Alright – so today we’ve got the honor of introducing you to Michelle Griffin. We think you’ll enjoy our conversation, we’ve shared it below.

Michelle, thanks for taking the time to share your stories with us today We’d love to hear about the early days of establishing your own firm. What can you share?

The firm grew quickly by market needs; I initially set out to be an independent contractor, but in almost 3 years grew the firm to 20 employees and 50 clients. In 2019 I was an HR Director with about 8 years of HR experience, and I had started the second year of my PhD program at Grand Canyon University. It was then that I decided to take the steps to become an independent contractor to work on my doctorate and the next phase of my career. My vision was to work with small businesses that did not have dedicated, knowledgeable HR to support them with my knowledge and expertise. By October 2019, I had my first client and had transitioned out of the HR Director position; however, at end of January 2020, I had eight clients and hired two full-time employees. My business knowledge was primarily Human Resources, payroll, and employment regulations, with little knowledge of accounting processes, sales tactics, business ownership, lead generation, client relations, and other aspects of the business.
By the time I was learning how to create a business model, financial responsibilities, overhead, and sales, the COVID shutdown of March 2020 hit the economy. We used that time to ensure we had work to support the three of us, understand the market, and how best to try to move forward. My husband worked with me as my business coach setting up the banking structures, the accounting and invoicing system, sales and lead development in Salesforce, and marketing/business development strategies.
The most difficult time came later in 2021 when I wanted to grow the company, hire additional HR leaders, and work “on the business” rather than “in the business.” Speaking with many business owners in the early stages, I have heard similar CEOs struggle with that transition. I often wear many hats to lead the business as CEO, business development and lead generation, managing team members, and supporting clients. As we grow, those roles transition to other team members for their career growth and support of the organization. Additionally, I struggled with setting prices based on market value, need, and economic tolerance, along with determining affordable salaries/overhead that are competitive with the market.
The most successful step was taking advantage of the worldwide acceptance to work remote because organizations agreed to work with our HR team remotely rather than onsite, and we hired employees in different states, part-time employees who needed time with children at home, and partner with clients’ nation and worldwide. We did not limit the company model to a geographic area or industry. That allowed us to support clients and hire team members organically without additional capital.
My advice for young professional or future entrepreneurs would be to put in the grind and just keep going. It is hard work building a firm with long hours every day with a lot of responsibility on you when employees count on you for their livelihood. Also, find ways to take advantage of economic change to pivot or challenge the norm. I will always be humbled by my team members who believe in our organization and remember that we are building this together. Every employee matters no matter their level in the organization or how big the company gets, and their happiness, career goals, and ability to support themselves/family should not be lost or forgotten by leadership. Always remember your vision and mission, set fair market value prices, and the profit/money will follow. Additionally, rely on others for areas of business you do not understand or have time to manage, and surround yourself with competent, dedicated mentors and leaders.

Michelle, before we move on to more of these sorts of questions, can you take some time to bring our readers up to speed on you and what you do?

Griffin Resources partners with small to mid-size businesses to provide tactical human resources support for everyday business needs related to the full life-cycle of employees. For our typical partnership, we receive an internal email address to brand and function within the company’s systems, connect with their employees, and work with leadership. The Griffin Resources team is the equivalent of an HR department with VPs, Directors, Generalists, Payroll Specialists, and recruitment/talent acquisition. Our clients only use the hours and HR talent levels they need based on business demands without the requirements of a retainer or minimum fee. We usually start by addressing the areas of greatest concern as seen by the c-suite and continue to work with leadership for compliance and needs. We are most proud of supporting companies during times of their greatest need, such as interim HR leadership assignments to cover gaps in talent skills, leave of absence, and times of restructuring. We can dedicate HR talent for full-time or part-time short-term (3 – 6 months) assignments. Additionally, we provide fractional HR/recruitment support for as long as needed.

What’s been the best source of new clients for you?

The best source of clients for us has been networking and connecting with business owners and c-suite executives. During COVID, I reached out to other exeuctives via LinkedIn to network and schedule individual virtual meetings. Many were doing the same thing to find new ways to find like-minded individuals when the world was shut down and changed. Those connections often led to working with the companies I connected with or referrals to businesses they knew needed HR support. Additionally. I began networking in my own town of Tampa by joining local networking groups such as: Association for Corporate Growth (ACG), University of Tampa Board of Fellows, and remained on the Board of Directors for our local SHRM Chapters (HRTampa and SuncoastHR). Reaching out across the continental US and locally allowed us to partner with clients from different industries and needs.

Any advice for managing a team?

Managing remote and local teams has been a continual effort for leadership and all team members. We have found that working remotely at home is not an ideal working environment for all team members, so we work to accommodate their needs by providing clients on-site assignments, convenient co-working spaces, and a local office in Ybor, Tampa. For those who prefer to work from home, we provide a complete setup with a 32″ curved monitor (or size of their choice), laptop, keyboard, and mouse. After reaching eight employees, we created a leadership hierarchy and Microsoft 365 business suite to provide proper support and a secure document share portal. As the team grew and the company increased in revenue, we continually restructured to ensure the team members were heard, supported, and valued. We always put the team first for their needs, career path and align their goals with the company’s direction. We know many team members have their own stress and family situations, so we give them work-life balance as best as possible.

Contact Info:

• Website: www.griffin-resources.com
• Instagram: https://www.instagram.com/michelle.may.griffin/
• Linkedin: https://www.linkedin.com/in/michelle-griffin-ma-phr-shrm-cp-07010539/
• Twitter: @MichelleMayGri1

Image Credits
Photographs provided by Sunshine Smiles Portraits Parrish FL LLC