This “silver tsunami” will continue for the next 40 years.
95% of Seniors want to age in their own home.
More than half of Seniors over 85 need help with daily living.
COVID-19 has driven even more demand for safe, reputable in-home senior care services as families fear for their loved ones’ safety inside senior living facilities. While the $300Billion in-home care industry keeps growing, it is also very competitive. If you are going to enter this industry, you must align with a differentiated business model.
When
Sign-up here to join me on Wednesday, February 17th at Noon ET. I’m hosting a 20-minute spotlight about an in-home care franchise brand with a clear competitive advantage.
Need more reasons to tune-in?
Truly an “essential service.”
Truly a “recession-resistant service.”
Very scalable with a modest investment.
Strong earnings potential.
Technological advancements enable longer in-home living for more Seniors.
Feel proud to own a business helping others in your community.
Even if you can’t make the live event, sign-up anyway and you’ll be emailed the replay.
More events coming up:
Building Wealth through Franchise Ownership
(During & Beyond COVID-19)
Hosted by SCORE ($20 workshop fee)
Thursday, February 18th
12:00 PM Eastern (60 minutes + Q&A)
Learn more and sign-up
Technology Services Franchise – one of a kind….
Online spotlight, hosted by Leslie Kuban, FranNet (no cost)
Wednesday, March 10th
12:00 pm ET (20 minutes + Q&A)
SAVE THE DATE – registration opens soon
Please forward this invitation to your client, colleagues, or friends seeking career and/or business investment opportunities.
The client is a growing casual dining restaurant group. They seek someone who has had foundation experience with big brands and has made a successful transition to entrepreneurial situations.
The Region Manageris responsible for all restaurant operations, optimal profit, and delivering guest experience and satisfaction levels consistent with the goals set for the brand. The Regional Manager is responsible for the execution of policies, procedures, and financial strategies that align with the strategic direction of the company. The Region Manager must be a team player, working cross-functionally with all departments to ensure the proper implementation of all systems and strategic alignment throughout the chain. A comprehensive annual operating plan to support successful growth and alignment with the strategic plan is essential.
IDEAL EXPERIENCE
The successful candidate has had approximately three to five years of high volume single-unit or multi-unit management experience in the restaurant industry. A bachelor’s degree in business or Hotel and Restaurant Management or equivalent experience is a requirement; as is a proficient knowledge of restaurant P&Ls, budgets, inventory systems, financial statements, and the ability to read and interpret business reports. Experience achieving and maintaining high levels of customer service in a hospitality environment is required. The ideal candidate will also have a strong working knowledge of restaurant systems, equipment, and design.
IDEAL PERSONAL PROFILE
We are seeking a dynamic, results-oriented individual who can plan for and implement the changes envisioned for the company’s brands. The person we hire will be committed to helping the company structure around standards, systems, processes, and procedures to ensure brand integrity. A positive, persistent attitude toward problem solving and conflict management is a must.
The successful candidate is well-organized, with an eye for detail; a hands-on hard-working contributor who leads by example; a team player who can help this organization achieve “best in class” status while maintaining high levels of morale and customer service. Solid written and oral communications, problem-solving, and decision-making skills are required, as well as the highest degree of ethical behavior.
The ideal candidate will possess a passion for selecting talent, building teams, and developing future managers.
COMPENSATION
Base salary range $70K to $85K
Quarterly Bonuses
Equity Incentive Profit-Sharing Plan
PTO
Employer-Sponsored Medical Insurance
401K with Employer Match
Dental/Vision/Life Insurance
Dining Discount
Phone Allowance
Mileage Reimbursement
Flex Yoga Family Discount
Relocation Assistance
This document is presented to you in confidence. All communication, whether written, oral or electronic should be addressed to:
James E. Weber, President NEW CENTURY DYNAMICS EXECUTIVE SEARCH Tel. 770-649-7051 Cell 770-354-2817 E-mail;jimweber@newcenturydynamics.com
Jim Weber – Managing Partner, ITB Partners
Prior to forming New Century Dynamics Executive Search in 1999, Jim Weber spent 22 years with Fortune 500 companies in the Food Retailing Industry where he developed a broad-based portfolio of “hands-on” line and staff experience in growth and turnaround situations. A proven executive with exceptional leadership skills, Jim has a strong financial background and heavy operations experience in specialty retail stores, quick-service restaurants, manufacturing, and distribution.
Today I’d like to chat about the different types of support staff you need and what makes them so important.
There are essentially three key roles that need to be filled to set your business up for success:
The Technician
The Manager
The Entrepreneur
All of these roles need to be played simultaneously by different people with the right talents. It’s all about balance.
The Technician
This person represents the present and all that needs to be done for the physical aspects of the business-building process. They are the “doer”. This is usually the most visible person in the entire operation.
The Manager
This person represents the past and works to fix problems through learning from past mistakes. They are on the practical side of the business and is in charge of putting together the business and overseeing the planning.
The Entrepreneur
This person represents the future and the vision for the business. They are responsible for the creative side of the business and are always considering ways to enhance products/services, business image, branding, and more.
All three of these characters are essential in the success of any business and to build a solid foundation from the start, you need to work harder to find the right people to put in these roles. Obviously, you need to be one of these key people, but ensure you find the role that fits your skills and talents, not necessarily what you THINK you should be doing.
This may be a hard process for you as you will need to relinquish some control over the business and instill trust in people to allow them to do their jobs.
After all, change is HARD. A business coach becomes not only your mentor but your accountability partner during this process.
Michael Gerber, in his book “The E-Myth”, explores this concept deeply. For more information, or to set up a discussion with a coach devoted to helping you grow a profitable business, visit http://www.salesmarketingresults.com/
Helping businesses isn’t one thing we do. . . It’s all we do!
Adrian Sasine
Adrian Sasine is a Business Coach and a Marketing & Sales expert! From Start-up to Sale – Adrian delivers customized, results-based coaching for every business owner! With over 20 years of hands-on experience, Adrian offers a proven ability to increase profits and drive business growth. His clients receive invaluable business knowledge and insight from his own successes, failures, and thirst for business knowledge. What began as a hobby consulting with entrepreneurs, has turned into an undeniable passion to help serious business owners generate more clients, close more sales and increase their overall revenue and profits >> quickly and inexpensively. His expertise is as diverse as his resume, which includes having owned and exited several small businesses and leading the marketing division of a Fortune 500 company.
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I cannot begin to tell you how many of my apps want me to update my profile, especially the “about me” blocks. This includes everything from LinkedIn and other social media accounts to email marketing services and meeting schedulers. I am sure that you have had the same experience. They believe a bio is important to attract followers and build one’s reputation. And they are right! Fortunately, as I am a big believer in the value of a good bio, these requests are simple ‘cut and paste’ activities.
I recommend that you have a complete and current bio. It is a useful networking tool. As you know, networking is the key to building your career. Whether you are in job search, trying to gain more customers, or building your brand, networking is how it’s done. I recommend having a bio because it is more likely to be read than a resume. Whereas resumes are scanned, at best, bios are read because they tell a story, especially if your story is interesting. Throughout history and across cultures, storytelling has been a treasured, universal concept. People like stories. We all like to read stories. A bio is perfectly suited to tell your story. It’s hard to argue with the concept. That is why I am an enthusiastic supporter. I often speak to the importance of telling your story, whether networking or in job search.
You still need a resume; however, a bio is more likely to generate interest with a prospective employer. A bio is less threatening from a networking perspective. Whereas handing someone your resume screams “I am looking for a job,” a bio is more subtle. It says, “Hey, I want you to know about me in the event you learn of an opportunity that is appropriate for me.” A bio is a better vehicle to help you build a relationship with the reader.
How to write an interesting bio:
Begin with your overview – your positioning statement
Write in the third person
Make it personal – more than just about your career
Talk about your accomplishments, training, and key learnings
Keep it interesting – use active voice, mix up sentence structure, use short paragraphs
Write it like a short story – what is the theme of your career?
Two pages or less
Include a photo.
Early in my career, I learned that the secret to an effective presentation is to tell them what you are going to tell them, tell them, and then tell them what you told them. In other words, begin with an overview of the message, provide the message in detail, and then summarize the message. So, begin your bio with an overview of your career. My preference is a three-sentence personal positioning statement. (Review last week’s blog post). The first is about what you do, who you do it for, and how do you do it. Secondly, speak to the towering strength you bring to the table. Finally, speak to your value system, leadership style, and the way you conduct your work. This provides the reader with an inventory of attributes that formed the foundation for your career.
The body of a bio chronicles your work history starting at the beginning of your career then moving forward. Some people have bios that begin before their formal career as their experiences while maturing created a foundation for their career. This is always useful information if it is relevant.
The body of a bio provides an opportunity to talk about significant accomplishments, skills learned, and reasons for job changes. It can also explain breaks in employment for personal or developmental reasons. Be sure that every paragraph supports the first paragraph, your positioning statement. The body of your bio provides depth and explains how you acquired your skills and experience.
The final paragraph can be entirely personal. Lead with your education and awards, certifications, publications, etc. Talk a little about your family, where you live, and any hobbies or interests that may be compelling. If you are involved in community service or charitable work, include those interests as well. Remember, use a conversational tone with an active voice. Alternate between short and compound sentences. Use short paragraphs. Minimize the use of buzzwords and business jargon. Above all, make it an interesting read.
The point of any career document is to be invited for an interview. You want the reader to become interested enough to learn more about you. A bio is an excellent tool to begin a discussion. Create several versions, each emphasizing a different primary skill stack.
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In the past five days, I have had two conversations with job seekers. Both are Gen Xers, currently under-employed. One is working for a not-for-profit, the other for a conservatively managed packaging company. They have some job satisfaction, but their scope, salaries, and sense of accomplishment are below their expectations. Both seek positions that are more appropriate to their capabilities, experience, and aspirations. They want to be fully engaged and productive. Denise is frustrated as she has had several viable opportunities slip through her fingers. She doesn’t understand why but realizes that she may need professional help. John is just getting started on his job search. His career is still on the upswing, so he is looking for greater responsibility. I agreed to look at their resumes and to offer my thoughts.
Many Baby Boomers and Gen Xers have difficulty reconnecting in this job market. It is not just because we are recovering from a pandemic induced recession, which has created issues for many service sector companies. These companies are coming back, albeit slowly. They are reluctant to add full-time equivalents until they have confidence in their financial situation. Of course, many companies did not survive the lock-down. Those jobs are gone. It is a confusing time for healthy companies too. They are adjusting their strategies, looking for better ways to be competitive and grow revenue. As the economy recovers, their strategy is to identify and pursue new opportunities. This is exactly the mindset required for job seekers.
Because some job seekers lack a clear sense of direction, they come to me for help. From my perspective, they do not appreciate the opportunities being created in this economy. They have difficulty prioritizing the value of their skills. They don’t understand their Unique Selling Proposition. They have difficulty creating positioning strategies of interest to employers. They do not have an effective elevator pitch. And, they have difficulty connecting with younger professionals. Savvy professionals, they are struggling through “the fog of war.”
The other side of the equation reflects the needs of prospective employers. Most employment opportunities are with Small to Mid-Cap and emerging Companies. Many of these are owned by Private Equity Groups. They need employees who can help them grow. They need leaders, project managers, program managers, and portfolio managers. They need employees who can innovate and help them identify new lines of business.
Job Seekers need to think strategically to conduct a successful search. They need to begin with the fundamentals, analysis. A viable strategy begins with a SWOT Analysis. SWOT is the acronym for strengths, weaknesses, opportunities, and threats underlying the planning process. If you understand this process, you can determine where your strengths align with opportunities in the market. You will understand how to nullify your weaknesses and mitigate threats. How you deploy your efforts and resources to capitalize on opportunities is your strategy. Putting these components together to realize your goal is your plan. If you don’t have the skills to do a strategic analysis of your situation, seek professional help.
When your strategy is established you must craft a clear, concise way to communicate your objective, your positioning statement. A positioning statement answers three questions. Who are you? What do you do? And how do you conduct your work? More recently a fourth question has been added; why? This last question gets to the heart of your value system.
Your Positioning Statement is also known as your Elevator Pitch. You will use this in person, while networking, and in your written correspondence. It should be the lead on your LinkedIn Profile, resume, and bio. It is your Brand Message. Your Unique Selling Proposition is the “how,” of what you do. This statement must be easily understood, unique, and memorable.
Baby boomers and Gen Xers have a vast amount of experience managing teams, projects, and programs. This is a huge advantage that many fail to recognize. They know how to get things done because they have solid interpersonal skills. Their leadership abilities set them apart from younger employees. They need to take stock of their strengths, skills, and experience to understand how and where they are needed by the market.
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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.
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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.
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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.
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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.
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Paula Fowler Presents to The BENG, October 13, 2020
Decoding the Engagement Challenge or Why People Leave is a conversation about the four factors of employee engagement – Job, Manager, Team, and Culture and how they impact productivity. PI’s motto is Better Work, Better World and the premise is that by understanding human needs and behaviors, we can select a job and company that “fits” our natural tendencies and be happier at work, manage people more successfully and drive company success.
Paula Fowler
Paula Fowler is a strategic leader with a proven ability to create a company-wide vision and drive business results. She has a passion for working directly with entrepreneurs to implement strategies for growth and profitability. Paula has over two decades of management and consulting experience in small to mid-sized businesses across a broad range of functional areas, including sales, marketing, finance, accounting, operations, human resources, customer support, and business development.
She is skilled at analyzing existing operations and implementing strategies, processes, and technology to improve company performance. She believes that entrepreneurs often know what to do – but lack the time or internal expertise to accomplish the task at hand. Paula will deftly tackle the project and drive it to completion.
Paula is also a certified Six Disciplines Coach, a management system for purpose-driven leaders of small to mid-sized companies. Six Disciplines combines on-site business coaching, workshops, and collaborative software to close the gap between the future vision of a company and today’s reality – by engaging the hearts and minds of every employee in the organization and aligning actions.
I cannot begin to tell you how many of my apps want me to update my profile, especially the “about me” blocks. This includes everything from LinkedIn and other social media accounts to email marketing services and meeting schedulers. I am sure that you have had the same experience. They believe a bio is important to attract followers and build one’s reputation. And they are right! Fortunately, as I am a big believer in the value of a good bio, these requests are simple ‘cut and paste’ activities.
In the past five days, I have had two conversations with job seekers. Both are Gen Xers, currently under-employed. One is working for a not-for-profit, the other for a conservatively managed packaging company. They have some job satisfaction, but their scope, salaries, and sense of accomplishment are below their expectations. Both seek positions that are more appropriate to their capabilities, experience, and aspirations. They want to be fully engaged and productive. Denise is frustrated as she has had several viable opportunities slip through her fingers. She doesn’t understand why but realizes that she may need professional help. John is just getting started on his job search. His career is still on the upswing, so he is looking for greater responsibility. I agreed to look at their resumes and to offer my thoughts.
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.
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. 
