We at ITB Partners appreciate your loyal business and referrals. I have heard from many of you how difficult 2020 has been and wanted to offer some assistance. Since I’m not comfortable giving advice beyond my (Service type) expertise, I have contracted with an expert Business Coach to help.
Adrian Sasine is a serial entrepreneur and client I have known and worked with for nearly 10 years. He runs a Business Coaching Firm specializing in small and medium-sized businesses like yourselves. I fully trust his expertise in Sales, Marketing, and Business Fundamentals and have seen the resources at his disposal firsthand.
Adrian is offering a complimentary coaching session to focus on what you can do to drive more business in 2021. He is committed to finding you more money, selling ideas, and marketing strategies to help you!
The first 15 businesses that take advantage of this will receive a free coaching session and FREE access to a robust online Business Academy packed with tools, resources, and training. This alone retails for $997 and includes a powerful resource library containing over $100K in previously created and tested marketing collateral.
There is absolutely NO COSTto you as I have negotiated everything as a special gift to my clients.
To book your complimentary Coaching Session NOW, send an email to adrian@salesmarketingresults.com
This offer is only good through January 20th so I highly suggest you take advantage. It is a special offer that Adrian has offered specifically for (company name) clients.
Unfortunately, Adrian isn’t able to offer this to an unlimited number of companies but we’ve secured 15 spots for our clients.
We’re glad to partner with Adrian to give you more opportunities for success in 2021!
Wishing you all the best in the year to come.
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.
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 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 began 2020 with a great sense of optimism. However, within weeks of my New Year’s post, the world was in lockdown. Was I ever surprised! I did not anticipate the Covid-19 Pandemic. Honestly, we were all surprised. Sure, we knew it was a possibility. The concept had been discussed in the culture, complete with dire warnings mostly ignored.
I had just completed a COO search when the lockdown began. My placement’s start date was March 16. I was sure that my client would rescind their offer. But I was wrong. The new COO became an integral part of their organization, helping them navigate through the challenges created by the pandemic.
My first blog post of the year is meant to establish a theme for the New Year. It is somewhat different this year. It seems appropriate to put 2021 into greater context, given our experience in 2020. As we begin 2021, we are into the second flair-up of Covid-19, tracking the normal influenza cycle. The residual effects of 2020 will be with us for a while, certainly through 2021. Companies are still looking for a handle on the situation. They have learned much but need more time to adapt and thrive.
My ‘beginning of the year message’ of 2020 was a typical opener, The setup spoke to the importance of planning and goal setting. I wrote that companies are more likely to achieve their objectives, whereas individuals abandon their New Year’s Resolutions within a few short months. I observed that the difference might be due to a lack of systems. Goal attainment requires a system that incorporates learning. Creating virtuous habits is the key to success. That was my thinking at the beginning of 2020.
A chronological review of the topics for my 2020 posts is revealing. In the first quarter, I was writing about making a productive start to the new year. Pre-pandemic thinking. In the second quarter, I was writing about situation awareness. I wanted to understand the effects of the pandemic and assess the needs of our clients. By the third quarter, I was writing about developing strategies to reconnect with customers. The fourth quarter was the setup for 2021. I wrote about the need for a clear positioning statement, supported by a communications program.
My 2020 Blog Themes by Quarter
!st Quarter Planning and Strategy -Typical Start of New Year Message
2nd Quarter – Understanding/Responding to the needs of clients – Communications.
A catalog of my 2020 articles is listed at the end of this post.
The lockdown made it clear that business models need to adapt to a new paradigm. Many trends already working their way through the economy accelerated. Remote working and internet shopping are obvious examples. Other changes were not expected, especially health protocols surrounding Covid-19 mitigation. There was a noticeable impact on the supply chain due to bottlenecks at the manufacturing/production node. The service sector was hard hit as ‘high touch’ retail concepts collided with social distancing, PPE, and sanitation protocols. Our clients struggled to adapt. My goal was to help them understand, adapt, and reposition themselves for success. This is still my focus. Find a defensible niche, organize around that strategy, and market your brand (communicate) accordingly.
My take-away from 2020 is that most companies are not investing in strategic threat assessments or developing contingency plans. This leads me to believe that their planning systems are not generating information to protect their flanks. Actionable information is the foundation for planning. A robust strategic analysis discipline will validate strengths, mitigate weaknesses, identify opportunities, and surface threats. This approach to planning creates a learning culture. An effective planning system is a learning system. Good companies employ a planning system. Great companies create a learning culture that guides their planning.
Beginning a new year is still exhilarating. Maybe even more so this year. We face a fluid situation as the second phase of the Covid-19 Pandemic takes its toll. And a new Political Administration will soon be in place. We know that further change is coming, but its size and scope is unclear. The challenge is to gain clarity to ensure our continued survival. This requires more experience and solid analysis.
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Someone has been giving my prospective candidates lousy advice. For years, I have received resumes with absurd cover letters. Many are bizarre. The worst begins with “In this challenging economic environment.” Are you kidding me? If they were trying to impress me, they failed. They nullified their most crucial sentence with something trite and boring. I do not know who advocates for this style, but they have done significant damage.
Here is a typical example.
Dear Mr. Weber:
As a marketer and executive leader, I’m known for creating awareness that drives action and achieving transformational growth for startup, emerging, and mature brands. Most recently, I launched and built a challenger activist brand into a nationwide community movement that drove historic electoral wins. My experience, however, largely spans for-profit industries-art, luxury, and tech where I developed deep expertise in digital communications and brand-driven marketing strategy.
The first time I saw this letter, I did not read past the first sentence. I doubt that any recipient did. Why should we? The writer took forever to get to the point, a big waste of time. Possibly a good second paragraph, this is the wrong way to begin a cover letter.
This letter went on for seven more paragraphs, totaling 432 words. It was not until the last paragraph that the author stated what she wanted. Even then, the description of her ideal role was unclear. Her most specific point was that she wanted to work for “brands that support social causes or are committed to investing in and evolving a social impact function.” Since most corporate strategies include a ‘social cause,’ this point was unnecessary. More wasted time
While researching this topic, I did not find anyone advocating for this style of a cover letter. The advice on this subject is consistent with my thinking. So, what is the origin of this style? I wish I knew! It makes me wonder if I should send this post to every candidate who violates the rules for writing an effective cover letter.
What is a Cover Letter? Why is it necessary? These are useful questions. A cover letter is an introduction. It tells the reader who you are, why you are contacting them, and enclosed additional information, like a bio or a resume. It is handy when sending information unsolicited. Whenever you send your credentials to a prospective employer or client, use a cover letter. Today that is usually via email.
The purpose of a cover letter is to entice the reader to give your enclosure a thorough review. You should provide enough information to captivate their interest, but not so much that they decide against your interests. From a marketing perspective, a cover letter is a ‘teaser.’ Your letter must spark the reader’s curiosity, compelling them to review your credentials. The letter or email should answer three questions.
Who are you?
Why are you contacting me? What do you want?
Why should I give you serious consideration?
You must address the first two points in your first sentence. The remainder of your cover letter provides a summary of your qualifications. Three bullet points are sufficient. Let the attachments explain your skills, experience, and interests. Finally, thank the reader for their time and ask for an interview. Make it effortless for the reader to absorb your message.
Three Types of Cover Letters
Responding to a specific situation (job posting) including a resume
A cold introduction seeking a specific situation (may or may not be a job opening)
A networking introduction (a bio or a detailed intro letter)
A Caveat. An introductory letter without attachments can be powerful. In this event, the writer makes a compelling case for her candidacy on one full page. When closing, the writer offers an invitation to request more information if interested. This tactic is appropriate for cold introductions, but the letter must be flawless. It is most effective when sent via USPS. It is not suitable for most situations.
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Do Mentor programs really work? How do they differ from Sponsor programs? How do you select candidates? And how does an organization introduce these programs? These critical questions need to be answered proactively and thoughtfully before embarking on this part of the Diversity and Inclusion (D & I) strategy. Like any good business decision, there needs to be a predetermined Return on Investment (ROI = measurable results).
First, let us dive into the first question posed, because if your answer is “NO,” then usually you won’t pursue it. Here is my challenge to you, the CEO. How many times in your career have you witnessed a really good idea die on the vein due to several possible reasons? If you are like me, you file these ideas away to be utilized at another time when you can directly impact the outcome of the initiative. Examples of those failures could harken back to poor leadership, inadequate planning and/or funding, conflicting communications, or lack of commitment, to name a few reasons.
Allow me to explore the difference briefly and simply between Mentor and Sponsor programs. A standard Mentor/Mentee approach effectively establishes roles with the Mentee driving the process within well-defined parameters. A Sponsorship program should be reserved for the best of the best high potential employees, as identified by the organization’s Succession Planning process. This process is designed to be far more formal and structured with key checkpoints along the way. Unwavering commitment, communications, and accountability is a must to optimize success. While the Executive Leadership Team (ELT) member is key, I strongly recommend a central point of contact that both parties can draw on when needed.
These two powerful concepts can drive real change in your organization if you commit to the following steps:
1- Have the right person leading these processes. Competency and respect are paramount.
2- Use Succession Planning to identify the right high potentials pared with the right ELT.
3- Clearly define each program and the desired outcomes.
4- CEO commitment, follow-up, and regular involvement are a must.
5- Strive for continuous improvement with both processes. Learn from the past.
Determining the correct level of transparency will be critical to success. I work closely with CEO’s to determine what’s right for their culture. You guard current proprietary info closely. I believe that the Succession Planning process should follow this template. As a key part of this process, Mentor and Sponsor programs should follow this line of thinking.
Should you decide to implement and/or enhance Succession Planning in your company, I am available to guide you through the nuances. Next up: Diversity Councils and Resource Groups.
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.
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Jim Weber welcomes you to attend the January 2021 Meeting of ITB Partners.
Jim is the featured speaker. His topic is “Better Writing-More Gigs.” Learn how to improve the effectiveness of your writing to generate more business!
The Quality of Your Writing Reflects on Your Brand, Your Reputation
Directly reflects your education and competency with communication
Indirectly on your intelligence
Reflects on your Brand Message – Your Unique Selling Proposition
Directly affects the ability to achieve your Goals!
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.
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.
I hope you enjoyed our point of view and would like to receive regular posts directly to your email inbox. Toward this end, put your contact information on my mailing list.
Your feedback helps me continue to publish articles that you want to read. Your input is very important to me so; please leave a com
Success for the Seasoned Search…The Benefit of Being Overqualified
Many seasoned job seekers find themselves being called overqualified because they have more years of experience than the job description calls for. Learn powerful strategies to overcome your interviewer’s misconceptions about you. It’s impossible to BE overqualified unless YOU believe you ARE overqualified. In this seminar, you will learn:
The REAL reason why recruiters AND hiring managers are concerned about hiring overqualified applicants
How to change your cover letter and resume if you believe you are overqualified
Seven ways to explain in an interview why being overqualified is an advantage
How to handle the “age factor”
Abby Kohut is known in the job search world as Absolutely Abby because she tells the Absolute truth about the job search process. In the past 26 years, Abby has held corporate recruiting positions in a variety of industries and is responsible for helping 10,000 people get hired. Her website AbsolutelyAbby.com, which was selected as one of the “Top 100 Websites for Your Career” by Forbes, teaches candidates secrets the Absolute truth about the job search process that other recruiters won’t tell you.
AbsolutelyAbby.com was mentioned on CNBC as one of three top websites for career changers and CNBC published an article naming Abby as a Top Career Coach and Recruiter. Abby is one of the “Top 100 Influential People Online” according to Fast Company Magazine and is known as “Ask Abby” on LinkedIn. Since 2012, Abby has been on a mission to help one million job seekers and she drove around the US in an RV in order to accomplish that goal. Her job search adventures were covered by several national TV and radio networks including Fox 5, Sirius XM, NBC, CBS, ABC, Bloomberg Radio, LinkedIn, Monster, and The Ladders.
Jim Weber is inviting you to a scheduled Zoom meeting.
Topic: Great Careers – The BENG Atlanta Chapter
Time: Jan 12, 2021, 07:30 AM Eastern Time (the US and Canada)
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.
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.
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.