Tag: ITB Partners

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Helping Businesses Navigate the COVID-19 Challenges

FlexHR

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

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

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

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

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

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

Employee and Workplace Safety

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

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

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

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

 

Re-engineering Workforce Deployment

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

Guideline considerations include:

 

    • Cost/Benefit Assessment Protocols

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

    • Productivity and Performance Metric Realignment

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

    • Policy and Guideline Considerations

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

    • In-house and Remote Training Requirements

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

    • Compliance Issue Management

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

    • Corporate Management and Governance

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

 

Jim Cichanski – CEO FlexHR

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

 Thank you for visiting our blog.

Jim Weber – Managing Partner, ITB Partners

 

Jim Weber – Managing Partner, ITB Partners

Jim Weber – Managing Partner,  ITB Partners

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

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

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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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New Source of Contributions For Charities and Churches You Support

Most of us support charitable and religious organizations.  These are the organizations that support the needy among us and/or give us spiritual inspiration and guidance.  They all do great things.  And to do their work, they all need money to support their missions. Unfortunately, until now, our only course of action to provide support has been personal giving and/or to solicit giving from others.

What if there were a solution that could raise large sums of money for the charities and religious organizations you support, not just on a single fund-raising drive, but year-round?  And, what if that solution was literally “free” to donors and coincidentally made you a lot of money?

Most charitable and religious organizations communicate to their potential donors through email, social media, radio, and TV.  These are the perfect channels through which to promote “Cash Back Giving” using the capabilities provided by Retail Benefits.  The following is an example of a charitable giving campaign run by the “Lone Survivor’s Organization”

http://lonesurvivorfoundation.org/lsf-rewards/?bblinkid=33762656&bbemailid=2589018&bbejrid=190468451

What charities and religious organizations can benefit from Retail Benefits?

Organizations that regularly communicate to 10,000 or more individual consumers/people who potentially shop on-line are the best candidates.  Most national charities and many of the larger churches will likely fit the profile.

What do I need to do?

The key is to refer Retail Benefits to senior officials in the organization and arrange a conversation/referral.  Before making contact, call me so we can strategize the best approach.

What can I tell my contact about Retail Benefits?

An organization that incorporates cashback fundraising (The Red Cross Shopping App) will realize the following advantages:

    • Year-Round Fund Raising – Cashback donations via on-line shopping are automatic and on-going
    • No out-of-pocket expense for donors – Cashback is from money that has always been spent shopping. No new donor expenditures required
    • This is a new source of tax-deductible donations – Donor receives annual contributions statement for tax filing
    • Cashback may be designated to multiple purposes or charitable entities – Such as the building fund and the general fund and/or the American Heart Assoc. and the American Cancer Society
    •  Messaging – Communicate directly to donors via the app on time-sensitive and other important information

In our next article, we will be talking about the special advantages for Retailers.  Yes, national retailers themselves are great prospects for Retail Benefits!

I the meantime, if you need more information or if you think you might have a referral, contact me so we can explore the possibilities together.

Philip Davis

Phillip Davis

Philip Davis

Referral Partner

Retail Benefits, Inc.

pdavishr@Comcast.net

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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.

Great Careers – BENG Atlanta Chapter November 10, ZOOM Meeting

“Personal Branding + LinkedIn + Networking = Job Search Success”

In today’s environment, job search is more challenging than ever. Finding a job requires you to identify and utilize all of your available resources. Gregg will explain why having a solid personal brand, strong LinkedIn profile, and an engaged professional network is so important to your job search success.

About Gregg Burkhalter:

Gregg Burkhalter is a recognized authority on Personal Branding and LinkedIn. He has helped countless professionals in the U.S. and abroad define and grow their Personal Brand using LinkedIn.

Gregg spent the first part of his professional career behind the microphone at radio stations in Savannah, Jacksonville, Charleston, and Atlanta. Following his radio years, Gregg worked in national music marketing and distribution.

Today, Gregg is known by many as “The LinkedIn Guy”. He provides Personal Branding Coaching and LinkedIn Training via one-on-one and group training sessions, corporate presentations, and webinars.

 

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Decoding the Engagement Challenge or Why People Leave.

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.

Contact Paula Fowler

pfowler@fowlerbusinessconsultingllc.com

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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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Human Resources Bootcamp for Business Owners

FlexHR Consulting Business Bootcamp

HR trends and best practices for business owners and management.

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

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

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

Jim Cichanski – CEO FlexHR

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

 

FlexHR

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

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

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

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

 

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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.

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Jim Weber – Managing Partner, ITB Partners

Jim Weber – Managing Partner,  ITB Partners

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