Category: Employment

Posted on

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.

Posted on

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

 

Posted on

Job Search in the “Latest” New Normal – Know Your Options

Cutters Cigar Bar

This was a good week.  It was not a good week because I recruited a new consultant, which I did.  It was not because I accomplished all of my planned tasks, but I did.  And, it was not a good week because I had several very productive meetings.  All these activities are noteworthy of course, but it was my ability to mix these activities with my favorite personal pastimes that made the week so enjoyable.  Yes, I accomplished quite a bit and had a lot of fun in the process.

The high point of my week was my meeting with Walt.  I was introduced to him, three weeks ago by Dave, a mutual friend.  Dave reached out to me to see if I would be interested in talking with him as he needed help with his job search.  I have great confidence in Dave’s recommendations, so I invited him to make the introductions.  Shortly after that, Walt and I were having a telephone conversation.

Our first conversation was relatively brief.  I learned that he had a background in the food distribution segment with experience in business development and as a category manager. Walt advised me that he had been terminated within the past two weeks, having been furloughed by the pandemic.  He did not have a current resume to share, at that time, but promised to send a copy when it was ready.  He said that it has been a long time since he has had to look for a job.  Actually, this may be the first time he has been in a job search since he began his career.  I also learned that he is a cigar aficionado, familiar with my favorite cigar bar.  We ended the conversation with my commitment to follow up after I review his resume.

We met mid-afternoon, Thursday at the cigar bar.  After making our cigar and beverage selections we found seats at a table in a private meeting room.  We made a toast and got down to business.  He handed me his resume as he began to recap his background.  Walt is an extrovert.  He is friendly, engaging, and interesting.  We are about the same age and have much in common.  Our meeting was off to a great start.  He laid out his history as a Category Manager and Business Development Professional in the food distribution industry segment.  He explained that he was furloughed at the beginning of the lockdown, then recently terminated.

We spent the better part of two hours together.  I noted that he is better off than most job seekers.  He has a severance package including a non-compete clause.  He has a solid network and excellent references.  Already, he has reached out to make them aware of his situation so they can be helpful.  He admitted that he is not savvy about networking groups or how to find them. He said he is open to new opportunities.

When Walt finished presenting his background he asked for my advice.  I commended him on his positive outlook and his willingness to consider new opportunities.  We discussed the obvious difficulty in the foodservice segment; however, I foresee opportunities helping his prior customers with their purchasing and supply chain issues.  We also discussed pursuing opportunities in non-food distribution.  I told him that many are finding success by taking freelance consulting projects as a bridge strategy to find full-time employment.  Finally, I suggested that his search should include smaller companies with upside potential.

His resume, hot off the presses, was prepared by an HR professional, not a professional resume writer.  Although it is well organized and easy to read, it is bland and lacks a call to action.  It does not reflect the contributions he has made to his employers and his positioning statement lacks clarity.   I can help him with that issue.

His final question was about my program.  Could I be helpful, and how I was paid for my services?  I explained how the three parts of my business, (New Century Dynamics Executive Search, ITB Partners, and Executive Career Coaching) operated and how each could be helpful to him.

At the end of our conversation I agreed to the following deliverables:

  • Help him plug into the market via networking groups.
  • Review his resume and LinkedIn Profile – make recommendations.
  • Provide clearer background information about our capabilities.
  • Make Strategic Introductions to my network.

Walt is hitting the market at a difficult time.  The economy is coming out of recession, it is the middle of summer, and his industry segment is under pressure.  As a Baby Boomer,  he has demographic challenges. On the plus side, he has a solid skill stack and a positive mindset.  His severance package is a plus.  He has a good network and great references.  Most importantly, he is coach-able and open to new opportunities.  Walt will adapt to the realities of this market as he has a better understanding of his options.  I am confident that it won’t be long until he will be gainfully employed.

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

Posted on

Job Search in the Latest “New Normal” – Recruiting and Selection Dynamics

Networking is still key!

It is normal for me to talk with a lot of job seekers and this week was no exception.  One conversation was remarkable, albeit in a disappointing way.  Steve was referred to me by a colleague as his job search has been ineffective.  Happy to help, I scheduled a phone call to exchange information and to learn about his career interests.  The gist of our conversation is that Steve is having difficulty generating interest from employers.  He is an experienced professional with an advanced degree, but he is uncomfortable networking.  He is reticent about making even a small effort in that direction.  The bulk of his search has been about submitting his resume to company portals and online job boards.  He has not done much research into other resources, tools, and techniques to leverage his efforts.   I explained that up to 85% of people find their jobs through networking, while online applications account for about 10%.  I encouraged him to spend his time accordingly.  It was a difficult conversation. My advice did not seem to resonate.  The best I could do was offer suggestions and encourage him to check in from time to time.

My last post was the first in a series of articles to explore Job Search in the Latest “New Normal.”  In that post, I discussed the importance of situational awareness to understand the dynamics of the job market.  One must have three hundred and sixty-degree understanding of playing field to ensure a successful outcome.  The impact of Covid-19 has accelerated many trends already evident in the market. In this post, I explore evolutionary aspects of recruiting and selection processes the job seeker may encounter.

Although the economy is improving and companies are rehiring, it is unclear as to the continued pace of the recovery.   Women are said to be hardest hit by the pandemic related layoffs.  They are concerned about the economic impact on their family’s well-being.  They wonder how much time will pass before they begin earning a regular paycheck again.  If they have school-age children at home, their careers may be put on hold as school systems opt for virtual education.  For many, their concentration is short-term survival, less so for the long term.  This is reasonable and probably good thinking.

If you believe the economic forecasts, employers are planning for a favorable fourth quarter.  Their recruiting activity must begin now if they expect to be staffed by Fall.  They are using virtual tools to facilitate more of their recruiting, selection, and onboarding processes. Most employers are soliciting applications through online portals.  Additionally, they are likely to use applicant tracking systems (ATS) to make the process more efficient. Video interviews have gained greater acceptance, especially for senior-level positions.  Now, I am hearing that these tools are becoming commonplace across a wider range of job categories.  This makes sense to me as video conferencing is an obvious solution for recruiters who may be working from home.   These tools are effective, affordable, and easy to use.  The job seeker must become adept with the virtual interview.

The pace of hiring is not uniform across all industry segments.  The media has reported several stories about iconic brands that have announced plans to hire a significant number of new employees.  On the other hand, many smaller businesses are struggling to survive or planning to close.  Many of the latter are service-sector operations, including restaurants.  Finding job opportunities in this segment is problematic.  One can reasonably expect six months to a year or more before the economy reaches the pre-pandemic staffing level for this segment.  You should consider redeploying your skillset for opportunities in growing industry segments.

Tips to Improve your search:

  • Networking is still the key
  • Embrace Social Media
  • Think creatively – consider your transferable skills
  • Become comfortable with video interviews
  • Consider freelance work as a bridge strategy

We cannot fully appreciate the potential economic downside or the possible upside as we adapt to Covid-19.  Assuming that surrender is not an option, we must adapt.  The recruiting and selection process has gone virtual, so we must become proficient with virtual tools and processes.  Networking is still the most viable way to find a new job, so embrace that activity.  Become a confident networker if not an expert.  Include virtual networking in your portfolio via LinkedIn, email outreach, and other social media platforms.  Consider the value of your skill-stack to support a career move to a high-performing industry segment.  Be open to freelance work as a bridge strategy to a full-time situation, or maybe a new career.  We cannot predict the jobs that may go away or those that will be created.  It is safe to say, however, that new career opportunities will be available to you if you do your research and seek them out.

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

Posted on

Job Search in the Latest New Normal

ITB Partners Members Meeting

We have reached the halfway point for 2020, which may be the strangest year of my life.  Your’s too, most likely. Working through the challenges presented by Covid-19 is certainly remarkable.  Few if anyone I know, has ever experienced a pandemic of this nature or the measures required to moderate its spread.  And then, the follow-on weeks of civil unrest. Yes, this year has been surreal.

The sudden transition from a booming economy to a voluntary lockdown has been jarring.  Overnight, we have gone from historically low to depression-level unemployment.  The relief provided by the Federal Government is unprecedented. It has helped employers and employees survive the lockdown.  To some extent, however, it may have been counterproductive as minimum wage earners lack the incentive to return to work before their benefits expire.  Nevertheless, many furloughed at the beginning of ‘shelter in place,’ lost their jobs as employers face the realities of survival.  Some of these people have reached out to me for help.

The underlying structure of the economy is still intact.

Even though many jobs are gone, at least temporarily, the underlying structure of the economy is still intact. This has not been a traditional recession where a bubble in the economy collapses.  It is closer to a natural disaster save for the destruction of infrastructure. The manufacturing, supply chain, logistics network has suffered a minimal impact.  The financial services sector has fared well.  The Service Sector has been hardest hit as the need for social distancing directly impacts their business model.  By design, the Service Sector is based on close personal contact. Even so, the road back to prosperity has not been closed.  The level of employment is rapidly improving.  There is a reason for guarded optimism.

My neighbor is a good case study.  He was furloughed from a senior-level construction and development position for a major restaurant brand.  By the end of the lockdown, his position was eliminated as his employer decided to reduce their development plans for 2020.

The good news is that he is a licensed Architect.   He has other options.  In fact, he has landed freelance work with architectural firms.  Additionally, he has found that positions, like the one he lost, are available locally.

I have received a significant uptick in calls from job seekers requiring help.  A few have not had to look for a job for many years and want to understand the changes in the recruiting and selection process.  Others are looking to become more competitive by improving their job search skills, resume, and other collateral material.  Most find the process confusing.  They seek clarity and direction.

Questions for The Job Seeker:

    • How is Your Situational awareness?
    • Are you savvy about the labor market dynamics?
    • Do you have a full appreciation for your options?
    • Do you understand the needs of your audience, employer risk?
    • Do you think and behave like a brand?  Be the product/brand!
    • How are your communication skills?
    • Do you understand how to navigate interview traps and pitfalls?

Situational Awareness:

The first step in the job search process is to gain situational awareness.  Job seekers face a dynamic market, especially for senior management. Employers are working mightily to remain relevant.  They face intense pressure from traditional and disruptive competition. Even the strongest brands can become distracted by mergers, acquisitions, downsizing, right-sizing, productivity improvement initiatives, etc. The newest challenge is, of course, a heightened concern for employers’ ability to survive the devastating impact of the pandemic driven lock-down.  Brands must not only survive the lock-down, they must learn to thrive in an environment requiring a greater focus on sanitation and hygiene.  They are forced to adapt, in real-time, as humanity suffers the first wave of the Covid-19 pandemic. Employers have cause to substitute technology for human capital.  Many companies will never reopen. This is not all bad.  Successful companies will become stronger, increasing demand for employees.

Conclusions and Recommendations:

What is your evaluation of the situation?  Are you working in an industry sector more, or less impacted by the virus?  Are your skills still in demand?   Do you need new skills or a tune-up?   What opportunities have been revealed?  How should you adjust your strategy?  Relevancy is a fundamental issue for job seekers.  If you need help, seek out professionals who understand the situation.  Remember, you are the product.  Be the product!  You must adjust and adapt to the “Latest New Normal.”

I will explore the remainder of these challenges in the next few weeks.

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

Posted on

Job Search – What’s Your Story?

How To Stand Out?

Now we know what it is like to shelter in place for the better part of two months.  But try to imagine being in the middle of a job search, making good progress, just to have the Covid-19 shelter-in-place recommendation induce a dead stop? What a bummer!  Well, a lot of people found themselves in this situation.  I talked with several and have taken on a few as clients.

I worked with one client who is in a job search for the first time in 15 years.  This client lost her job before the shelter in place began and was just getting traction when everything stopped.  She came to me seeking help with her resume and networking efforts.  She needed a skills tune-up.

A lot has changed since her last job search.  The proliferation of online job boards and electronic resume submissions is a major change.  She wanted to ensure that her resume featured the best keywords to optimize her results with automated resume reading programs.

Then again, job search has not changed that much, especially for senior managers.  85% of jobs are still secured via old fashioned networking.  10% of jobs are found through job boards, with the balance through Executive Recruiters.  Naturally, my advice to job seekers is to allocate their time in the same proportions.  It is not easy at first for those who are not confident networking.  It is easier to sit in front of a computer screen, applying for jobs.  Of course, they become frustrated by the lack of response.

I begin coaching a new client by seeking to understand their career.  This helps me determine how to present the client in a compelling way.  More importantly, I want the client to articulate their story effectively and concisely.  It is not easy at first for most, but eventually, they get it.  This is one of my towering strengths.

The resume is the best place to start.  A well-crafted resume will tell a story about patterns of success and career growth. These patterns reveal the candidate’s orientation toward measurable results, or not.  It also tells something about the type of work and environment where they are most effective.  Are their skills best suited to taking on new projects or assignments?  Are they better suited to turnarounds or troubleshooting?  Do they thrive in ambiguous situations that require rationalization, or making incremental improvements to established lines of business? Whatever the case, I help them identify their career patterns. They become the theme of the candidate’s story.   Make the theme of your career story stand out.

The first time a recruiter or hiring manager touches a resume it is likely to receive little more than 20 seconds of their time.  Obviously, the reader is scanning, not reading. They are absorbing impressions.  Their focus is on the first third of the first page. They are looking for a headline, keywords, phrases, and job titles.  If they are not captivated by what they see, that will be the end of one’s opportunity.  I make those key points jump off the page.

To tell an effective story you must know your audience.  Are you sending your resume to an internal or an external recruiter? Maybe it is going to the hiring manager.  Are you responding to an online Job Posting? Are you scheduled to attend a networking meeting or maybe a one-on-one?  Is your LinkedIn Profile current?   Each point of contact represents a different audience, requiring a different vehicle.  Your job search tools include your resume, Bio, Cover Letter, LinkedIn page, Key Results Summary, and business cards.  They are to be used in a coordinated manner, each for a specific purpose.  A detailed resume is your foundation document.

Make your resume an interesting read.  Make it read like a story.  Each sentence must draw the reader into your journey.  Make them want to read the next sentence, then the next.  When you review your resume, look to see if it tells a story.  Is it clear and compelling?  Is there a common theme woven throughout?    Does it make you look interesting?  Does it entice the reader to schedule a meeting?  If the answer to those questions is not in the affirmative, you have work to do.

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

 

 

Posted on

April 14 ZOOM Meeting of The BENG Atlanta Chapter

The BENG Atlanta Chapter April 14 Meeting Will Be Held Via ZOOM!  To join the meeting, follow this link:  https://zoom.us/j/334822051

Register for The BENG April 14 ZOOM Meeting!

Email To:  Jim.Weber@itbpartners   Subject: Yes, Reserve My Place for The BENG Atlanta Chapter April Meeting viaZOOM

Remove What’s NOT Working from Your Networking

Description:

According to a LinkedIn survey in 2017, almost 80 percent of professionals consider networking to be important to their career success. Not only that, but 70 percent of respondents said they were hired at a company where they had a connection.

Whether you are networking to find new clients, a better job, or the love of your life, your results will definitely improve if you remove what’s not working and replace it with more effective actions.

Invest one hour of your time in this session and leave with:

  • A clearly defined goal for your networking
  • Identification of your ineffective networking activities that are holding you back
  • Options for less common activities that have been proven more effective
  • A revised networking “game plan” you can start using today

Our speaker:

Richard Kirby

Richard Kirby is “The K Factor”. His formula for client success is Inspirational+Analytical=Inevitable.

For the past 18 years, Richard has coached corporate executives desiring career improvements inside or outside their current employers. He is also the author of Fast Track Your Job Search (and Career!), an eBook available on amazon.com and barnesandnoble.com. A critical component of his individual coaching programs and his book is business networking. More information can be found about Richard at https://www.richardkirby.net or https://www.linkedin.com/in/richardkirbyatl.

Register for The BENG April 14 ZOOM Meeting!

Email To:  Jim.Weber@itbpartners.com   Subject: Yes, Reserve My Place for The BENG Atlanta Chapter April Meeting viaZOOM

Posted on

Things Will Change – New Habits Will Be Created

Early in my career, I learned that it is unwise to rebuild a retail outlet on site when there is an option to build on another site better positioned to serve the trade area.  Taking an outlet off-line for reconstruction, forced our customers to seek alternatives.  They began shopping with other brands, creating new habits.  And, the rebuilt outlet seldom regained their full sales volume.  It was a bad investment.  Building a new outlet in a better location avoided the lost revenue while creating excitement for the new store.  It was usually a better investment.

Once a new shopping pattern is established (read – a new habit), it is difficult to revert.  This experience gives me confidence that the effect of the Covid-19 outbreak will create new habits and accelerate other trends.

Trends to Watch

  • Improved/Greater Focus on Personal Hygiene
  • Remote Working
  • Internet Shopping/Home Delivery
  • Tele-Medicine
  • Virtual Meetings

The first change I expect is an increased vigilance toward sanitation.  It is obvious that people are likely to become accustomed to washing their hands more often, hopefully using anti-bacterial soap.  It’s reasonable to expect retailers and other employers to adopt measures to better protect their customers and employees.  Who knows, this might lead to a reduction in overall flu cases, reducing absenteeism.  Even now, I have a client in the Janitorial Services Sector who is generating significant add-on sales from an innovative sanitizer product.

My friend Faith says that this pandemic will be the catalyst to make telemedicine a more widely accepted modality of care. “Telemedicine has been operational for 40 years.  It has had a tremendous resurgence since 2016 and continues to increase in utilization.  Telemedicine, including telehealth, is viewed as a viable option to access needed care.  Copays and other fees are being waived both for commercial and Medicare patients.   The virtual platform that is steering patients will become more widely accepted and utilized. There was already a push for digital applications to handle chronic conditions, urgent care, follow up visits, and medical consultations.  It will be difficult to resume pre-pandemic modes of care.”

As I begin my third day of voluntary quarantine, I have changed the plans for our monthly meeting in favor of a ZOOM meeting.   Based on government guidance, I decided to conduct a virtual meeting instead.  It isn’t as useful from a networking perspective, but the content of the meeting will be presented well, and I will record the meeting for future reference.  I am hearing that many of my colleagues have been engaged in virtual meetings this week.   I imagine that many will become more accustomed to virtual meetings during this quarantine.

As people work from home for the next two weeks, many managers who are uncomfortable with remote working will have an opportunity to change their thinking.  Imagine the overall benefit of working from home. Less commuting time via automobile will benefit employee mental health and productivity while lowering the cost of owning an automobile.  The benefit to the environment and maintenance of infrastructure will be enormous.   Mass commuting to and from work by automobile is no longer practical or sustainable.

Yesterday, I heard that Amazon.com is hiring another 100,000 workers.  It’s safe to say that the home shopping trend, including restaurant delivery, will experience a surge of growth.  One can imagine how restaurants will change their business models to accommodate more home delivery.  I expect the creation of outlets providing delivery and carry-out only, without any accommodations for dine-in customers.  This is a huge opportunity for grocery stores as well.

For the next two or more weeks we will be living outside our normal patterns.  Disruption of our typical routine will certainly result in the creation of new habits.  Working from home, making greater use of technology and new applications will reveal better ways to accomplish our work.  I expect that our quarantine will be a catalyst for accelerating change.

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

 

 

Posted on

Jim Weber Completes COO Search for Casual Dining Franchiser

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.

For more information about Jim Weber and New Century Dynamics Executive Search, call us at 770-649-7051 or email  JimWeber@NewCenturyDynamics.com

Posted on

Jim Weber Lands a New COO Search

The Chief Operations Officer is responsible for all restaurant operations and delivering a guest experience, optimal profit, and franchisee satisfaction levels consistent with the goals set for the brand. As part of the senior management team, the COO is responsible for the development and execution of policies, procedures and financial strategies that align with the strategic direction of The Company. The COO must work 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 ten years of related experience in the restaurant or hospitality industries. A Bachelor’s Degree in Business or Restaurant & Hospitality Management is required. An MBA is a plus, but not a requirement. Experience in a multi-unit, franchised environment with 100 or more locations is desirable, as is the demonstrated ability to develop and lead major strategic initiatives. Experience achieving and maintaining high levels of customer service in a retail environment is required.

 

IDEAL  PERSONAL PROFILE

We are seeking a results-oriented individual with an entrepreneurial spirit who has proven restaurant management skills. The successful candidate is well organized, with an eye for detail. The ideal candidate is a team player that can help lead this organization to “best in class” status while maintaining high levels of morale and customer service. Strong written and oral communication skills; problem-solving, and decision-making abilities are required, as is the highest standards of ethical behavior. A positive “can-do” attitude with an optimistic view of problem-solving and conflict management a must.

For more information contact Jim Weber at JimWeber@newcenturydynamics.com