The American Bible Society helps people experience God through the Bible. With partners around the world, they help translate the Bible, distribute the Bible, engage people with the Bible, and advocate for the Bible’s message of hope here in America and globally.
Through the Church and a global network of local Bible societies, ABS carries the gospel message where it is needed most. Research and experience tell us the Bible makes us more generous, more compassionate, more loving toward our neighbors, and more hopeful about our future in Christ.
That’s why their mission since 1816 has been to help all people experience the life-changing message of God’s Word.
Meet Jennifer Holloran, president and CEO of the American Bible Society. Jennifer is passionate about ensuring her organization exceeds expectations. In this episode of Encouragement for Work, learn how to Use Your Manual to Align Your Leadership with the Word of God. Listen in as you learn these three keys to organizational leadership success.
Know Your Role as Aligner
As the leader of your organization, God has placed you in a position of responsibility to align the direction of your organization with God’s will. As followers of Christ, we do not work from the assumption that we know best.
Proverbs 3:5-6 GNT: Trust in the Lord with all your heart. Never rely on what you think you know. Remember the Lord in everything you do, and he will show you the right way.
Where do we start? Surrendering our own desires for the future to Him. Then, discerning His will and conforming yourselves and our organizations to it.
James 4:13-15 GNT: Now listen to me, you that say, “Today or tomorrow we will travel to a certain city, where we will stay a year and go into business and make a lot of money.” You don’t even know what your life tomorrow will be! You are like a puff of smoke, which appears for a moment and then disappears. What you should say is this: “If the Lord is willing, we will live and do this or that.”
Romans 12:2 GNT: Do not conform yourselves to the standards of this world, but let God transform you inwardly by a complete change of your mind. Then you will be able to know the will of God – what is good and is pleasing to him and is perfect.
Know Your Role as Shepherd
As the leader of your organization, God has given you responsibility to care for a certain portion of His flock – those who work under your leadership, but also those who are beneficiaries of the work that your organization does. God’s Word provides clear direction about what it means (and what it doesn’t mean) to serve in a shepherding role.
Mark 10:42-45 GNT: So Jesus called them all together to him and said, “You know that those who are considered rulers of the heathen have power over them, and the leaders have complete authority. This, however, is not the way it is among you. If one of you wants to be great, you must be the servant of the rest, and if one of you wants to be first, you must be the slave of all. For even the Son of Man did not come to be served; he came to serve and to give his life to redeem many people.
In fact, the Bible breaks it down even further for us:
1 Peter 5:1b-4 GNT: I appeal to you to be shepherds of the flock that God gave you and to take care of it willingly, as God wants you to, and not unwillingly. Do your work, not for mere pay, but from a real desire to serve. Do not try to rule over those who have been put in your care, but be examples to the flock. And when the Chief Shepherd appears, you will receive the glorious crown which will never lost its brightness.
Know Your Role as Chief Steward
Finally, as leaders, God has given us an important responsibility of stewardship for all that has been entrusted to us. We will be held accountable for how we steward our organizations and the resources God has given us. Matthew 25 illustrates how that wonderful that accountability can be when we are faithful:
Matthew 25:21 GNT: ‘Well done, you good and faithful servant!’ said his master. ‘You have been faithful in managing small accounts, so I will put you in charge of large amounts. Come on in and share my happiness!’
Matthew also shows us what happens when we are not faithful:
Matthew 25:26-28 GNT: ‘You bad and lazy servant!’ his master said. ‘You knew, did you, that I reap harvests where I did not plant, and gather crops where I did not scatter seed? Well, then, you should have deposited my money in the bank, and I would have received it all back with interest when I returned. Now, take the money away from him and give it to the one who has ten thousand coins.’
The bottom line if we want to be good stewards?
Luke 12:42-43 GNT: The Lord answered, “Who, then, is the faithful and wise servant? He is the one that his master will put in charge, to run the household and give the other servants their share of the food at the proper time. How happy that servant is if his master finds him doing this when he comes home!
The Bible has even more incredible wisdom to shape how we lead, if we will take the time to use the manual we’ve been given. When we align our leadership with the Word of God, we have put ourselves on the path to true effectiveness and satisfaction of a job well done.
Learn more about HR best practices as Mark interviews Jennifer about emerging HR practices post-pandemic, helping you to develop high performance in the workplace.
Concerned about the HR programs at your organization? The benefits of having a trusted partner to guide you and your team to excellence are invaluable. Contact us today. You—and your employees—will be glad you did.
Rise with us by implementing our high-performance remote human-resource programs to help find great people!E-mailus here.
Mark A. Griffin is president and founder of In HIS Name HR LLC. Connect with him on LinkedIn and Twitter
It is vital for human resource professionals to track and assess their HR strategies’ efficiency.
That’s why they use specialized metrics to gather and analyze information about an array of workforce dimensions. While there are many possibilities to choose from, not all metrics are equal. Likewise, not all are suitable to help your particular organization.
There’s a lot of information out there to navigate through as you seek to exceed your goals, remove obstacles to success, and promote a culture consistent with your mission, vision, and values. But it’s not insurmountable.
You can learn how to develop and utilize HR metrics to gauge performance and support your organization’s strategic vision. From selection to implementation, discover the key steps for creating human resources metrics that truly matter to your organization’s success.
Understanding Key Performance Indicators (KPIs) in HR
Key performance indicators, or KPIs, are an essential tool in gauging whether an HR department is meeting its objectives. They can play a critical role in strategic decision-making and enhancing problem-solving abilities that align with organizational goals and objectives.
It’s important to distinguish between common HR metrics and KPIs. Because while all KPIs are metrics, not all metrics are KPIs, which have distinct characteristics, such as:
Specificity
Measurability
Attainability
Relevance
Direct connection to broader organizational goals.
HR teams use these vital indicators about such things as employee turnover rates, employee engagement, training effectiveness, development assessments, and pay equity. Analyzing these crucial data points can pinpoint sectors that are ripe for enhancement and make HR activities consistent with the larger organizations’ goals.
These measurements can then be turned into actionable insights that elevate human resources from a purely operational arm into a pivotal, future-shaping part of the organization.
And, for the record, the more specific your metrics are, the better. Identifying Crucial HR Metrics for Your Organization At first glance, selecting suitable HR metrics for your organization may feel like trying to solve a Rubik’s Cube. It can appear overwhelming due to the vast variety of choices available.
However, when you track your organizational objectives, it becomes clear which HR metrics you can accurately apply. After that, decoding the puzzle is easy and even enjoyable.
(To learn more about what KPIs are all about, click here.)
Your organization-specific list will almost certainly include the group of HR metrics listed below. They’re designed to provide you with vital insights about the efficiency of your HR measures and areas for growth…
1. Recruitment Metrics
The success of any thriving organization depends on its recruitment. But without proper benchmarks, it can be tough to determine if your hiring is effective and efficient.
Therefore, recruitment metrics are critical measures in assessing these processes. They give you insights into how effective your processes are.
For instance, one focus is on the time to hire: how long it takes between when the recruitment process begins and when a suitable candidate accepts his or her job offer. This is an essential measure of how quickly your candidates of choice move through the pipeline. Or how about your cost per hire. Recruitment costs reveal the financial investment that goes into securing each new hire within expected salary bands.
HR authoritySHRM pins the employee cost per hire at $4,683 on average. How close are you to that figure?
Quality of hire is another important consideration – an assessment that gauges what advantages newly hired personnel add based on aspects like performance, team and/or organizational assimilation, and ongoing work contributions. Your organization itself must also exude attractiveness that draws potential applicants into competitive landscapes. The Offer Acceptance Rate elucidates this appeal by showcasing how many extended offers actually result in hires. HR teams are increasingly adopting refined tools such as talent analytics and predictive models to both:
Sharpen prospect identification skills during recruitment exercises, and
Devise stronger employee retention approaches after the contract has been signed.
2. Retention Metrics
Bringing in new talent through recruitment is one thing, but maintaining it through high retention rates is another vital aspect of organizational health. Elevated retention not only lessens the financial burden associated with frequent recruiting and training of newcomers, but also cultivates a sense of loyalty and trust among employees—crucial for ensuring stability and promoting growth within the organization. The Employee Turnover Rate (ETR) serves as an important indicator in this context, providing a measure of how many individuals leave over a given period. To calculate this rate, divide the total number of those left by the total number of employees at the start, and then multiply that figure to express it as a percentage. Monitoring for potential turnover during an employee’s initial year can flag underlying issues detrimental to both your employer’s brand and hiring finances. Thus, tracking first-year turnover holds considerable value amongst key employee metrics here. Assessing both voluntary exits—where employees choose to leave—and involuntary ones, gives comprehensive insights into job satisfaction (or lack thereof), which may be hindering successful staff retention. Imperative for grasping overall workplace morale while safeguarding against attrition is examining overtime per full-time equivalent (FTE), revealing average overtime across your workforce. This not only sheds light on potential burnout risks impacting worker contentment—which affect your retention rate, and subsequently affect continuity—it also identifies undue strain, potentially accelerating employee departure rates. By keeping these crucial data points in check, organizations are better equipped to cultivate environments that encourage continued employment tenure alongside deepening commitment from their personnel. 3. Employee Engagement Metrics
To achieve organizational success, it’s crucial to keep employees fully engaged. That’s why metrics exist to assess employee engagement.
This can provide insights into job and employee satisfaction, as well as the overall commitment of staff within the organization.
We cannot overstate the significance of these metrics. They impact work quality and employee growth rate and retention, and shape the organizational culture. The Employee Engagement Survey from the Best Christian Workplaces, which is determined through survey responses, stands out as one such metric. It offers valuable perspectives on whether employees would recommend their workplace to others. And it provides a clear picture of organization-wide engagement levels. Another important indicator is the absenteeism rate: the average frequency at which employees do not attend work. A higher-than-average absence rate could indicate underlying challenges in key areas such as:
Organizational governance
Leadership effectiveness
Workplace conditions
Work-life balance and harmony.
These four elements are integral to shaping employee contentment and dedication. As they improve, so does productivity and efficiency. Metrics require data in order to implement data-driven HR strategies With access to vast amounts of data, HR strategies have transitioned from mere intuition to solid, evidence-based insights. By harnessing the power of HR analytics, organizations can not only refine their talent acquisition tactics, but they can also diminish employee turnover and bolster overall workforce engagement. That’s why it’s crucial to delve into how applying a data-centric approach to your human resources practices could revolutionize the efficiency and effectiveness of those processes. Collecting and Analyzing HR Data HR data’s quality and applicability form the foundation of any effective data-driven HR strategy. Strategies fail when they lack precise and relevant data, which is why HR departments can employ various software tools to:
Craft customized reports and extract insights from KPIs.
Streamline data gathering from a variety of sources.
Apply sophisticated analytics to support informed decision-making processes.
Convert intricate datasets into practical, actionable insights.
Note those last two in particular. Because there’s more to an efficient HR strategy than just amassing large quantities of data.
It’s also about evaluating which training initiatives actually deliver and which ones don’t.
For instance, HR teams can monitor salary average overtime metrics to effectively manage both internal and external costs – particularly during periods when staff shortages lead to frequent and costly overtime. And an all-encompassing view of total HR-related expenditures is crucial for assessing its financial efficiency. Sifting through employee data for relevant feedback or assessing how technology investments pay off are two more examples. And the list goes on from there. Aligning HR Metrics with Organizational Objectives
Ensuring that HR metrics are in sync with an organization’s broader goals is essential for success. This entails navigating shifts within an organization and maintaining a strategic focus.
Human resources departments should establish specific targets across several areas to support central organizational aims. For instance:
Aligning the organizational structure
Developing compensation strategies
Enhancing employee skill development
Refining performance review processes
Managing transitions effectively.
In turn, they can use these data analytics for various purposes, such as:
Projecting future labor market trends that could indicate either talent deficits or surpluses in particular sectors.
Applying predictive analysis techniques for early detection and addressing potential skills shortages.
Correlating recruitment efforts directly with projected talent needs.
It can be helpful to benchmark these goals against industry leaders. This can help HR teams stay informed about current trends concerning consumer demands and workforce expectations. Of course, each organization will have specific considerations that may or may not deviate from top-ranking competitors.
Addressing Pay Equity in HR Metrics These days, it’s imperative for organizations to address pay equity as part of their human resource metrics.
This goes beyond meeting legal requirements. It’s a fundamental part of sound ethical HR practices.
Pay equity means ensuring that employees who perform similar roles receive equal pay – regardless of personal attributes such as race, sex, ethnicity, age, or religious beliefs that are unrelated to job performance. Therefore, metrics that assess how well these practices are in place are essential. Ideally, they should measure them over time to ensure they eventually lead to proper pay equity.
To achieve it, employers should take the following steps:
Perform audits dedicated specifically to pay equality.
Implement impartial criteria when determining salary.
Increase transparency surrounding remuneration.
Amend any discovered imbalances.
Most organizations with a properly maintained and applied pay equity metric end up rewarding motivated employees. This then ultimately improves retention and lowers turnover overall. Establishing Benchmarks and Targets Defining benchmarks and targets for each of the HR metrics you use is critical, and it’s important to get top management involved in the process.
You want to match benchmarks and targets with your overall organization’s strategy and individual departmental considerations. But also, evaluate your metrics by comparing with different HR departments in other organizations that are similar in size and performance. Each HR metric’s goals must represent a meaningful step toward achieving key long-term organizational objectives and goals. Benchmarking best practices include:
Selectively choosing appropriate competitors
Verifying data sources for reliability
Establishing realistic objectives
Upholding an ongoing commitment toward benchmark activities.
These metrics should also include measuring how well managers are doing their jobs, how fast employees move up in the company, and how much it costs to train each employee.
Monitoring and Adjusting HR Metrics as Necessary Human resource management is an area of constant change and realignment. It’s important to always keep an eye on your processes so they’re properly aligned with the firm’s needs and goals. It’s also essential to research how setting benchmarks and goal evolution can improve HR metrics. Once again, pair them with flexible strategies that allow for constant improvement.
This should ensure a thriving, cohesive workforce that’s in tune with the organization’s goals. HR functions must constantly evolve their metrics to effectively navigate today’s tumultuous world. By refining key indicators such as cost per hire, employee engagement rates, and eNPS (Employee Net Promoter Scores), organizations can enhance hiring practices while also highlighting improved areas.
That, in turn, should benefit the company financially and in terms of employee morale–a win-win all around.
In Conclusion…
In the dynamic world of HR, metrics are a compass to guide strategic decision-making.
From recruitment to retention, and employee engagement to pay equity to organizational alignment… putting this data to good use can transform HR from mere support to a strategic driver.
It all comes down to:
Identifying the right metrics
Aligning them with organizational objectives
Monitoring and adjusting them.
When organizations do this, the results can be immensely positive. Many organizations prosper when results are measured. This process allows organizations to monitor goal attainment, identify areas for improvement, and make informed decisions. They serve as a framework for evaluating employee performance and aligning performance and actions with strategic goals.
FAQs About Creating Human Resources Metrics for Your Organization
Q: What is the difference between HR analytics and HR metrics?
A: HR metrics focus on specific quantifications that monitor and assess various HR functions. Whereas HR analytics examine extensive HR data to glean strategic insights.
By leveraging HR analytics, organizations can make informed decisions regarding talent acquisition, employee engagement, workforce planning, and retention strategies – just to name a few areas of improvement.
Q: How can an organization use HR metrics to create value?
A: HR metrics are crucial for monitoring essential hiring and retention processes, including employee performance, compensation patterns, and levels of engagement. They offer valuable insights that help pinpoint successful initiatives, areas for improvement, and further ways to grow.
Q: How can recruitment teams use HR metrics?
A: Metrics such as cost per hire and time to hire can serve as indicators of the recruitment process’ effectiveness and efficiency. And once an organization has that information, they can better evaluate what is working and what isn’t in order to improve their searches.
Q: Why are retention metrics important?
A: Once someone accepts a job offer, there’s no guarantee they’ll stay the full year, much less longer. Organizations that have insights into employee satisfaction levels tend to have better reputations and retention – which of course make for better work environments in general.
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For further actionable insights, reach out to In HIS Name HR here. We help organizations build high-performance human resource programs designed to build your workplace into the productive, engaging, effective, integrity-filled space you want it to be.
Rise with us by implementing our high-performance remote human-resource programs to help find great people!E-mailus here.
Mark A. Griffin is president and founder of In HIS Name HR LLC. Connect with him on LinkedIn and Twitter
A family-owned and operated business located in the heart of Lancaster County’s Amish countryside, Esch Manufacturing manufactures and distributes their No-Till Grass Drills throughout the United States and Canada. Their products are made in the USA and help customers improve production and soil renovation across a wide range of conditions as they create quality pastures and food plots.
Because of the incredible growth of Esch Manufacturing, they are in search of a Sales and Marketing Representative to help share their story and take the organization to the next level of new customer engagement.
Make Esch Manufacturing part of your story.
Purpose
The Sales and Marketing Representative is responsible for establishing and maintaining profitable relationships with customers. The Sales and Marketing Representative has primary responsibility for identifying potential customers and sharing products through relational selling to meet the customer’s needs.
Some Essential Responsibilities
Manage the full sales cycle from customer prequalification, engagement, proposals/quotes, ongoing customer care and relationship management, negotiations, to securing and closing sales.
Make regular customer and prospect calls. Call frequency should depend on, but not be limited to, potential of the account and the status of any pending business.
Provide weekly or as needed reports to management on customer engagement, new contacts, sales funnel and timelines.
Develop and execute effective customer marketing strategies to acquire and retain customers.
Maintain customer information accuracy on a consistent basis.
Demonstrate competence in managing, networking, relationship nurturing, and target marketing to specific prospects.
Work with leadership to identify sales lead sources and develop coordinated plans for key prospecting through segmentation practices.
Manage customer communication channels including email, text, display ads, social media and other relevant platforms.
Exhibit effective customer relations and sales principles that ensure total customer satisfaction with the products/orders and services.
Continually improve product knowledge and sales techniques to swiftly provide customers with new product awareness.
Represent Esch Manufacturing in a positive and professional manner
Perform other duties as assigned.
Position Requirements
Degree or Technical Degree in Marketing, Sales, or equivalent experience.
3+ years of Agricultural/Equipment Sales experience, required.
Digitally savvy with experience working with websites and social media to promote products and attract customers.
Proficiency in Microsoft Office/Google Workspace or equivalent.
Ability to interpret a variety of instructions furnished in written, oral, diagram, and/or sketch form, is a plus.
Ability and willingness to travel occasionally (trade shows or other short-term travel)
Self-starter, capable of working very closely with internal and external customers.
Required Personal Attributes
Must exercise good judgment and integrity.
Possess the ability to take the order from beginning to the finished order.
Possess excellent organizational skills.
Possess excellent communication and collaboration skills.
Just like all Esch Manufacturing employees, the conduct of this sales and marketing representative must be consistent with good character, and must be an appropriate reflection of our company’s heritage. They must provide complete support and willing adherence to Esch Manufacturing’s mission and vision. Applicants must hold these standards as his/her own.
This Is Not A Remote Position
Esch Manufacturing 360 Mount Sidney Road Lancaster, PA 17602
Located in Lancaster County, Edge Metalworks is an advanced laser cutting and manufacturing partner serving serious manufacturers and job shops to springboard their production quality, timeliness and profit.
With more than a decade of manufacturing experience, the team is equipped with state-of-the-art laser cutting technologies that range from 4kw – 24kw which enable them to precisely cut a wide variety of metals and thicknesses. Edge Metalworks is a production ally and offers customized engineering and customized order processing with a personal touch.
We are in search of a CAD Operator that will help take the organization to the next level of customer engagement and satisfaction.
Join our highly regarded professional team at Edge Metalworks. Together we lead!
Purpose:
The CAD Operator position is for a technically minded person with excellent customer-facing skills who can translate ideas/sketches presented by engineers/customers into real products, and document them in a 2D/3D spatial environment. The CAD Operator will partner with our customers through attention to detail, great problem-solving skills, great communication, personal excellence and commitment to the team. They will be responsible for interfacing directly with engineering staff, customers, vendors, production floor supervisors, and machine operators via phone, email and in person. Communication will include documenting processes in the system, exporting .dxf files, creating Bill of Materials (BOM), 2D drawings, and 3D models.
Responsibilities:
Draw 2D/3D CAD files for sheet metal and structural components from sketches or with customer input.
Reverse engineer parts, verify geometry utilizing calipers, scale, may require simple hand tools to dis-assemble parts.
Review and file customer CAD files for production.
Recommend improvements and value-added changes to customers if needed.
Support the press brake department with manufacturing files.
Deliver some full product design and engineering.
Communicate clearly (in person, email and phone) and answer technical questions from the manufacturing floor to ensure products are manufactured to the requirements.
Discuss designs with customers over phone and/or in person at the facility.
Contribute to the overall team in a positive manner in an environment that may at times be fast paced.
Work in compliance with company policy and objectives
Position Preferences:
1-2 years prior experience and demonstrated proficiency with 2D and 3D design software (software, such as SpaceClaim, AutoCAD, SolidWorks, etc preferably in a sheet metal/metal manufacturing setting)
Prior manufacturing experience with CNC equipment
High school diploma (2 year associate’s degree preferred in technical background)
Equivalent work experience with 2D/3D CAD software will be considered.
Experience with Microsoft Office/Google Workspace and other related computer applications.
Physical requirements:
Routinely walk, stand on concrete floors, sit for long periods of time
Job is performed sitting and standing
Periodically lift up to 50lbs
Work Remotely:
No
Job Type: Full-time
Pay: $25/hour based on experience
Benefits:
Flexible schedule
Competitive pay
Paid time off including 7 paid holidays
Quarterly bonus system based on overall company performance
Every day, employees who are disengaged, distracted, or discouraged cost employers time, money, frustration, and opportunities. Rob Marchalonis is committed to changing that. Nothing motivates a team more than when they share in the success or gains they help achieve. Through Rob’s leadership he has been able to take many organizations to the next level. Not just for-profit organizations, but nonprofit organizations as well. Listen in and learn how incentives and variable compensation plans can motivate and energize your employees to achieve remarkable results.
As a former CEO, Rob understands the challenges organizations are under. Rob is the creator of IncentShare and founder of LSP123. Years of hands-on experience as CEO, marketing director, engineer, entrepreneur, coach, and consultant have given Rob deep insight into organizational dynamics, motivation, incentives, and sharing to get results. He has advised thousands of business and nonprofit leaders.
Rob’s experience as an entrepreneur, engineer, and 25+ years as a hands-on CEO has given him deep insight into the power of effective Leadership, Strategy, and Process deployment to fuel workforce productivity and results. Connect with Rob on LinkedIn or contact him here.
Concerned about the HR programs at your organization? The benefits of having a trusted partner to guide you and your team to excellence are invaluable. Contact us today. You—and your employees—will be glad you did.
Rise with us by implementing our high-performance remote human-resource programs to help find great people! E-mail us here.
Mark A. Griffin is president and founder of In HIS Name HR LLC. Connect with him on LinkedIn and Twitter
How does the Bible affect employers? Listen in and understand why the Bible matters. When we have a happy and fulfilled faith-driven society, we, in turn, have prosperous communities. Learn how you and your organization can contribute to this outcome.
We believe that children need to hear Biblical truth, especially in today’s culture. They are bombarded with so many things on a daily basis that have the potential to impact them negatively. Bible2School is offered to children in 2nd, 3rd, and 4th grade because that is the age their brains start to develop morals and values and their thinking goes from concrete to abstract. In fact, kids at this age often ask big, life questions. Thanks to the national released time rulings, we can help these children learn about God’s love for them during their public school day!
Listen in and meet Kori Pennypacker, CEO of Bible2School. Kori’s faithful journey with Bible2School began in 2009 as a volunteer. Her love for the mission grew, and she quickly became the Executive Director just two years later. Today, Kori serves as the organization’s CEO, where she oversees the mission and builds relationships with businesses, churches, and community leaders on the topic of the importance of spiritual training for children nationwide.
Kori thrives on building relationships, and she loves inviting people into the Bible2School team as valued members, volunteers, and donors. Kori’s courageous leadership, humility, and expertise have been paramount to the growth of the Bible2School program.
Concerned about the HR programs at your organization? The benefits of having a trusted partner to guide you and your team to excellence are invaluable. Contact us today. You—and your employees—will be glad you did.
Rise with us by implementing our high-performance remote human-resource programs to help find great people! E-mail us here.
Mark A. Griffin is president and founder of In HIS Name HR LLC. Connect with him on LinkedIn and Twitter
Research shows that front-line leaders contribute as much as 60% to your employee engagement survey results. What are you doing to increase leadership capacity across your organization?
Come learn some strategies that NASA employed over the last 30 years to build better people leaders. Fortunately, these strategies are not rocket science! Any organization can take similar approaches. In fact, our guest, Brady Pyle, is bringing those approaches from NASA to his new role with a 350-employee non-profit organization. What have you done in the past?
Brady took an early retirement from NASA in February 2023 after a 30-year career in HR, culminating in his role as Deputy Chief Human Capital Officer, where he supervised 12 HR Executives. Brady was a two-time recipient of NASA’s Outstanding Leadership Medal and played a key role in NASA being named Best Place to Work in the Federal Government for 11 Consecutive Years.
Brady has blogged about leadership over the last 10 years at OutOfThisWorldLeadership.com, earning recognition in Feedspot’s Top 100 Leadership Blogs.
Brady currently serves as Vice President of Human Resources at Space Center Houston—a leading non-profit science and space exploration learning center that serves as Official Visitor Center for NASA’s Johnson Space Center.
Concerned about the HR programs at your organization? The benefits of having a trusted partner to guide you and your team to excellence are invaluable. Contact us today. You—and your employees—will be glad you did.
Rise with us by implementing our high-performance remote human-resource programs to help find great people! E-mail us here.
Mark A. Griffin is president and founder of In HIS Name HR LLC. Connect with him on LinkedIn and Twitter
The economy, divisive politics, conflicts around the world, and greater demands in the workplace: They can all lead to business challenges. But those challenges don’t have to be insurmountable.
Every organization should feature an HR department that prioritizes promoting positivity. In this episode, we’ll meet Alan Collins, the greatest contributor to the HR profession Mark has ever known. Listen in as he reveals secrets that HR professionals can use to increase employee satisfaction and help their organizations achieve higher performance.
As former vice president of human resources at PepsiCo, Alan led initiatives for the Quaker Oats, Gatorade, and Tropicana divisions. With 35 years of experience in recruiting, staffing, talent management, organization development, and labor relations, he’s seen it all.
Alan is the founder of Success in HR, where he’s inspired tens of thousands of HR professionals from all over the world. Alan especially has a heart for young professionals and focuses many of his resources on helping develop them into truly confident, competent company resources.
Concerned about the HR programs at your organization? The benefits of having a trusted partner to guide you and your team to excellence are invaluable. Contact us today. You—and your employees—will be glad you did.
Rise with us by implementing our high-performance remote human-resource programs to help find great people! E-mail us here.
Mark A. Griffin is president and founder of In HIS Name HR LLC. Connect with him on LinkedIn and Twitter
Interviewing for a job is one of the most anxiety- causing events a person can endure. In fact, recent studies show that a whopping 93 percent of candidates experience some sort of anxiety when facing an interview. We’ve all heard horror stories of interviews gone wrong – the guy who tossed his beer can in the lobby trash container before walking in to meet the CEO, the guy who brought his dog in a duffle bag in hopes of some moral support, or the girl who wore dirty sweatpants to an engineering job interview, coolly telling the employer “I’m here to program, not audition to be a fashion model!” Yikes! Most likely, none of these people will ever be you! But chances are you might find yourself in that 93 percent, facing some sort of jitters when the big day arrives. Job interviews can certainly be intimidating, but they don’t have to be. With the right tips and tricks, you can learn how to land an interview and make a lasting impression from the moment you walk in the door.
So just where did the idea of the job interview come from? Several years ago, before LinkedIn, Indeed and Monster were around, job seekers scoured the classified section in the local newspaper. Classified ads used to indicate special requirements, such as if the job was meant for a man or woman, single or married, etc. Candidates could be selected for the job based on appearance, religious affiliation, and age. Those of color, foreign accents and physical disabilities were unfavorably classified from securing a job. Thankfully, officials began passing federal laws in the 1960s, outlawing hiring practices based on color, national origin, religion, and gender. The Civil Rights Act of 1991 provided monetary damages in cases of intentional employment discrimination. Today, it would be nearly unheard of for someone to be discriminated against because of nationality or race.
While LinkedIn remains one of the top ways people land interviews, it is often a personal introduction that does the trick. As one employer pointed out, “If we have to post a job listing on LinkedIn or Indeed, this means we have run through the list of all potential internal candidates as well as any personal referrals.” Word of mouth often comes in handy. In other words, it’s all about who you know. This is why it is so crucial to spend your college years networking with professionals through internships, volunteering, or other opportunities.
Things have changed quite a bit in the professional world in the last few years, particularly post-pandemic. Here are a few recent statistics you may find surprising:
*69 % of employers now use video calls to conduct the first interview
*The average candidate goes through 2-3 interviews before landing a job offer
*The average time from the interview to a job offer is approximately 24 business days
*The average job posting gets over 200 resumes in response
*Of those 200 plus resumes, only 20 percent usually receive a response and a chance at an interview
*The average first interview lasts only 15 minutes, while a second interview may last 45 minutes or longer
If this sounds daunting, take heart. Landing an interview means you’ve managed to stand out above the rest. You’ve already done the hard part! If you get a phone call or email, this means your resume or work has impressed your future employer in some way, and they want to know more! Instead of thinking of the interview as a frightening process, think of it instead as a “get to know you more.” The employer has seen you on paper, and now they want to meet you in person to see if you might be a good fit. If you’ve made it this far, chances are you’ve done something right!
So just what do employers look for during that first interview? How can you make sure you make a lasting impression that will ultimately land you the job? Here a few simple DOs and DON’Ts:
*DO attempt to make a good first impression from the moment you walk in the door. Statistics show that the average employer sizes up a future candidate in just seven seconds. Give a firm handshake (if they extend one first) and make sure you’re properly dressed. Nothing screams “I’m not interested” more than inappropriate attire. In fact, one in four recruiters say they would pass on a candidate who was not dressed right for the job. If dealing with a recruiter, it’s perfectly okay to ask what sort of attire an employer prefers. If the company is more high-end, for example, a full business suit might be best. If the company is more laid back, business casual might do the trick. As a general rule, it’s always best to be overdressed rather than underdressed.
*DON’T be late! A whopping 84% of employers said someone showing up late for an interview was an almost guaranteed disqualifier. If you genuinely run into a dilemma before the interview and know you’ll be running late, it’s best practice to contact them as soon as possible to let them know. Even then, it might still be a turn off. So make sure to leave plenty of time to drive and park. Check traffic before you leave. Lay out your clothes the night before and do anything else you might need to do ahead of time to avoid last-minute issues.
*DON’T appear arrogant. Seventy-six percent of recruiters say they would reject a candidate who appears arrogant either on a resume, in person or over the phone. Note that there is a big difference between arrogance and confidence. Confidence is an essential quality in a candidate, and it’s certainly okay to boast about your skills. But doing so in an arrogant way won’t get you far.
*DO your research. Nearly half of candidates are rejected because they didn’t know much about the company. Doing your research shows you are intelligent, informed, and enthusiastic. Nothing says “I don’t want the job” like scratching your head and coming up blank when an employer asks why you want to work for them.
*DO make eye contact. As a general rule, it’s a good idea to make eye contact 60 to 70% of the time during the interview. Body language tells a lot about a person, and if your eyes are downcast the whole time, an employer may sense you lack confidence. Try to smile, even if your nerves get the best of you. Employers know you’re anxious, and most want to put you at ease. If you feel your hands shaking, try clasping them in your lap. And avoid tapping your feet or shifting in your chair if possible.
*Do be prepared to discuss your soft skills. 78 % of employers consider soft skills important and will want to ask you about them. Essentially, soft skills show what sort of employee and team player you will be. You might have mad computer skills, but if you are uptight and can’t get along with others, an employer will likely pass.
*Lastly, DO be yourself. This might sound cliché, but it’s highly important. Despite the nerves, try to relax and speak from the heart. If the setting feels appropriate, you might even offer a little humor to lighten things up. Take cues from the employer; if they make a joke, don’t be afraid to laugh in return. While, as a general rule, it’s usually not a good idea to disclose much personal information during a job interview, it’s okay to share a bit when asked. If an employer mentions his love of dogs, you might jump in and mention your poodle at home. Again, follow the cues. And don’t forget to smile!
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Hershocks Inc.is committed to understanding, meeting and exceeding their customer’s expectations. As one of the largest glazing subcontractors in Central Pennsylvania, providing a comprehensive and technically expert range of services related to the design, installation, and service of windows, glass, architectural panels, and more. Hershocks has been a market leader committed to safety, quality, integrity, family, and community since 1935.
Still family-owned and operated, Hershocks is a winner in the small company category for “Best Places to Work in PA 2023” Come join them as they approach their 90 year milestone!
The Position
We have been retained to seek a controller to oversee all the accounting functions, accounting staff and provide financial reporting to the Hershocks Management Team. As a management team member, this position reports to the President. The ideal candidate will have experience as an accountant, controller or financial manager in the construction industry, preferably in a senior role. They will also provide financial direction and support to operational divisions to aid in their continued growth.
The controller will lead in alignment with Hershocks’ Mission-Vision-Values statements and facilitate an atmosphere where the talents and abilities of the employees are put to the best use and support the industry-leading service Hershocks is known for.
Essential Duties
Lead the accounting staff to ensure adherence to GAAP, strong internal controls, and adherence to company policies and procedures.
Direct the accounting team with leadership that creates an environment of trust and productivity. Provide continuous coaching with regard to functional and leadership standards (technical skills and behaviors).
Create and maintain the annual company-wide budget.
Deliver weekly Work-In-Progress (WIP) analysis and report; review cash flow and cash position reports as provided by accounting staff.
Provide financial direction and support at weekly Hershocks Management Team meetings, Large Contract Division meeting and Service Division meeting. Initiate and execute all month-end processes, reconciliation and updates.
Record all monthly Work-In-Progress entries. Deliver monthly balance sheet and income statement. Responsible for the monthly update to the Management Team and Owners on the budget, backlog analysis, key financial indicators and ratios.
Build and maintain a relationship with their CPA firm throughout the year to prepare for the year-end audit and taxes.
Procure all financing and maintain banking and insurance relationships. Oversee the pension plan and maintain relationships with plan providers.
Work with legal partners to manage legal risks.
Perform other duties as assigned.
Required skills and qualifications
Bachelor’s Degree in Finance or Accounting (or equivalent in related field).
Five (5) or more years of experience in public and/or corporate accounting as a senior-level accounting or finance manager.
Complete support of and willing adherence to Hershocks’ mission, vision and core values; applicants must hold these standards as his/her own.
Exemplary history of financial project management
Strong analytical and organizational skills
Strong verbal and written communication skills
Preferred skills and qualifications
Accounting experience at a construction company or experience serving construction clients is highly preferred.
Professional certification, such as CPA (certified public accountant) or CA (chartered accountant) is nice to have.
Benefits:
Health Insurance
401K Plan
Profit Sharing Plan
Paid Vacation / Holidays
This Is Not A Remote Position
Office Location:
Hershocks Commercial Glass and Glazing 3501 N. 6th Street Harrisburg, PA 17011
Hershocks, Inc. is an equal opportunity employer
All qualified individuals may submit a resume and letter of interest to:
