reduction in force? How do you approach changes with grace, respect, and dignity?
Communication keys – Over-communicate with employees with transparency, addressing emotional concerns, decisions, and forecasts.
Employee focus – Ensure all of your job descriptions are updated and understood, especially as duties shift.
Organizational design – Update your organizational chart with current reality and future options.
Vision and value driven – Energize employees in the importance of your mission, vision, and values
These and other issues will be addressed in this important 1-hour webinar by a keen partner and consistent High-Performance Human Resources blogger with ABHE, Mark Griffin. If you’re dealing with employee relationships during this crisis, I hope you’ll join us for his invaluable counsel.
Our featured speaker will be: Mark A. Griffin, MBA President and Founder In HIS Name HR LLC