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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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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

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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.

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

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Too Busy to Lead?  Why? It’s What Leaders Do…

A popular Halloween-themed commercial makes fun of victims in horror movies.  It shows four terrified young people running through the night from an undisclosed danger, making the decision to bypass an awaiting getaway car and choosing to hide behind a wall of chainsaws—all while the “bad guy” watches in bemusement and anticipation.  In the end, the announcer says “If you are in a horror movie, you make bad decisions. It’s what you do.”

Leaders are supposed to lead.  That is what leaders do.  Not leading is a bad decision.  I am constantly amazed by the number of leaders who fail to effectively lead their people because they are “too busy.”  I normally run across the “too-busy leader” when I am called into an organization to help with an HR crisis such as high turnover of key employees, increasing employee complaints, dysfunctional teams, sagging productivity, increased workplace accidents, or a threatened union campaign.  In almost every case, the once passionate, motivated leader has “fallen asleep at the leadership switch” and become hopelessly sidetracked by mounting paperwork, emails and texts, production demands, deadlines, budgets, and countless meetings.

The result is full or partial abandonment of the practices that make a leader a leader.  I’m talking about the very basics– getting to know their people, listening to employee feedback, setting clear goals, providing recognition and encouragement, communicating values, vision, and important tactical information, modeling the organization’s values, and holding employees accountable.

In most cases, the too-busy leader does not become that way overnight. It is a slow fade.  The meetings start piling up, aggressive new budget goals are handed down, customers become more demanding, production issues require constant attention. There is always a squeaky wheel, and something has to give.  Often, it’s the little things that go first. Things like walking around on a daily basis to speak with employees and monitor progress; stepping into orientation meetings to meet new employees; recognizing employee birthdays, anniversaries, and achievements; taking time to listen to employees; communicating important goals and milestones, or eating a meal with the team.  Once that happens, some of the critical functions like meaningful employee evaluations, employee meetings, employee surveys, safety focus, and employee training follow suit.  The end result is disengaged employees, a frenetic, reactive workplace, high turnover, more on-the-job injuries, and the potential for long-lasting damage to organizational morale and reputation.  In many cases, the damage is so great that the organization is forced to replace the too-busy leader with a new leader who once again shifts the focus to effective people leadership.

It IS possible to be a great people leader and still meet aggressive production and budget demands.  It is well-established that highly engaged employees are more productive, produce higher profitability, attract greater customer loyalty, have lower absenteeism, have fewer accidents, and are less likely to leave for another job.

When leaders find themselves in the frustrating and unenviable position of “too busy to lead,” it’s time to step back and take a hard look at WHY they are in a leadership position in the first place.  It’s also time to determine WHAT is taking them away from the job of being a leader and HOW they can pull themselves out of the mire before too much damage is done and it’s too late to turn things around.

If you are one of those too-busy leaders who have been overwhelmed by the urgent and lost your grip on the important and significant, it is a good time for a “reboot.”  Here are some steps to consider:

    1. Review how you spend each day and how much time you allocate to people leadership practices. Are you managing your time and priorities wisely?  Where are you wasting finite time that could be spent more effectively developing and leading your team? What can you eliminate, automate, or delegate in order to maximize your time?
    2. Perform a critical self-evaluation of your leadership effectiveness and impact. Good leaders strive to be self-aware and to improve every day.
    3. Ask others in your organization to give you candid input on specific ways you can improve as a leader. Really listen.  Do not take it personally and be willing to take ownership of your shortcomings.
    4. Set specific, measurable goals for improving as a leader and hold yourself accountable for outcomes. Or, better yet, have someone else hold you accountable. Track your progress over time.
    5. Read at least one leadership book per month and incorporate best practices that you read about or learn from others. The Busy Leaders Handbook by Quint Studer is a great resource for any leader. Look for opportunities to attend (live or online) good leadership courses and workshops.
    6. Find and engage a leadership mentor. Perhaps someone in your organization or industry who you and others respect for his or her ability to be an effective leader even when the workload seems overwhelming. Be willing to learn and to change where needed.

No matter how busy you are, people depend on you for direction, example, and inspiration.  You simply cannot afford to become complacent or to default in your role.  Your employees’ livelihoods, and sometimes their lives, may depend on you.  You have the incredible power to enhance or diminish the success of your organization and the people who work there.  Real leaders make a difference.  That’s what Leaders do.

 

Mike Perkins

Mike Perkins, J.D., SHRM-SCP, is President of Frontline HR Solutions, a full-service human resources consulting firm that assists large and small employers with compliance, crisis management, conflict resolution, and coaching/training.  Frontline offers customized coaching and training programs for busy leaders.  Contact Mike at mperkins@frontlinehr.com or 833/FRONTHR to discuss how Frontline’s leadership training can help your organization improve employee engagement, increase productivity and profitability, and minimize the risk of employee lawsuits.  www.frontlinehr.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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The Turning Point

Cabernet Steakhouse

Wednesday night, I did something I have not done in a long time.   I am glad I had the opportunity to do so!   When I say, ‘a long time,’ I mean long before the appearance of Covid-19. Wednesday, I enjoyed a five-hour dinner meeting with a friend and his business associates.  The venue was my favorite Cigar-friendly Steakhouse in the Northern Suburbs of Atlanta.  This meeting included cocktails and a fabulous dinner followed by cigars. As we began our meeting at 6:00 p.m., I made it home before midnight. It was beyond my usual bedtime, yet manageable.

The Invitation

 At the beginning of the month, my friend Tom asked if I was available to join him on the 21st for Steaks and Cigars. He said that a friend was coming to town on business and we should meet. As I said, the location is a personal favorite. I happily accepted.  Fifteen years ago, I placed Tom as a CFO for a regional restaurant brand.  He recently retired from that company, having survived several ownership changes.   It was a long but productive evening.

Arrival and Introductions

Cabernet Steakhouse

I arrived promptly at 6:00 p.m. and joined our party already in the first round of drinks.  Tom greeted me, then introduced Jeff, our host.  Then Jeff introduced his colleagues.  We spent the next hour getting to know one another over cocktails.  As this was our first meeting, we took our time, sharing background information, both personal and professional.  It was a free-flowing conversation, often taking short detours to discuss tangential topics.  We found that we shared many interests.  No one was in a particular hurry to order dinner.

Getting to Know you

We enjoyed a good exchange of ideas. We shared perspectives and insights about the state of the economy and explored how we might work together.  We also discussed opportunities that may present themselves.  Tom told us that although he was retired, he is open to interesting opportunities. He talked about his consulting work with a mutual friend. I encouraged him to consider work as a fractional CFO. This role is in great demand and would provide him a lot of flexibility.  In fact, our host came to realize that he needs the benefits of a good CFO. Tom may have landed his first gig, with a little help and encouragement from me.

It was not all business of course.  Much of our discussion was about where we grew up, places we lived and visited, and personal interests.  We found that we shared many interesting experiences.  It was a great time, catching up with an old friend and meeting new folks.

Food – Beverages – Cigars

Cabernet Steakhouse

Thankfully, I maintained discipline over my food and drink intake throughout the evening.  Two pints of Guinness over five hours is well below my limit.  Although the quantity of food ordered was more than ample, I controlled myself in that area too. The remainder of the evening was for casual conversation with fine cigars and cocktails.   After six hours of sleep, I felt completely normal.  My self-control meant that I was better equipped to connect with my hosts.

The Turning Point

I am convinced that this week was a personal turning point.  This is the first time, since the beginning of the pandemic, that I feel that I am back to a normal routine. Tuesday night I attended a live event with another group.  Although it was of a shorter duration, it included over 50 people. As I write this post, I am looking forward to two more ‘one-on-one’ meetings before the end of the week.

My Takeaway

Cabernet Steakhouse

One should not underestimate the value of personal contact.  Hearing different perspectives from people you know and respect, is most useful.  For example, Tuesday I received validation for my strategy working with a coaching client. I received further validation regarding my belief that tenures are shortening, especially for more seasoned executives.

It is difficult, if not impossible, to close a business deal without building a relationship.  It requires a personal connection.  It is difficult to become more effective without speaking to people who have faced similar situations.  I cannot be sure, but I believe it is time to get on with our lives, including a renewed focus on strengthening personal relationships.

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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The Dave Daniels Consulting Approach to Diversity and Inclusion

My first 3 Blogs focused on the selection process to obtain the best possible Diversity and Inclusion (D & I) candidate for your organization, then transitioned to Step 1 of the DDC approach – the Assessment.  Before exploring Step 2, I wanted to add a bit more texture to Step 1.  It starts by gathering key information on the company i.e. the vision statement, values, and demographic composition of all levels of the organization.  This information helps the CDO frame confidential 1 on 1’s with each member of the leadership group starting with the CEO.  These sessions are critical to obtaining a relationship of trust allowing for a free and honest sharing of information to the CDO, which is best achieved by utilizing an outside resource.

Once these 1 on 1’s are completed, the CDO meets with the Executive Leadership Team (ELT) twice with the goal of reaching alignment.  The first meeting focuses on sharing D & I priorities, solidifying key D & I definitions, and finalizing the Vision of Success (VOS).  The second meeting revolves around integrating a D & I lens and actions around the current/future Annual Plan.  Next, the ELT establishes measurement components (outcomes vs. impact) utilizing the measurement technique currently used by the organization i.e. SMART, FAST, etc.  Finally, a communications plan is established to cascade the good work done by the ELT, led by the CEO.

Once the aforementioned steps have been completed, three new key steps need to be energized.  First, a D & I Council needs to be established and comprised of a diverse group of “high potential” employees.  The right Chief Diversity Officer (CDO) should lead this selection of this group and with the lead of the Succession Planning process in the organization.  The CDO should also lead the guidance and implementation of this group.  The primary purpose of this group should be to provide the CEO & the ELT with honest and constructive input on a regular basis.  The company vision, values, and VOS need to guide this group, so it stays focused on its primary mission, optimizing the engagement of all employees leading to improved results.

The second part of this step centers around the CDO meeting with each ELT member and his/her key team member(s).  Why?  To take a similar approach within each business unit, as undertaken by the ELT.  This action step helps ensure that the D & I lens, along with accountability, is cascaded throughout the company.  The CDO partners with each ELT member to ensure integrity and continuity within the entire company.

Finally, the CDO needs to shape the Learning and Development (L & D) roadmap for the organization, as part of the 4-5-year strategic D & I plan.  While every company’s needs will vary, I strongly urge you, the CEO, to focus on the ELT, first.  Build and improve the skills of this level to optimize your results.  Avoid the tactical trap of doing a bunch of D & I related courses, initially, as so many companies do.  The best tool for 1 on 1 development for the ELT is the Intercultural Development Inventory (IDI).  As a certified administrator with significant experience with the IDI, I can administer and coach your team to expand their skillset in selecting and developing a diverse team through real-world and effective guidance.

 

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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Implementing D & I – A Guide for Small to Mid-sized CEOs

In my first two blogs, I focused on the selection of the right person to lead your organization’s Diversity and Inclusion (D & I) initiative.  With that critical decision made, how do I begin?  With best intentions, most companies focus on specific classes, i.e. Unconscious Bias, etc. targeting and attended primarily by employees at mid to lower levels of the organization.  The theory is that creating better civil discourse at this level creates a more inclusive and more harmonious workforce.

I have conducted my fair share of D & I learning sessions, and there are some excellent curriculum and instructors out there.  Here is my concern.  Unfortunately, there are other approaches that do more harm than good.  D & I classes occur due to a desire to impact Civil Discourse quickly and positively, especially in today’s polarized world that is seeping into the workplace more and more every day.  However, despite good intentions, the impact is minimal and can even be disruptive for the organization.  Why??

A vast majority of companies take a very tactical approach to D & I implementation.  D & I education surely seems like the right thing to do.  But, there is a far more effective way forward. The DDC Approach takes a very laser-focused, strategic process that starts with you, the CEO, and your Executive Leadership Team (ELT).  The “Approach” begins with a comprehensive ELT assessment and alignment process that sets the foundation for your company’s 4-5-year strategic D & I journey.

There are several critical steps in the assessment component that produces key definitions and a Vision of Success (VOS) that support your specific culture and its current vision, mission, and values.  Most importantly, it allows for ELT input that helps create alignment and integration of DEI while laying a foundation for a strategic roadmap that embraces and supports your vision for the organization.

Achieving success with this part of the process will depend on the skillset of your Chief Diversity Officer (CDO) that you have selected.  By now, I’m positive that you are asking yourself:  “What’s the potential pitfall to taking this step?”  Candidly, I advise NOT moving forward, if you are not prepared to assign a CDO title with this person reporting directly to you, the CEO.

If you are truly committed and believe that the right DEI approach will enhance your strategic results, then move forward.  If not, expect mediocre results at best.  It starts with the selection of the right person followed closely by the approach that optimizes the overall outcomes and impact that you seek for your organization.  Remember, the correct DEI strategy needs to impact EVERY aspect of your business.  It can’t be an HR and/or a PR initiative.  It needs to be real.

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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Selecting the Right D & I Lead – A Guide for the Small to Mid-sized CEO

David Daniels, Daniels Consulting

As the CEO of a small or mid-sized organization, you understand the urgent need to take a significant step forward in your DEI (Diversity, Equity, and Inclusion) efforts.  You want to take the right approach, but resources are tight.  Your instinct is to proceed slowly and thoughtfully.  This critical decision revolves around selecting the right person to lead your efforts.  In my first blog, I offered several tips on how to go about this critical decision.

So, let us dig into this selection process even further.  The person that you select and their title, yes, their title, will send a message within the company on how sincere you are along with your personal commitment level. For example, I recently worked with a new President of a large gaming company who was sincerely committed to taking the right steps forward.  He truly wanted his business unit to lead this multi-business organization in the Diversity and Inclusion (D & I) arena.

Unfortunately, many in his employee base came to a quick determination that his actions were a token not to be taken seriously.  Why??  He hired a wonderfully dedicated woman but brought her in at a “Manager’s” level.  While she had a strong passion and desire to succeed, her background, skillset, and experience reflected this entry-level title.  To make matters worse, she was faced with a matrix reporting relationship which created total confusion.  Predictably, the results have been minimal and frustration levels are high.

Here is the moral of this story.  This very large and financially successful conglomerate could only muster a “Director” level as the company’s D & I lead.  Now, here you sit as a small to mid-sized CEO trying to chart a course back to financial viability.  Your organization’s resources are stretched, especially in these turbulent times.  So, what is the answer??

My strong advice is to find a highly qualified person, inside or outside of the organization, while being cost-conscious.   Seems like an oxymoron, doesn’t it?  This strategic move is no different than any other that you have or will make in the future. Throwing money, money you do not have, at this strategic imperative is not the answer.  As I have mentioned before, a well thought out strategic plan that integrates with your current strategic plan is the way to go.  So many organizations of all sizes often take a very tactical approach that focuses on entry-level employee training versus a more strategic top-down plan.

My next blog will provide recommendations on how to focus on the right steps for your organization, once you have selected the correct person who can provide real and sustainable results for the organization, now and in the future.  If you have this person who can absorb this role internally, you are very fortunate.  Most likely, you will have to look outside.  Consultants are a dime a dozen; a sunset “Fractional” CDO (Chief Diversity Officer) may meet the qualifications and cost criteria.  Feel free to reach out to find out how this can work for you.

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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How to Provide Financial Support Without “Writing a Check”

Are you affiliated with educational and professional associations?  This includes colleges and their related fraternities and sororities, as well as our state and national professional organizations. These organizations promote our success, past, and future.  We continue our affiliated out of gratitude and, in some cases, for the continuing professional and personal opportunities they provide.

Our better natures compel us to “give back” to those who help us achieve the success we enjoy today. Typically, we can give our own time and money.  However, occasionally we are called on to “solicit” support from other people.  Many of us heed the call, but few of us actually like asking for donations.

What if there were a solution that could raise SIGNIFICANT DONATIONS, not just on a single fund-raising drive, but year-round?  And, what if that solution was “free” to the association and the donor?  This solution exists and can be realized through engaging Retail Benefits, Inc. as part of your fundraising strategy.

Associations that regularly communicate to 10,000 or more people are great candidates for Retail Benefits.  This includes most colleges, universities, and their affiliated fraternities and sororities.  When Retail Benefits cashback shopping is engaged as an element of fundraising, the following advantages will be realized:

    • Year-Round Fund Raising – Cashback giving is automatic and on-going. Once the donor signs up and downloads the shopping app, everything happens automatically.
    • No out-of-pocket expense for donors – Cashback donations are from the money that has always been spent shopping. Therefore, no new donor expenditures are required
    • Reduce/Eliminate the cost of membership – Association can apply cashback to reduce or eliminate dues making it easier for members to join and/or stay affiliated
    • Drive engagement – A portion of cashback can be directed to the donor as “donor bucks” to purchase special offers and merchandise (such as hats, shirts, pins, etc.)
    • Designated donations to multiple purposes – Donations can be subdivided to support annual dues, the building fund, and/or special causes
    • Messaging – Communicate directly to participants via the app on association business
Phillip Davis

To learn more about cashback shopping and its potential for your association, contact Philip A. Davis at pdavishr@comcast.net or

678-977-5578.

 

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Diversity and Inclusion Strategy – Key Questions to Resolve

David Daniels, Daniels Consulting

Diversity and Inclusion (D & I) is on just about every business leader’s radar these days.  But even more important is business continuity due to COVID 19.  No industry has been sparred, while some businesses have fared better than others.  As a CEO, how do you assess what needs to be done in the D & I space and how do you find the time and money when business resources are being stretched to the max?  What is the right answer for my business?

The truth is that every business is different.  The culture is different.  Values are different.  The size of the organization makes a significant difference.  The industry is a key factor.  And, how do I afford this investment, especially now? There is no “one size fits all” solution.  Many CEOs delegate this key business factor to the HR lead in the organization expecting this person to “get it done.”

The problem with this approach is that many HR leads are overloaded with current responsibilities, and often, they have limited experience in this area.  ‘D & I’ has recently added an “E,” DEI into the descriptors of this area.  The “E” is equity, and the HR lead is generally in a good place to handle this part of the equation through annual salary structure reviews along with advocating for Equity in promotions.

However, most internal attempts hit the wrong mark and are driven by tactics vs a strategy.  Any attempts at D & I should start with an assessment and gap analysis with the leadership of the company.  Once effectively diagnosed, your company needs to create executive alignment on priorities and pace of the process.  And, the D & I strategy needs to be embedded into your current culture and strategic plans vs a stand-alone strategy.

A vast majority of the time, the answer is seeking an outside perspective.  Easy to say, but finding the right person is critical.  It will require the CEO’s direct involvement with this selection process.  Hopefully, I have provided you with some key questions to ask.  The most important part of the selection decision is to find a solution that provides a bridge tailored to your culture and is cost-effective.  A “sunset” Fractional CDO (Chief Diversity Officer) approach could be your answer to optimizing this decision.

About the Author

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.