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What the COVID-19 Vaccine Could Mean for Companies Throughout the Nation

FlexHR

In the past week and a half Pfizer and Moderna have announced their COVID vaccines have proven 95% effective. “It’s just as good as it gets — 94.5% is truly outstanding,” Fauci told CNN.

According to Biopharma Dive, “no vaccine has ever been developed so quickly, never mind manufactured for the world. The goal, at least in the U.S., is to have a vaccine ready for use in some fashion by the end of the year, or early next.”

Although doctors suggest the vaccine may not be readily available for the general public for several months, business owners are already turning to their Human Resources professionals, such as Flex HR, Inc., wondering whether or not they should require their employees to be vaccinated. And if that is legal?

Can Employers Mandate Vaccines?

In short, the answer is yes. The U.S. Occupational Safety and Health Administration (“OSHA”) claims employers can require their staff to get influenza vaccines, for example, but emphasizes that employees “need to be properly informed of the benefits of vaccinations.” Obligatory workplace vaccinations are not a new concept despite the focus of our national conscience. For years employers have included mandatory vaccination programs into their policies and procedures within the company Handbook.

In fact, flu vaccine guidelines have been a part of specific industry policies for a very long time; particularly for healthcare workers. Amy Traub, an attorney with BakerHostetler in New York City, told the Society for Human Resource Management that hospitals and nursing homes, in particular, have a compelling argument for requiring the COVID-19 vaccine given that their employees interact largely with immunocompromised patients.

According to JacksonLewis, “Neither the EEOC nor OSHA has published guidance (yet) on the issue of COVID-19 vaccines in the workplace; however, currently, both the EEOC and OSHA recommend encouraging, not necessarily requiring, flu vaccines.”

What If An Employee Refuses?

It’s inevitable that some workers are going to reject getting the vaccine. Pushback could be for political or religious reasons, medical concerns, or even out of fear. OSHA goes on to explain that “an employee who refuses vaccination because of a reasonable belief that he or she has a medical condition that creates a real danger of serious illness or death (such as a serious reaction to the vaccine) may be protected under Section 11(c) of the Occupational Safety and Health Act of 1970 pertaining to whistleblower rights.” Flex HR, an industry-leading full-service HR firm supporting all HR functions, recommends employers take the time to listen to their employees’ concerns. If an individual opposes receiving the coronavirus shot, allow them to provide an explanation for their refusal of the vaccine. This could include justification of their religious beliefs or a note provided by their medical advisor addressing their medical condition and other health risks.

The Civil Rights Act also compels employers to issue a reasonable protective alternative — such as wearing a mask or allowing employees to work remotely (if possible) — in lieu of a vaccine. However, a worker who objected to a vaccine requirement “for moral or political reasons would not be protected,” CNN Business reported. If an employer puts a COVID vaccination mandate into the company policy as a term and condition of employment and an employee refuses to comply, he or she may even be fired if no accommodation can be made.

Considerations

Before an employer goes to their HR department requesting to add a vaccination policy for their staff, consider these premeditations below when weighing this very controversial decision.

    • Is mandating a vaccine policy really necessary or are there other measures your workplace can take first?
    • Have you required your staff to wear masks in the office, created more physical distance between working spaces, or allowed employees to work from home in order to prevent the spread of COVID-19?
    • Encourage employees to get all vaccinations and be sure their vaccinations are up to date to keep themselves and their co-workers safe.
    • Employers that decide to put a vaccination policy in place should seek HR expertise in adapting this new requirement.
    • Offer flu shots and other vaccinations at no cost to the workforce and even make an on-site location for staff to get during working hours.

Requiring the workforce to receive the COVID-19 vaccine is a tough choice for one’s business. The pandemic has undoubtedly triggered employers to adapt to an unknowing, changing environment. Jim Cichanski, Flex HR’s CEO notes “I know we will receive more direction as we get closer to the arrival of a COVID-19 vaccine. In the past, guidance from OHSA has been to protect your workers and the workplace by allowing employers to demand COVID negative tests before returning to the office. One good piece of advice is to require employees to get tested for COVID. This protocol aligns with providing that safe haven working environment for all staff. Now we await potentially the same type of guidance once the actual vaccine is released.”

When Do Employers Have To Decide?

Employers have quite a few months to make the decision whether or not they will mandate their staff to get the new Coronavirus vaccine. The CDC indicates that the 21 million healthcare workers will be the priority, then followed closely by first responders, teachers, high risk, and over 65 years old. Dr. Moncef Slaoui, chief science adviser for the federal government’s Operation Warp Speed says, “each state will independently decide, taking account the guidance, who to immunize.” He goes on to say “20 million Americans could be vaccinated by next month.” As employers continue to explore all their policy options, they should remain vigilantly prepared, proceed with caution, and obtain expert HR support sooner rather than later.

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

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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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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

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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Human Resources Bootcamp for Business Owners

FlexHR Consulting Business Bootcamp

HR trends and best practices for business owners and management.

Distress in the workplace lately? You’re not alone.  Flex HR consultants often get asked to come to speak to businesses in various industries regarding the vital HR functions to keep their businesses sustained properly. Thus, Flex HR offers a Human Resources Bootcamp for business owners and managers.

Recently, Flex HR hosted a Human Resources Trends Bootcamp in Denver, CO. This discussion focused specifically on Veterinary Practice initiatives essential to HR that owners and managers must comprehend to stay compliant with labor and IRS laws.

This presentation took a deep dive into HR best practices, current HR trends, clarifying policy, laws, handbook communications, managing millennials, HR operations, onboarding & termination, and of course the impacts from COVID-19. Jim summarized tangible situations and how the repercussions can cost tens of thousands of dollars to your organization. He also outlined the “Risk Factor” of actions that are critical for managing the human side of an organization’s enterprise providing examples on how to get the most out of your human capital, along with tools to take back and implement in your practice. It’s imperative for businesses of all sizes to protect and grow their assets, but lack the HR knowledge to do so. Consequently, nearly 85% of organizations outsource at least some HR functions.*

Jim Cichanski – CEO FlexHR

Jim Cichanski was the presenter. He is the founder and CEO of Flex HR, Inc. and a Preferred Partner of VSG. Jim also spent 26 years in the Army National Guard achieving the rank of Colonel, was inducted into the Officer Candidate School Hall of Fame, and received numerous awards including the Legion of Merit. Jim holds a BA in Applied Behavioral Sciences, is a graduate of the Department of Defense Equal Opportunity Institute, has served on the board of HealthSource of Georgia, and was an inside board member of 17 companies.  He is an active member of many HR professional organizations. He recently served on the Board of Directors for HomeStretch and is an Angel investor in several Human Resources related ventures.

 

FlexHR

Flex HR, Inc. is among the top HR outsourcing and consulting firms, based out of the Atlanta, GA area. They were selected Best of Johns Creek Award in the Business Human Resources Consultant category by the Johns Creek Award Program last year, and this year was inducted into the Johns Creek Business Hall of Fame. The Atlanta Journal-Constitution awarded Flex HR “Best of Atlanta Business Profiles” while Outsourcing Gazette magazine listed Flex HR as the “Top Most Promising HR & Staffing Service Vendors.” For 3 years INC Magazine recognized Flex HR as an Inc 5000 “Fastest Growing Privately Held Companies in America”. Jim was also recognized by the North Fulton Chamber of Commerce as the “Small Businessperson of the Year.” Catalyst Magazine acknowledged Flex HR as 1 of 18 Companies CEO’s in Atlanta would like to own.

 Visit our Coronavirus pandemic page or more information on how businesses are managing their HR assets during the continued consequences of COVID-19.

Do you need an HR Bootcamp for your business or more information? CONTACT US NOW

* Outsourcing HR: Big Savings for Small Business,” by Adam Skolnick, The Fiscal Times, Atlanta, GA, July 22, 2013.

 

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How to Design A Successful HR Strategy For Returning To Work During Pandemic

Successfully-Returning-To-Workplace: by Jim Cichanski and Jamie Sieja

The past few months have been unpredictable as the pandemic has taken a toll on most businesses. Almost all small to midsize companies have learned to adapt to these arbitrary and varying new working environments. However, it seems the change is actually going well for workers. 57% of U.S. employees think COVID-19 has changed the way we work for the better.*

Workplace Flexibility Moving Forward After Coronavirus

Therefore, it’s time to start looking ahead and getting businesses back on track by implementing updated work policies as the economy restarts. It’s imperative that Human Resources communicate their restructured plans to ensure a healthy and safe operational environment. Jim Cichanski, CEO of Flex HR states “we are working with hundreds of clients to bring back the workforce into their offices. The one key message I urge companies to convey to their employees encompasses the measures you are taking to keep them as safe as possible upon returning to the office. Conversely, be careful not to over promise-keeping your workforce completely safe. The research is still unclear as to exactly how an individual can catch, and spread, COVID-19; therefore, there is no way to create a perfectly protected environment while at work.” While some organizations have begun opening their doors for staff to return to physical locations, the majority of businesses are acclimating toward a remote workforce. Consequently, this means companies are fully transitioning to flexible working arrangements in the foreseeable future.

“If workplace flexibility is an expected employee perk, then employers will continue to offer that benefit to hire and retain quality people, which should be a prime the goal of the employer,” says Karen M. McGrath, assistant professor of finance at the Freeman College of Management at Bucknell University. “So as long as productivity remains strong, and employees experience greater job satisfaction, then I do not see things changing.”

Employers and Staff Returning to the Workplace

“HR executives should be the leaders in transitioning employees back to the workplace,” says David Osborne, chief executive officer of Virgin Pulse, a wellness company. Several employers are phasing employees back into offices, staggering workdays, moving office spaces (or cubicles) 6 -10 feet apart, and conducting temperature screenings before entering the building. Furthermore, other companies are asking their workers to self-administer temperature checks at home and attest that they have no COVID symptoms before entering their workspace each day. All of these transformations throughout the organization need to be relayed to all employees to ease their anxieties and to provide peace of mind. In short, companies are being trusted by their employees to do the right thing, follow the right guidance, and bring them back safely.

Overcoming New Office Challenges During The Pandemic

As the impact of Coronavirus across the country is lingering, one new challenge that organizations are experiencing is navigating day-to-day productivity efficiently. Thus, it’s essential to design a return to work plan that is sufficiently adaptable to evolving recommendations, guidelines, and orders issued by federal, state, and local governments, such as the Families First Coronavirus Response Act (FFCRA). Additionally, employers should reference guidelines published by the U.S. Centers for Disease Control and Prevention (CDC) and the Occupational Safety and Health Administration (OSHA), which summarize key considerations for preparing workplaces when bringing back employees.

Human Resources Is Vital Right Now

Business owners need to invest in the proper HR expertise 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 headquartered in Johns Creek, GA, oversee these adaptable transitions all while mitigating possible liability risks for the employer. HR professionals have become the principal leaders of positive change; inventing new ways to work, altering job functions, developing new learning and communication methodologies. “The HR profession has taken on a heroic role. I am more inspired and energized to support the HR profession than ever. HR leaders are rolling up their sleeves, partnering with IT, facilities and legal functions, and figuring out how to react, respond and re-engineer all aspects of work,” notes Josh Bersin of Human Resource Executive.

Streamlining business complexities during the COVID crisis is perplexing in itself. Leadership is currently overwhelmed in making effectively-balanced valuable 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, HR companies, like Flex HR, 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.

*Source: WalletHub using https://datavisu.al/

 

Jim Cichanski

Jim Cichanski, the founder, President, and CEO of Flex HR, Inc., has 30+ years of experience in human resources, holding senior-level positions in companies that were privately held, pre-IPO, foreign-owned, joint venture, Fortune 50 and one labeled the “fastest-growing F1000 in America.”

Jim Cichanski
Flex HR, Inc.
President and CEO
Flex HR, Inc.

 

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.

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.

Jim Weber – Managing Partner,  ITB Partners

 

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COVID-19 HR Quick Guide for Small Businesses* – FMLA for small Businesses (under 500 Employees)

FMLA for small Businesses (under 500 Employees)

There are several basic different benefits under the provision of the Family First Coronavirus Response Act (FFCRA or Act) and are broken out down below:

General Guidelines:

  • Employers will receive 100% reimbursement for paid leave pursuant to the Act.
  • Employers will get paid for via Payroll tax credits.
  • Businesses under 50 employees can request an exemption to provide the leave under this Act where the viability of the business is threatened.
  • Items in this Act will most likely apply from a date in January that will be defined in the April 2nd completing of the rules.
  • If a business developed a paid leave plan for COVID-19 in the past month, that policy must be exercised prior to using this Act’s provisions (unless overwritten in final instructions).

Paid Leave for Child Care:

If an employee cannot come to work because the employee’s child’s school or daycare is closed, that employee will be paid per the guidelines below:

  • The employer is required to pay this benefit to the employee.
  • The 1st two weeks may be unpaid, or the employer may allow the employee to take PTO, vacation or sick leave this employee has established in regard to the allotted amount outlined in the organization.
  • Thereafter, the following 10 weeks will be paid by the organization at two-thirds of the regular wage, up to $200.00 per day for a total aggregate of $2,000.00.
  • Under guidelines provided on April 2, 2020 the employer will be granted a credit from payroll taxes paid. If there are not sufficient taxes, accelerated payment from the IRS will be available.
  • Details will be available on April 2nd explaining tax credits to maintain the employees benefits during this time.
  • Employers are encouraged to set up a new paid leave code in the payroll system for keeping this expense separate for reporting reasons to get appropriate tax credits.

Paid Sick Leave:

  • Paid Sick leave is permitted if an employee is unable to work because of COVID-19 concerns such as:
  • Quarantine directed by a Doctor or isolation order.
  • Self-quarantine advised by a healthcare advisor.
  • Has symptoms and is seeking medical diagnosis.

 

  • Caring for an individual with an isolation order or advised by a healthcare provider to self-isolate (max payment is $200.00 per day for caring for others).
  • Employer must pay full wages for up to two weeks.
  • Maximum payment is $511.00 per day.
  • Under guidelines provided on April 2, 2020 the employer will be able to take a credit from payroll taxes paid. If there are not sufficient taxes, accelerated payment from the IRS will be available.
  • Details will be available on April 2nd on tax credits to maintain employee benefits during this time.
  • Once again, employers are encouraged to set up a new paid leave code in the payroll system for keeping this expense separate for reporting reasons to get appropriate tax credits.

 

Small Business loan:

  • Not approved yet; however, the Senate has strong details on small business loans that both the House and Senate seem to be in agreement.
  • Loans will automatically be approved as a Small Business Loan.
  • If you keep 90% of your employees without Furloughs or Layoffs, the loan will be forgiven.
  • Loan may be used to pay employees, employee benefits and leases for facilities.
  • Amount is undetermined at this time, although one to two months of operating costs has been discussed.

 

If you must reduce staff:

What is the difference between laying a person off versus a furlough?

  • Furloughs are where the employer agrees to continue to pay both the employee and employer benefits during a set period of time; for example: 2 weeks or even 2 months. Employees should receive a letter from the employer stating the terms and conditions of the furlough including the anticipated timeframe.
  • A furlough timeframe can extend the furlough time. A new letter of terms should be prepared and sent out at that time.
  • A Full Furlough is a complete stop of all work and employees, including exempt employees. Employees cannot do any work including answering email.
  • A Partial Furlough is a reduced schedule. Some examples are working 25 hours a week, or the employee doesn’t come in for the next three days, or work M-W-F etc.
  • For employees with partial furloughs, the employer will need to enter hours at the end of each week through the DOL site (based on the business’s state’s guidelines). The employer should set up an online account for the FID Entity.
  • This data entry of hours work is how the DOL will pay the partial employees their Unemployment payments.
  • Each state may have different guideline so we familiarity with those for each state in which businesses have employees is important.
  • Reiterating that employers are highly encouraged to set up a new paid leave code in the payroll system for keeping this expense separate for reporting reasons to get appropriate tax credits.
  • A Lay-Off not having an employee come back to work for the company. Consider the future months ahead and if that employee is worth bringing back to work. If not, in this case, you would lay the person off. You cut the cord in paying benefits, releasing them for any employee status with your company.
  • Employers ought to set up a new paid leave code in the payroll system for keeping this expense separate for reporting reasons to get appropriate tax credits.

Follow Flex HR’s latest HR advice on the Coronavirus.

Written by Jim Cichanski, CEO, Flex HR, Inc.

jcichanski@FlexHR.com

* Statistics and government guidance are rapidly changing. This is the most updated information as of 3/23/20. 

FlexHR
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The Coronavirus’ Effect on Businesses and How HR is Managing It

The Coronavirus Disease 2019, or COVID-19 has officially started spreading in the United States as many predicted it would. We’ve all seen the precautions to take and how to prepare at home, but what exactly does this mean for your business? In this state of unpredictability, we recommend that companies take steps to make changes and updates now. It is important to build resiliency, stability, and become better equipped to survive through such challenging times.

 

Employers need to also consider the increase in absenteeism and consider cross-training personnel, so they are able to perform other work duties than their own in case this becomes necessary.

 

Jim Cichanski, CEO of Flex HR, Inc. a full-service Atlanta based Human Resources firm, advises “the biggest thing to do if you have not done so already, is create a written plan for emergencies (from bad storms like tornadoes, emergency closings, to viruses) which may mean updating or adding to your current Employee Handbook and or company policies.” First and foremost, meet with management as to how to correspond and carry-out the company procedure. Furthermore, communicate this information with your workforce immediately to lessen the emotions and anxiety associated with the hype. Encourage an open dialogue and share newly determined action plans or ones in development.

Some of the major companies such as Coca-Cola, Google, Amazon, and IBM have already put tactics into place such as asking those employees that have traveled out of the country to voluntarily work from home for two weeks as a preventive measure. Others have asked their workforce to limit travel plans or have canceled previously arranged international business trips. You may want to take similar actions.

Here are 5 things businesses should do now to prepare:

1. Revisit company policies and allow flexible alternatives.

Regardless, if employers break down their paid time off from their sick days, employees often come to work with a cold, so they don’t have to use up one of their days. Of course, no one wants for a co-worker to come to work sick, but they do so in order to save their days for when they are very ill or if their child must stay home from school sick. The Centers for Disease Control (CDC) and Prevention have recommended that employers establish flexible, “nonpunitive” policies, encouraging employees who are sick or exhibiting symptoms to stay at home. A spokeswoman from IBM noted, “IBM is having employees work from home where recommended and deciding on participation in large meetings and trade shows on an individual basis.”

Often small companies may not be able to afford all the luxuries like paid time off, or even allowing employees to work from home as a large company may be able to afford. There is no law stating you must pay non-exempt (hourly) employees if they are not at work. For the smaller firms, HR may require employees to use up paid time off, however; in doing so managers will need to open up their policies and allow employees to use paid time off prior to accruing the hours. A simple rule would be to grant them the total years’ amount of accrual, even if they have not earned it yet.

2. Sanitize first. Then sanitize again. And sanitize once more.

It’s an obvious statement that every single person should be following multiple times each day, but with the Flu and now Coronavirus its more essential than ever to stress that the entire workforce should be practicing virtuous hygiene measures. HR knows the prominence of the handwashing posters that should be placed near sinks and restrooms in the office, so now is a good time to ensure these are all in place instructing employees to clean their hands often with an alcohol-based hand sanitizer that contains at least 60-95% alcohol or wash their hands with soap and water for at least 20 seconds. You should also highly consider putting up temporary posters all over your office recommending “Wash Hands Frequently” or “Sneeze into your Elbow” to prevent spreading viruses. Provide alcohol-based hand sanitizer throughout the office (maybe even at each worker’s desk), tissues and disposable disinfecting wipes. Furthermore, check-in with your firm’s cleaning team to guarantee they are consistently wiping down all surfaces, and especially those that are frequently touched such as doorknobs, keyboards, remote controls, desk areas, and the kitchen after each workday.

3. Confirmation of positive Coronavirus test.

If an employee is confirmed to have Coronavirus it is mandatory that the employer notify fellow employees of their possible exposure to the COVID-19. Employers do not need to mention that person’s name under Federal Law, but that there has been a confirmed case and others should be aware. Anticipate that staff may be fearful and anxious and that some rumors will need to be addressed to properly convey the facts of the matter. If an employee feels well but has a sick family member that tested positive for Coronavirus at home, they should inform their manager right away to determine if that person is able to work from home as a precautionary measure.

4. Serious COVID-19 Outbreak preparations.

Every day we hear about the Coronavirus headcount increasing as well as expanding across the U.S. Employers should prepare by putting action plans into place quickly and communicating with your workforce that there is a strategy should it need to be applied. Continue to reassure your staff that the risk of exposure is very low at this time. And although the risk is minimal, employers need to recognize and protect those workers that may be at a higher risk for adverse health complications or be ready to take action to reduce transmission among staff. As people travel to other countries and return to the USA, they may be at risk of this virus or carrying it and not even know. So be knowledgeable and get prepared. Employers need to also consider the increase in absenteeism and consider cross-training personnel, so they are able to perform other work duties than their own in case this becomes necessary. Talk with managers about what work they may need to absorb or what projects they need to delegate to others in this scenario.

5. Ensure technology plans are in place.

Many companies do not have work at home policies, so preplanning is crucial in the event that it becomes necessary for a portion, or an entire organization, to telecommute temporarily. System connections, access to computers and internal networks all need to be predetermined prior to someone simply working from home. Transferring of phone calls and incorporating all the details needed to make that work smoothly needs to be considered and also written out so if the time comes to integrate plans, the process can be easily followed. If your company has an internal IT department be sure to strategize with the team as soon as possible. During this unknowingly challenging period, it’s crucial that Human Resources departments are planning for the worst. Business owners, managers and especially HR ought to take the time to review and update company policies allowing flexibility, communicate the updated protocol, practice hygienic routines around the workplace, create an emergency strategy that includes technology back-ups and telecommuting procedures in the event an employee becomes ill and/or business closure is indispensable.

Flex HR serves almost every industry in all 50 states, including Georgia, Florida, California, North Carolina, and Tennessee, as well as Puerto Rico, the Virgin Islands, Canada, and Europe supporting U.S. subsidiaries of foreign-owned companies.

Our Flex HR specialists serve thousands of different organizations, in countless industries, varying from a few to over 75,000 employees.

To Learn More about Flex HR Contact Us.

Thank you for visiting our blog.

Jim Weber – Managing Partner, ITB Partners

Jim Weber – Managing Partner, ITB Partners

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Jim Weber – Managing Partner, ITB Partners

 

 

 

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Are You Listening To Me?

Last night, we enjoyed a lovely October evening in the Atlanta area.  The temperature had cooled to the low 70’s making it very comfortable for al-fresco dining with friends.  As it would have been somewhat tragic to miss this blissful weather opportunity, my wife, Jill, and I enjoyed an evening out with another couple. The other couple, David and Dana are my wife’s business partners for her residential remodeling and construction business. We agreed to meet at Avalon around 6:00 p.m. Avalon is a trendy new mixed-use venue in the northern suburbs of Atlanta.  Most Friday evenings during the Summer and early Fall, people congregate there to listen to a live band, enjoy a casual dinner and drinks, and participate in lively conversation.

 

David arrived a little later as he had to attend an event with his son.  That gave us time for a few drinks and conversation with Dana. At some point during the conversation, Dana mentioned how interesting it is to watch Jill and David work together, especially the way they work through the creative process. As Dana explained it, she facilitates their work by helping Jill and David communicate.  She said they spend a lot of time talking past each other, not actually hearing what the other has said. That’s not a surprise, as they’re both strong-willed, creative types, successful in their own right.  Dana is their interpreter.  Our conversation reminded me of the awesome power of listening.

 

Reflecting on this past week, I spent a lot of time listening.  I listened to several job seekers talk about their career interests.  One was much more interesting than the other, as his experience was broader and deeper.  I made a presentation to The Business Executives Networking Group (The BENG) which I designed to be interactive.  I was successful as my presentation generated a lively discussion. As a result, I received a lot of input from the group.   While editing the presentation video I recorded, I became aware of opportunities to improve my delivery.  While careful listening facilitated the editing process, it also revealed some cringe-worthy speaking habits.   I had the same experience listening to the webinar I delivered on Thursday.  Listening to my presentations as if I was a member of the audience, became a self-improvement exercise.  Wednesday, I conducted my monthly Executive Leadership Meeting which was an opportunity to hear from my advisors.  As these people represent the leadership counsel for my company, it is important to hear from them and to ask questions for clarity.  As that meeting was conducted via ZOOM, I have a video recording to refer to as I prepare the meeting recap.  Hopefully, I will hear something interesting that I missed during our meeting.

 

Friday morning, I had a meeting with another colleague.  We discussed many opportunities, including the possibility of collaborating on a seminar about professionalism.  During that meeting, I observed that my favorite way to close a deal was by listening to the prospective client talk about their issues and thoughts for corrective action.  In those situations, I listen carefully and ask questions for clarification and insight.  I listen without judgment or offering an opinion, asking questions to understand the prospect’s desired outcome.  I believe that conducting myself in this manner demonstrates a sincere interest in understanding their situation.  By showing interest in learning about the prospect’s problem, I demonstrate my respect for her and empathy for her situation.  This process helps build rapport, the foundation for all relationships.  It also shows the prospect  what to expect from me if hired to help her resolve an issue.  This discussion brought the power of listening to full focus.

 

It was a late evening, Friday.  However, it was most enjoyable and a great bonding opportunity for all of us.  Best of all, listening to Dana talk about her role as a facilitator reminded me how important listening is to one’s success.

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.

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.

 

 

 

Jim Weber, Managing Partner

ITB PARTNERS

Jim.Weber@itbpartners.com

North Fulton Business RadioX Interview, September  26, 2019

Author of: Fighting Alligators, Job Search Strategy For The New Normal
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ITB Partners Launches New Website for Clothing Manufacturer

ITB Partner Brennan Robison recently spearheaded the development of a new website for ethical clothing manufacturer Alta Gracia Apparel. Rebecca Holderread, also an ITB partner, is CFO/COO of AG Triada, the parent company of Alta Gracia. The casual clothing company is noteworthy for its commitment to paying a living wage for the making of its apparel. Brennan, a marketing and communications consultant, also led the redesign of the ITB Partners website earlier this year.