Month: November 2020

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The DDC Systematic Approach – Part 4 – Succession Planning

All organizations can benefit from a robust Succession Planning process.  Larger organizations often use sophisticated software solutions to administer the process which is often way too much for smaller businesses.  Think SalesForce which I have found in several smaller organizations as their CRM and are not used due to their complexity.  Like CRM’s, there are technology solutions for Succession Planning that fit the size of your company and have a much higher engagement level of use.  While the administrative part of Succession Planning is important, identifying the desired “outcomes and impact” on the organization with Succession Planning needs to be clearly established along with a high commitment level from the ELT (Executive Leadership Team).  Taking this step is a critical part of the equation.

Let us look at an example of a desired “outcome” of this process.  An effective Succession Planning process should identify current and future gaps in organizational staffing and depth.  Please remember from my previous Blogs, the D & I (Diversity and Inclusion) strategic approach is to bring an effective D & I lens to every aspect of the organization.  Unfortunately, I often witness Succession Planning processes where desired outcomes and impact are not clearly defined and absolutely zero discussion on the demographic make-up of each business unit’s staffing levels.  At best, company-wide demographic statistics may be available at the entire company level, but there is little to no understanding of how each business unit is doing.  It becomes very easy to say: “We’ve improved representation of some under-represented groups“ and leave the session feeling progress (the Outcome) has been made.

As mentioned, a proactive and robust discussion on desired “Outcomes and Impact” will set the tone for ELT (Executive Leadership Team) preparation, expectations, and execution of the Succession Planning process.  Often, it takes time for the ELT to get this critical process right, but a strong partnership of your HR and D & I leads should help you optimized this process.  I recommend that your HR lead drive the Succession Planning approach with your CDO (Chief Diversity Officer) bringing the D & I lens to the process.

Now that we’ve examined one example of the desired outcome of the organization’s Succession Planning process, what’s the potential “impact.”  Once gaps are established by business units and by position, the ELT member and their HR support have a much clearer understanding of the tactical step(s) to take to remedy the issue(s).  Effective and focused action plans can be established i.e. targeted recruiting approaches (External) along with an improved focus on Mentorship and Sponsorship programs (Internal).

My next blog will explore the difference between Mentors and Sponsors and how they can become a strategic differentiator for the company.  But for now, building a diverse pipeline of talent will enhance the future success of the organization.  However, leadership, commitment, and execution by the ELT will provide the ultimate impact by creating a diverse and inclusive organization.  Optimized results will follow.

David Daniels, Daniels Consulting

David Daniels, Daniels Consulting

Dave Daniels is an accomplished Senior Business and Human Resource executive with a proven track record of developing, implementing, and delivering upon both short and long-term results.  He has held management and executive-level positions with companies large and small throughout the United States. Dave has managed his career in a way that provides him with an exceptional breadth of experience and capacity to contribute to improving brand and financial results for his employer in every capacity he has served.

 

Thank you for visiting our blog!

Jim Weber – Managing Partner,  ITB Partners

Jim Weber – Managing Partner, ITB Partners

I hope you enjoyed our point of view and would like to receive regular posts directly to your email inbox.  Toward this end, put your contact information on my mailing list.

Your feedback helps me continue to publish articles that you want to read.  Your input is very important to me so; please leave a comment.

 

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Supercharging The Grocery Store Card

 

Grocery stores are very competitive; and, in most areas, consumers have options on the stores where they shop.  In response, Grocery stores have evolved a number of competitive initiatives such as “store cards” for discounts on purchases, frequent advertising on special prices, and tie-ins with other outlets, such as points for special deals on gasoline purchases.

Being highly competitive, the grocery industry represents a great opportunity for innovations such as Cashback Shopping.  The concept is straight forward.  Using Kroger as an example, the store through its normal advertising channels promotes “Kroger Cash Back Shopping” for on-line purchases. (Note:  The actual name of the program will be determined by Kroger.)  Shoppers shop on-line; earn cashback on every purchase, and the cash is loaded onto the shopper’s Kroger card.  In turn, Kroger decides how to leverage the cashback to its greatest benefit.  Examples might be:

  1. A direct reduction on the cost of groceries at check-out based on accumulated cashback on the card
  2. Special shopping deals for cashback shoppers, e.g. BOGO’s on select items
  3. Tie-ins with other partners, such as gasoline purchases

A Grocery that adopts the Retail Benefits cashback shopping app will supercharge its store card with the following advantages:

  • Grow revenue – Retain a portion of member cashback to fund the program and be accretive to profit
  • Fund grocery card – Register cashback on your store card to apply directly to the shopper’s grocery bill
  • Drive engagement – Apply cashback to member benefits such as special offers, tie-in deals with other vendors, merchandise, etc.
  • Messaging – Communicate via the app on special offers, etc. Note:  The Cash Back app provides direct messaging to participants.
Phillip Davis

To learn more about the cashback shopping app. and the business opportunity it represents, contact Philip A. Davis at pdavishr@comcast.net or 678-977-5578.

 

 

 

 

 

Thank you for visiting our blog.

 

Jim Weber – Managing Partner, ITB Partners

Jim Weber – Managing Partner,  ITB Partners

I hope you enjoyed our point of view and would like to receive regular posts directly to your email inbox.  Toward this end, put your contact information on my mailing list.

Your feedback helps me continue to publish articles that you want to read.  Your input is very important to me so; please leave a comment.

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The Dave Daniels Consulting Systematic Approach – Part 3

Measurement of business goals can be elusive.  There are several measurement tools available, and my current favorite is an updated version of SMART, called FAST.  FAST is much better suited to today’s Agile companies.  But, this blog is not meant to discuss the merits of either approach.  When it comes to the measurement of D & I goals and action steps, I often find quite a bit of resistance.  For example, I often hear that setting specific demographic targets for staffing levels and/or promotability will lead to hiring and promoting individuals who are not qualified.

My response is always the same.  Every goal that is set in any given organization has the potential for loss of integrity.  I have seen people manipulate financials to make themselves look better.  I have seen bosses give people they like (friends) slack in their performance appraisals.  The list goes on & on.  When it comes to D & I measurement, I often hear from ELT members that they are concerned the company will start to hire and promote undeserving individuals.  This perception may or may not be true, but I always find it interesting that utilizing this reasoning to avoid D & I measurement is more freely shared vs. the examples cited above.

When it comes to staffing and promotions, it is in the organization’s best interest to widen the pool of qualified candidates.  No D & I expert worth their salt would ever suggest hiring and/or promoting a person who is not the most qualified person for the position.  The focus should always be on expanding the pool of candidates from under-represented groups.  Why?  Because it produces a diversity of thought and experience that clearly helps optimize the company’s results.  Most importantly, it enhances the probability that the best available person gets the job. 

This approach applies to all parts of the organization and to all groups of people.  Clearly, many organizations will benefit from targeting under-representative groups of women and people of color.  This focus will improve the organization and open new business streams and improved productivity.  So, does this same thought process involve all demographic groups?  The answer is yes. There will be situations where one or more groups are under-represented.  “Reverse discrimination” is a phrase that implies that white men have been adversely impacted.  I would suggest that this term does not describe this dynamic effectively.  Under-representation can happen with any group, and it takes honest conversation and approaches to overcome this disparity.

Every business unit in the organization needs to honestly and openly assess where a lack of diversity exists.  It is not good enough to look at overall business unit numbers; each position should be scrutinized.  Why?  Each department runs the risk of missing valuable diverse perspectives.    This growing complex dynamic can be overcome. The right measurement approach that is driven by the organization’s values and is applied to all levels of the organization will go a long way to overcoming unintended consequences that occur over time.

Effective measurement should consider two levels:  Outcomes and Impact.  Unfortunately, most organizations do not spend enough time assessing the effectiveness of their measurement process which has led many organizations to avoid accountability.  Allow me to share an example of the difference:

Outcomes: Short term & mostly intermediate changes that occur in organizations.

Example: Your organization increases its gender representation of its ELT.

Impact: Significant changes that occur within the broader organization.

Example:  Due to the outcome noted above, your organization has gained access to new markets comprised of primarily women.  Additionally, you have become an Employer of Choice for women, resulting in improved engagement scores that lead to measurable revenue growth.

As part of the DDC approach, I work closely with every ELT member and their teams to establish both Outcomes and longer-term Impact measurement.  We start by assessing how workflow and decisions are made.  A simple change such as discussing the make-up of cross-functional teams can have a dramatic impact.  And, if your organization does not have a robust Succession Planning process, the ELT may be missing a critical opportunity to ensure that the best rise to the top.  More on this topic in my next blog.

 

David Daniels, Daniels Consulting

Dave Daniels is an accomplished Senior Business and Human Resource executive with a proven track record of developing, implementing, and delivering upon both short and long-term results.  He has held management and executive-level positions with companies large and small throughout the United States. Dave has managed his career in a way that provides him with an exceptional breadth of experience and capacity to contribute to improving brand and financial results for his employer in every capacity he has served.

 

Thank you for visiting our blog!

 

Jim Weber – Managing Partner, ITB Partners

Jim Weber – Managing Partner,  ITB Partners

I hope you enjoyed our point of view and would like to receive regular posts directly to your email inbox.  Toward this end, put your contact information on my mailing list.

Your feedback helps me continue to publish articles that you want to read.  Your input is very important to me so; please leave a comment.

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Is Your Job Search Strategy Working?

Without a doubt, 2020 will be unforgettable.  To say, “it was the year that everything changed,” maybe an overstatement, but not by much.  However, it is safe to say the pace of change accelerated in 2020.  You know exactly what I am talking about.  There is no need to recap experiences that are still fresh in your mind.

One unfortunate effect of the Covid-19 Pandemic mitigation efforts has been an increase in unemployment, especially for Senior Executives.  My clients and the people I work with.  Even as the economy recovers, many industry segments struggle to find and maintain a defensible niche.  This has led to terminations as employers adjust to remain profitable.

ITB Partners has not been spared by the events of 2020.  The lock-down resulted in a loss of business for many of our consultants.   Demand for Executive Search has plummeted, although my coaching business is up.  One consulting client has kept me particularly busy.  More recently, the demand for our services has increased, often in unexpected ways.  Our consultants recognize the need, to maintain contact with their clients and prospects, to stay connected.  Overall, the membership at ITB Partners has remained stable.  People still need our services.

My work is focused on helping senior executives, mostly Baby-boomers.  They need help in finding their next job or a new career path.  They seek counsel to understand their options in the 21st Century, the New Normal.  For these people, the next situation will be entrepreneurial; with emerging companies and established mid-caps.  Likely, their next employer will be a portfolio company owned by a Private Equity Group.  Some have a better grasp on the situation than others, but most have difficulty understanding the digital economy and working with Millennials.  They want to be relevant and contribute. They have the skills to be successful in this environment but do not know it.  The irony is their greatest strength is lacking most in the culture, interpersonal skills.  They need professional help to navigate this environment.

A Career Coach can quickly assess and validate their clients.   The process of validating a candidate is designed to determine if their experiences and skills are supportive of an employer’s company life cycle position, their product line or services, and their company culture. It is a skill I learned in Industry, then honed over 22 years conducting searches.  Leadership is the fundamental skill set employers seek in a Senior Executive.  It is the starting point of the evaluation process.

Begin with the Fundamentals

    • Straightforward concise communications
    • Strategic problem-solving skills, ability to prioritize at a high-level.
    • Leadership skills: vision, alignment, motivation, and accountability
    • Appreciation for culture, values, norms, tradition
    • Situation awareness: matching strategy with life cycle position
    • Integrity: models ethical behavior – their strength of character

My good friend and ITB Partners co-founder, Stan Stout uses a five-point model he calls The Five Cs.

Stan’s 5-C Model

    • Competency
    • Character
    • Culture
    • Changeability (adaptability)
    • Cultivator
    • Communications.

Using these criteria, candidates are probed for the experience that demonstrates competency as a leader in their field.

Understand Your Relevant Skills

Secondly, career coaches identify the candidate’s unique selling proposition, (USP).  The USP are the skills and attributes that make one ‘stand out’ among the competition.  They identify the theme of the person’s career story and determine how to present it most effectively. It provides focus and direction for one’s search.  It is the candidate’s job search strategy.

Effective Communication is Required

Finally, career professionals help their clients communicate their relevance through the various media in play, resume, biography, intro letters, LinkedIn profile, etc. Their clients have good overall communication skills but find it difficult to present themselves. I was surprised to learn that this is common even among the best sales and marketing professionals.  They can sell another’s product but not themselves.  A career professional will help them craft and communicate an effective message.

The result of this approach is the clients find the best situation in the least amount of time.

It is said that a man who represents himself as his own attorney in a court of law has a fool for a client.  I must agree!  There are times when we need the expertise of others.  We cannot possess all the skills necessary to handle every situation.  A different perspective can be valuable.  Hiring a professional career coach can be a good investment, especially in this uncertain environment.

 

Thank you for visiting our blog.

 

Jim Weber – Managing Partner,  ITB Partners

I hope you enjoyed our point of view and would like to receive regular posts directly to your email inbox.  Toward this end, put your contact information on my mailing list.

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Optimizing Technology in Support of Business Processes

Brightwater Consulting

To move your business forward in this economy, you need to be nimble and efficient to maximize profits as the marketplace changes. And of course, employee safety and cybersecurity are musts.

I’m writing to ask if you have a few minutes to discuss how to boost growth and manage risks while becoming more efficient and effective.

At Bright Water, we offer a wide range of information technology services, from ERP systems to security and infrastructure to technology evaluations and optimizations.

Most important for you to know is that we deliver cost-effective, elite services. Plus, we’re located right here in Atlanta, so you’ll get the best local consultants to help you.

Can we connect for an introductory phone call this week or next?

I look forward to the opportunity to discuss how Bright Water can help you and appreciate that you are busy, so if you’d prefer not to be contacted again, just let me know.

Sincerely,

 

Dan Ricks, Brightwater Consulting

Dan Ricks

Bright Water Consulting, LLC

678-457-3098

danricks@brightwaterconsulting.com

www.brightwaterconsulting.com

 

 

Thank you for visiting our blog.

Jim Weber – Managing Partner, ITB Partners

 

Jim Weber – Managing Partner, ITB Partners

Jim Weber – Managing Partner,  ITB Partners

I hope you enjoyed our point of view and would like to receive regular posts directly to your email inbox.  Toward this end, put your contact information on my mailing list.

Your feedback helps me continue to publish articles that you want to read.  Your input is very important to me so; please leave a comment.

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Zooming through the Court System? Virtual Mediation is Moving Cases

The American justice system is known for a lot of things but certainly not speed and economy.  And, the broad swath of Covid-19 has created a host of challenges for the system.  A recent positive development is that virtual mediation has gained momentum as an expedient and efficient alternative to traditional litigation. 

The Slow Pace, Logistical Challenges & High Cost of Court Cases. Before Covid, the average civil court case took 6-24 months from filing to disposition.  If appealed, add another 6-36 months.  The cost of taking a case through the system was also substantial.  The cost of a typical civil trial ranged from an average of $43,000 for an automobile accident claim to over $100,000 for a medical malpractice claim.  Discovery, pre-trial and post-trial motions, and the trial itself required substantial attorney time and fees, as well as expenses for travel, expert witnesses, consultants, and exhibit preparation.  The Coronavirus shutdowns and restrictions have caused additional delays in the system.  Participants and their attorneys have become increasingly frustrated with the slow pace of their cases and the logistical challenges of conducting trials in the Covid-era.

Mediation as a Proven, Sensible Alternative. All of these factors have contributed to the rapid growth of mediation, and now, virtual mediation, as a prompt and efficient way to resolve cases.  Mediation is an informal process for discussing and settling cases with the help of a neutral professional known as a mediator.  Judges often refer cases to mediation.  Other times, attorneys and parties select mediation on their own.  Mediation has been around since Ancient Greece but has gained popularity in the United States in the last 20-30 years.  Depending on the state and the type of case, the settlement rate for mediated cases has ranged between 50-85%, and cases are normally resolved in one day– for a fraction of the cost of a trial.  Participants like that the outcome of a mediated case is determined by the parties themselves, the proceedings are cloaked in confidentiality, and, when settled, cases are rarely eligible for appeal.

The Strong Case for Virtual Mediation. The heavy Covid-induced utilization of Zoom, Go-to-Meeting, Microsoft Teams, and dozens of other web-based meeting platforms has transformed the mediation process.  Now, mediators throughout the country are holding virtual mediations where the mediator, the parties, and their attorneys meet together virtually, from the comfort of their own homes and offices, and negotiate their cases.  Much to the surprise of mediators, attorneys, and parties, virtual mediation has proven to be as successful as in-person mediation.  And, virtual mediation works for all types of cases, from personal injury and employment cases to complex multi-party contract and construction cases.  “I have hosted over 100 Zoom mediations since March and do not believe the outcome of any of them was adversely affected by the video conferencing format,” reports Mike Smith, a 28-year full-time mediator from Pensacola, Florida.  “The mediation process works almost as well in a Zoom conference as it does when we all get together in person.” Some mediators report that virtual mediation cases are being settled in shorter, highly-efficient sessions with parties saving thousands of dollars in attorneys’ fees, mediator fees, and travel and expenses.

A Bright Future for Virtual Mediations. Virtual mediation has proven to be so successful that many participants are now predicting that the virtual mediation process will continue to be heavily utilized by attorneys and their clients even after Covid-19 subsides and things return to “normal.”  Virtual mediation has proven to be an effective, efficient, and successful way to bring civil cases to resolution.  Cases are literally Zooming through the system.

 

Mike Perkins

Mike Perkins is an Alabama-registered and Florida Circuit Civil Certified Mediator who conducts in-person and virtual mediations throughout the United States. Contact Mike at 833/PERKADR or info@perkinsadr.com. 

 

 

 

 

 

Thank you for visiting our blog.

Jim Weber – Managing Partner, ITB Partners

 

Jim Weber – Managing Partner, ITB Partners

Jim Weber – Managing Partner,  ITB Partners

I hope you enjoyed our point of view and would like to receive regular posts directly to your email inbox.  Toward this end, put your contact information on my mailing list.

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The Dave Daniels Consulting Approach to Diversity and Inclusion – Part 2

As mentioned in my first Blog (Blog #1), I am not against formal classroom training for Diversity and Inclusion (D & I).  As the CEO, you need to construct a strong foundation within your Executive Leadership Team (ELT), first.  My last Blog (Blog #4) introduced the Intercultural Development Inventory (IDI), as the focus for ELT development.  In my opinion, this assessment tool is the best at creating awareness and action-oriented development steps, when administered by a Certified IDI Coach.

As a Certified Coach with IDI, I strongly recommend that your internal Chief Diversity Officer (CDO) becomes familiar with the tool and should eventually become an IDI Administrator.  Immersing your ELT to this development tool and the process will be one of the best investments that you make as a CEO.  There are companies/individuals that charge up to $1000 per person for completing the assessment while providing a single feedback session.  A Fractional CDO, certified in the IDI methodology, can bring this critical strategic action step to life in your organization. Once certified, it should become a critical component of the CDO’s role, as we work to identify a mid to long term solution for D & I continuity, once my “Sunset” work has been completed.  The Fractional CDO should provide this service as part of their monthly stipend, except for a small Administrative Charge that IDI imposes on each assessment.

Establishing the ELT IDI foundation should take no longer than 60 days.  Once the ELT journey has begun in earnest, then the CDO should work with you and your team to establish a series of ongoing “Listening Sessions.”  It starts with the CEO & CDO facilitating a company-wide session followed by each ELT member replicating a similar session within their own business units.  Leveraging your CDO in preparation, delivery, and follow-up should be your best approach to optimizing honest and constructive feedback.  This format should occur on a regular basis for the first year, minimally.

These two steps, IDI and Listening Sessions, will go a long way in establishing your commitment as the CEO.  Your team will sense your sincerity, especially if you reinforce your message by becoming a member of the “CEO Action” group, now counting over 1000 USA based CEOs from businesses of all sizes.  There is no cost to join and membership provides your ELT a litany of fantastic DEI resources.  Your CPO should be able to help you get signed up with this group. When you couple these three (3) steps with a strong Diversity Council and integration of a strong D &I lens in every aspect of your business, your company’s DEI approach will truly start to enhance positive outcomes and impact improving engagement that drives financial results.

My next Blog will continue Part 3 of the DDC Systemic Approach by diving deeper into measurement and expanding D & I advocates.  Please remember, a Fractional CDO approach can balance results and costs, quickly and effectively.  The DDC approach is meant to be a “Sunset” position that ensures sustainable value and impact for years to come.  At the end of the engagement, together, we will identify the proper advocates whether a Full-Time CDO or a sharing of the responsibilities by all members of the ELT.

 

David Daniels, Daniels Consulting

Dave Daniels is an accomplished Senior Business and Human Resource executive with a proven track record of developing, implementing, and delivering upon both short and long-term results.  He has held management and executive-level positions with companies large and small throughout the United States. Dave has managed his career in a way that provides him with an exceptional breadth of experience and capacity to contribute to improving brand and financial results for his employer in every capacity he has served.

 

Thank you for visiting our blog!

Jim Weber – Managing Partner, ITB Partners

 

Jim Weber – Managing Partner, ITB Partners

Jim Weber – Managing Partner,  ITB Partners

I hope you enjoyed our point of view and would like to receive regular posts directly to your email inbox.  Toward this end, put your contact information on my mailing list.

Your feedback helps me continue to publish articles that you want to read.  Your input is very important to me so; please leave a comment.

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Kevin Garrett Named Five Star Wealth Manager

Market Commentary – November 3, 2020

The October 2020 issue of Atlanta Magazine, in partnership with an independent research firm QMI Research, named Kevin Garrett as a 2020 FIVE Star Wealth Manager. This is the seventh consecutive year (2014-2020) that he has received this award and the eighth (2012) in nine years. Kevin is a partner of Integrated Financial Group, a consortium of professional advisors.

“I’m appreciative of the recognition of this award. While it’s great to be included in this group, we always strive to improve our client’s experiences, like our Return On Life program which is designed to give our clients the best chance to live their ideal life,” Garrett commented.

Kevin specializes in employee compensation planning such as stock options for business executives. He also works with women going through a life transition such as a divorce or death of a spouse, as well as professional athletes and their family.

The Five Star program is the largest and most widely published wealth manager award program in North America. As part of the updated research process for the Five Star Wealth Manager program, firms and peers nominate award candidates. Award candidates are evaluated against 10 objective criteria to determine the Five Star Wealth Managers in more than 40 major markets.

The updated Five Star Wealth Manager award process includes:

Eligibility Criteria – Required:

    1. Credentialed as an investment advisory representative or a registered investment advisor.
    2. Actively employed as a credentialed professional in the financial services industry for a minimum of five years.
    3. Favorable regulatory and compliant history review.
    4. Fulfilled their firm review based on internal firm standard.
    5. Accepting new clients.

Evaluation Criteria – Considered:

    1. One-year client retention rate.
    2. five-year client retention rate.
    3. Non-institutional discretionary and/or non-discretionary client assets administered.
    4. Number of client households served.
    5. Educations and professional designations.

 3,314 Atlanta wealth managers were considered for the award; 268 (8% of candidates) were named 2020 Five Star Wealth Managers

You can see the listing in the October edition of ATLANTA Magazine.

Integrated Financial Group

Kevin Garrett – Integrated Financial Group

My firm specializes in working with people that experience what we call “Sudden Income.” Typically the income came from one of these events:

1) Accessing and Managing Retirement Assets

2) A Performance Contract (Typically a Sports or Entertainment Contract)

3) Divorce Settlement

4) Inheritance or Insurance Payout

5) Sale of a Business or Stock Options

6) A Personal Injury Settlement

I believe the unique nature of these events requires specialized professional experience, empathy, and communication to deal with both the financial changes and the life changes that inevitably come with them.

My clients value my ability to simplify complex strategies into an actionable plan. They also appreciate that I am open, non-judging, and easy to talk to about their dreams and fears. Each client defines financial success differently and my goal is to guide them from where they are now to where they want to be. As my client’s advisor, my goal is to provide them with a lifetime income stream, improving returns, protecting their funds, and managing taxes.

Firm Specialties:

    • Retirement Planning For Business Owners & Executives
    • Woman’s Unique Financial Planning Needs
    • Professional Athletes
    • Investment/Asset Allocation Advice
    • Estate Planning
    • Risk Management
    • Strategic Planning

Kevin was listed in The Wall Street Journal as “One of the Financial Advisors In The Southeast That You Need To Know”

Kevin was listed in Forbes Magazine’s Annual Financial Edition as a Five Star Financial Advisor

Kevin has been awarded the Five Star Professional Wealth Manager in Atlanta Magazine in 2012, 2014, 2015, 2016, 2017,2018, and 2019.

Award based on 10 objective criteria associated with providing quality services to clients such as credentials, experience, and assets under management among other factors. Wealth managers do not pay a fee to be considered or placed on the final list of Five Star Wealth Managers.

KEVIN GARRETT, AWMA, CFS

Integrated Financial Group

200 Ashford Center North, Ste. 400 | Atlanta, GA 30338

Phone | 770.353.6311

Email | kgarrett@intfingroup.com

Website | kevingarrettifg.com

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Helping Businesses Navigate the COVID-19 Challenges

FlexHR

Ten months into the COVID-19 pandemic, companies are under unprecedented stress with challenges to keep their business afloat and their employees safe and productive. In spite of the barrage of federal and state attempts to provide assistance to small and medium-sized companies, the daily dissemination of conflicting information about the pandemic, and the pressures placed on management by their employees for guidance and direction concerning their job security and health in the workplace; many employers are struggling to make appropriate and sound decisions to successfully guide their company through this difficult period. Thus, Human Resource experts have never been more valuable than right now to help navigate these varying new work environments.

Under these conditions that show no signs of abetting in the near term, company leaders are re-examining changes to their internal operational policies and procedures. Additionally, the structural deployment of human resources is vital to organizations in an attempt to adapt to these continuously altering conditions. Some of these variations include among others:

    • Develop work-from-home policy mandatory for certain employees and positions
    • Consider split-shift and rotating schedules
    • Remote orientation of new employee to the company
    • Increased deployment of virtual training technologies to increase competency levels
    • Health screening procedures for employees and visitors in the workplace

While many of these changes may be desirable and necessary, prudent caution should be exercised when considering these actions. Sanctioning the proper HR expertise is more important now more than ever to successfully strategize and manage the modifications of new office policies. Businesses around the nation are trending towards outsourcing their human resources. Companies like Flex HR, Inc., a full-service HR firm based out of the Atlanta, GA area, oversee these adaptable transitions all while mitigating possible liability risks for the employer. HR professionals have become significant leaders of positive change; inventing new ways to work, altering job functions, developing new learning and communication methodologies.

When implementing updated policy changes it is important to deliberate the impact of the change on compliance requirements already in force. For example, if you institute a health screening policy designed to keep the workplace safe for employees, be sure the policy does not violate HIPAA guidelines. If you consider mandating work-from-home policies, be sure to include procedures that provide for liability protection for the company.

Further complicating these challenges are the alterations and additions to federal and state regulatory requirements that will most certainly follow the implementation of business assistance programs. New OSHA, FLSA, IRS, HIPAA, and EEOC rules associated with COVID-19 continue to have an impact on business operations. It’s critical for business leaders to take measured strategic action to address these challenges to their business. Small to medium size companies are confronting two major complexities daily: how to keep their employees and workplace safe and productive, and how to deploy their available resources to maintain business operations.

Employee and Workplace Safety

By far the greatest issue facing corporate leadership during the pandemic is the protection of employees and the workplace. Employees are scared to come back into the office, afraid they may contract the virus or worse bring the virus home to their family. Therefore, companies must develop detailed procedures that keep the workplace as free of the virus as possible including sanitizing all workspaces and surfaces, hand sanitizer throughout the office, health screening procedures for both employees and visitors, as well as assigned responsibility to ensure procedures and policies are enforced and documented.

It is critical that employers maintain communication outlining what actions the company is taking to keep their staff safe. Communication efforts should include, but are not limited to:

    • Set up regular weekly management communication to employees regarding safety policies and actions the company is taking to keep the workplace safe
    • Invite employees to share their concerns and recommendations with the company verbally and in writing
    • Create a Q&A mechanism where employees can ask, receive, and share issues and concerns as well as receive the same information on answers shared with them

Overall, the more accurate and uniform information shared with employees the more productive the employee workforce will be.

 

Re-engineering Workforce Deployment

If employers are contemplating re-engineering or restructuring workforce deployment, it is important to do so by considering the integration and interdependence of the following reengineering guidelines. Re-engineering and workforce restricting can include work-from-home mandates, job restructuring or redesign, departmental reorganization, career track restructuring, compensation adjustments, or position reclassification. Foremost among management’s consideration is ensuring key change management initiatives are well-conceived and well implemented. Phil Davis, SVP of Flex HR, notes “HR needs to play a major role when change management methodologies are being determined. Companies call on me to support leadership and upper management, ensuring their teams are communicating these efforts properly.”

Guideline considerations include:

 

    • Cost/Benefit Assessment Protocols

Assessment protocols should be defined prior to instituting any modification to determine if the planned benefit resulting from the change is worth the costs in human as well as monetary terms.

    • Productivity and Performance Metric Realignment

When deviations are considered in the job responsibilities, supervision reassignment, and/or primary work location, attention should be given to realigning performance and productivity metrics in consultation with the employee.

    • Policy and Guideline Considerations

Whenever redeployment of employees, responsibilities, or performance metrics are undertaken, all affected policies and procedures should be reviewed for required changes in employee handbooks and communicated to all employees.

    • In-house and Remote Training Requirements

When making structural changes that impact the training and development of employees, it’s important to confirm that the requisite communication and training technology is available, and employees know how to use it.

    • Compliance Issue Management

All changes considered should be reviewed against any potential violation of compliance requirements, ensuring compliance issue management and clarification be conducted prior to implementing any adjustments.

    • Corporate Management and Governance

Any re-engineering fluctuations that may require a reexamination of corporate governance issues or modifications should be resolved prior to initiate the change action.

 

Jim Cichanski – CEO FlexHR

Engaging business complexities is perplexing enough without the added burden of doing so during a pandemic. Dr. John Cascone, SVP at Flex HR, has commented “many CEOs are reaching out for guidance in an effort to provide sound direction to their management team and employees to keep them safe and productive during this critical period.” Leadership is continually challenged with making effective and balanced decisions for both staff and the organization. Simultaneously all while trying to enforce the company’s core values and safeguarding the well-being of employees. To ease the burden of management, Flex HR experts have created “helpful tips for managing the Coronavirus crisis” online, specifically addressing COVID-19 business impact concerns. For checklists, sample return to work letters, and other essential information for having your staff return to work, contact Flex HR now.

 Thank you for visiting our blog.

Jim Weber – Managing Partner, ITB Partners

 

Jim Weber – Managing Partner, ITB Partners

Jim Weber – Managing Partner,  ITB Partners

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