Performance appraisals: At one end of the spectrum, they can be part of an organization’s plethora of tools to motivate employees and help them set and attain goals to grow with the firm.
At the other end, they can be ineffective, or worse, deemed disrespectful by the very people who stand to gain the most.
Many organizations fall somewhere in the middle.
Still others are doing away with the annual review altogether, opting instead for regular check-ins to ensure employees are on-track to hit their goals.
Yet every employer can find a way to foster productive discussions with employees. These conversations can inspire and motivate, and also address any unacceptable behavior, all in real time.
It’s part of a prescription for organizations to thrive.
These dialogs “can be a positive and rejuvenating experience when handled correctly by the manager,” said Aoifa O’Donnell, CEO of the Hauppauge-based human resources consulting company National EAP, and an expert in employee behavior.
But whether an organization opts for the annual review or a more frequent check-in, preparation is essential, experts say.
“The leadership should be cognizant of what it’s trying to accomplish,” said Rick Gibbs, a performance specialist for Insperity, which has offices in Jericho, and provides human resources and administrative services to small and medium-sized businesses.
Depending on an organization’s priorities, assessments can be instrumental when determining raises and bonuses, promotions, resource allocations, or new training. So whetherconducted annually or more frequently, performance appraisals are likely here to stay.
For employers with “strong leadership,” performance appraisals “are a summary tool of all prior conversations” that take place throughout the year, O’Donnell said.
And while both managers and employees may concede that they dread performance appraisals, there are ways to enhance the process.
It starts with groundwork, allowing time for both the manager and the employee to weigh in.
That preparation “sends the right signal to the employee that this is an important part of the process as a company, and yours in growth,” said Jose Santiago, the human resources compliance manager and corporate counsel at Alcott HR, a human-resources outsourcing services provider with offices in Farmingdale.
Many organizations have the process begin with the employee writing a self-review. And that can be a benefit, Santiago said.
In these self-assessments, for example, employees may point to highlights from earlier in the year that serve as a reminder for the manager, Santiago said.
It also “allows a manager to get a picture of where” employees see themselves, and to determine if “a manager is in-line with the employees’ insights as to how they are progressing,” Santiago said.
And “it allows the manager to recognize ahead of time if there are big disagreements in a particular area,” he said.
And increasingly, companies are selecting periodic check-ins over formal reviews, the Society of Human Resources Management reports.
“It does seem to be a trend,” Gibbs said.
These employers like “the idea of staying in closer touch with people on a regular basis,” he added. “It may be in a less formal way, but the communication may be more useful in the moment – and closer [to] the performance, so you don’t wait for end of the” review period to address a particular issue.
Aoifa O’Donnell: Dialogs can be ‘a positive and rejuvenating experience.’ (Photo by Judy Walker)
Nuanced conversations
Conversations surrounding performance must be nuanced, experts say.
O’Donnell said her firm coaches clients “to be effective managers and engage in growth discussions throughout the year and to not be afraid to have conversations when unacceptable behavior occurs.”
“Otherwise you can have a problem when you suddenly drop it on an employee,” she said.
Constructive feedback is key.
Santiago recommends “SMART goals,” (that is, goals that are specific, measurable, attainable, relevant and time-bound). This process can include a mid-year progress report, as part of a check-in.
This provides opportunity “to see where we are with those goals, and give a nudge if someone is slacking in a particular area” and evaluate if goals or methods to attain them need to be reassessed, Santiago said.
He recommends starting performance appraisals on a positive note, followed by discussing an area that could benefit with improvements and how to address them. Then conclude with something else positive, he said, ending the conversation on a motivational note.
Still, managers may find the process, whether conducted annually or throughout the year, stressful, O’Donnell said, “especially if they are avoiding conflict.”
But that, she said, can lead to the “normalization of deviance,” where unacceptable behavior isn’t immediately pointed out and “nine months later the employee is hit with a negative score” during an assessment.
It’s the nuanced conversations, starting with leaders and managers, who through a coaching approach, can provide a motivational environment that is positive and constructive and that holds employees accountable through the year, she said.
Still, some discussions may point to a manager’s flaw.
“But if you’re a good manager of people and interested in performance development of your team, getting feedback” can be valuable and help improve a manager’s skills, Santiago said.
Jose Santiago: Managers can signal to employees that their development is important. (Photo by Jim Kennedy)
Transparency, protocol
The process should be transparent, experts say.
“Reviews should feature a checklist of items even before you sit down with the employee and conduct a review,” Santiago said.
Gibb likened it to a “scoreboard of objective data” that is provided in advance, where everyone understands the criteria.
The process can serve as a roadmap, establishing expectations and how they will be achieved, Santiago said.
“There should be no surprises that found [the employees’ behavior is] unacceptable or not up to par,” where the supervisor “never talked about it until the review,” O’Donnell pointed out.
Otherwise, “it can kill morale,” she added.
Ideally, she said, employees should be able to write the review themselves, and both staffer and manager should be clear on the path toward development.
Yet in the instances where an employee doesn’t show improvement as expected, an organization has the documentation that shows where challenges were addressed and didn’t bet better, setting up a trail, Santiago said.
Experts say organizations can customize the process, and that may be worth considering if assessments aren’t generating the desired results.
“If you have a process that everyone is concerned about and doesn’t take seriously, change it,” Gibbs said. “Pull it apart. Get input on how it could be better. And ask what methods could we do to make it better.”
Here, caution is key, experts warn.
Don’t necessarily leap to a method someone else likes or that someone is trying to sell, Gibb said.
Instead, he said, “think about what’s appropriate for your organization.”
We expect the economy to remain on the same path, which includes a steady low-rate environment into the new year. On Long Island, the real estate market has held steady and should continue in 2020. Based on strong home values and continued low interest rates, we believe the mortgage refinance and home equity market will remain strong. This will provide Long Islanders great opportunities to save money on current loans and have the ability to leverage equity to make home improvements. For new home buyers, when inventory is available, the rates remain advantageous to them as well.
The competition for talent in the accounting industry will continue in a big way, so long as the economy remains strong. But even if the economy retrenches, the demand for highly skilled, specialized talent will not abate. The entire accounting profession is moving toward an industry-based model, and there is an extreme calling for CPAs with client industry-specific experience. In today’s market, as an employer you have to be flexible in offering alternative work schedules. You will leave out a large portion of the labor market if you stick to outdated policies. Today’s workers want to understand expectations and are willing to work hard, but on their own schedules and not necessarily in the office. Organizations that are slow to adopt new policies will find it harder and harder to compete with organizations that are more progressive.
We have two years under our belts since the Tax Cuts & Jobs Act took effect. Now that clients have completed their first tax filing year under the new law, they are really digging in to the new opportunities to save on taxes. The biggest one of these is opportunity zone credits, and I expect we will see a lot more of this in 2020.
Derek Peterson – CEO, Soter Technologies
Derek Peterson – CEO, Soter Technologies
We are heavily involved in the school security, safety and technology market. This sector has grown rapidly in response to a disturbing number of school shootings over the past decade. What is now a $3 billion dollar sector will grow in 2020, in part due to current security challenges and health concerns such as the school vaping epidemic.
To protect our most precious asset, our children, parents will demand that schools invest more in security and technology. Schools will continue to struggle to secure local taxpayer funds they need. We expect to see New York and other states across the country allocating more funds and offer more grants for school security upgrades. The federal government will also dedicate more funds and support state and local efforts. This spending will further fuel the growth of the sector.
Technology companies that produce security products in the United States will have an exceptional year. The market for technology, devices and sensors made in the U.S. is not only growing rapidly domestically but also abroad.
Kevin Law – President and CEO, Long Island Association
Kevin Law – President and CEO, Long Island Association
As 2019 comes to a close, there are things to celebrate and other things to be concerned about heading into 2020. This year, the Long Island Association worked closely with Governor Andrew Cuomo and the State Legislature to secure passage of a permanent 2 percent property tax cap, which has saved taxpayers and businesses hundreds of millions of dollars. Our region also secured record amounts of state investments in our infrastructure and life sciences industry. And the New York Islanders are coming home to a new privately funded Belmont area.
We need to keep that good momentum going in 2020. However, as Albany grapples with a budget deficit that could exceed $6 billion, it is imperative that the deficit is not closed on the backs of businesses with new taxes or fees. We also need to prevent efforts to eliminate private health insurance in lieu of a system that could cost billions of dollars in new state taxes while endangering access and quality of health care.
The LIA will continue to support efforts to make Long Island the offshore wind capital of our country, and we must seek approval of the Northeast Supply Enhancement Project to meet the demand for natural gas for new development projects, move forward with transformational projects at the Nassau and Ronkonkoma Hubs, as well as in our downtowns, and construct more affordable housing to retain our young professionals.
Katherine Heaviside – President, Epoch 5 Public Relations
Katherine Heaviside – President, Epoch 5 Public Relations
Public relations was once the quiet sister in the marketing portfolio, but today it has taken a leadership role in marketing Long Island businesses, professional service firms, and infrastructure projects. The convergence of communications and technology is powerful, and outcome-oriented communications is now an integral part of most marketing plans. Reputations are created and protected, customers and clients are secured, and community support is built by effective messaging and content — backed by the ability to respond rapidly.
The new marketing public relations field is growing at a remarkable rate, because most forward-thinking presidents, CEOs and managing partners recognize it to be aggressive and phenomenally effective.
And, when bad news happens and spreads quickly through traditional media and the internet, the public relations specialty of crisis communications controls the damage and helps protect and rebuild the reputation of the organization. Often working with inside or outside counsel to manage any issue from management malfeasance, sexual harassment and EEOC claims, to customer lawsuits and data breaches, Public relations can save a business from unrecoverable damage.
Public relations has undergone a dramatic transformation. Its future has never been brighter and the need for strategically targeted communication across today’s multiple platforms has never been greater, so 2020 promises to be another record-breaking year.
Lawrence Kadish – President and Founder, Museum of American Armor
Lawrence Kadish – President and Founder, Museum of American Armor
The year 2020 will mark the 75th anniversary of the end of World War II and yet the lessons are hard to discern as this defining and seminal conflict is almost ignored in the classroom.
During 2019, Assemblyman Charles Lavine and State Senator Todd Kaminsky proposed to require New York’s middle and high school students to learn about the murderous underpinnings of the swastika and the noose reveals a far larger issue in today’s classroom. Educators acknowledge that if it’s “not on the test” it won’t be taught,’ because educators must meet specific state mandated testing criteria, and history is no longer a priority.
Over the last several years, teaching history has been marginalized to the point where too many students now view symbols of the Third Reich and Jim Crow’s hateful past as graffiti that is meant to shock adults without comprehending the true intent.
In 2020, the education bureaucracy must recognize that anti-Semitism and racism is a function of ignorance, where young people are permitted to be disconnected from the grim lessons of history. Reintroducing those lessons as a core curriculum must become a priority as the veterans who found the battles of World War II leaves us with their memories and sacrifice.
Thomas Garry – Managing Partner, Harris Beach
Thomas Garry – Managing Partner, Harris Beach
New York has established the nation’s most ambitious goals for renewable energy, calling for a 100 percent transition to solar, wind and hydropower over the next three decades. In 2020, Long Island will be moving ahead aggressively on projects and milestones designed to help get us there.
The law will have to keep pace. We’re anticipating spending an increasing amount of our time on legal issues related to the planning, construction and execution of projects tied to securing a sustainable energy future. Energy, municipal, public finance and other attorneys in our office are providing counsel to Sunrise Wind, a cornerstone to one of the largest offshore wind generation projects ever conceived.
While perhaps the most prominent project moving forward, Sunrise Wind will not be alone. Long Island has a long heritage of environmental leadership, with a strong desire to preserve what is special about our region while still allowing for development.
Cities and towns will be grappling with myriad issues stemming from energy and the environment, looking for guidance on matters such as siting, taxation, land use and other types of legal issues. This will require sharp legal advice in order to balance properly the various competing interests involved.
We’re looking forward to seeing how these issues evolve and excited about the chance to shape their outcome.
Kyle Strober – Executive Director, Association for a Better Long Island
Kyle Strober – Executive Director, Association for a Better Long Island
In 2020, the $6 billion NYS budget deficit will dominate the Albany political agenda and it will have a sustained impact on every facet of Long Island’s business and public sectors. As a result, it will be critical for Long Island’s state legislators to protect taxpayers while balancing the budget. Equally important, a reduction in overall NYS spending means a reduction in government funded economic development investments.
That double punch will make it critical that the state not inhibit economic development with burdensome wage requirements on private developments, in addition to smothering it with public policies, rules, and regulations that make projects economically unfeasible.
In 2020, Long Island will continue to evolve to attract a young and vibrant workforce, as well as allow baby boomers to age in place. Transformative transit-oriented developments in Wyandanch and Ronkonkoma are open and continue to expand. Plans are in the works for similar proposals in Baldwin, Central Islip and Hicksville. “Live, Work, Play” communities will move forward at the LI Innovation Park at Hauppauge, the Nassau Hub, and Melville Employment Center Plan within the Route 110 corridor.
This year will see enormous investment in our LIRR system, bringing about tangible progress. The connectivity to the East Side of Manhattan, as a result of East Side Access, LIRR Expansion Project and Double Track projects, will push the “reasonable commuting suburban border” further east on Long Island, reducing city commuting times for Huntington and Babylon residents. Much as an earlier Long Island generation leveraged the railroad, smart investors will start purchasing properties in those areas prior to the completion of East Side Access and before the market takes notice of the opportunity.
The year ahead will also see LIPA finalize settlements with its over-assessed power plants and, hopefully, put those savings back in its customer’s pockets after twenty years of debate and litigation.
Finally, 2020 will herald efforts by various townships to consider amending their codes to make supervisor positions four year terms, as two-year terms is not nearly enough time to execute a transformative vision and places too much focus on the individual’s next election.
Jennifer Marks – Head of the Long Island Office, J.P. Morgan Private Bank
Jennifer Marks – Head of the Long Island Office, J.P. Morgan Private Bank
In 2020, at J.P. Morgan Private Bank, we expect to see growth in a low-growth, low-yield world across particular sectors and regions in both the equity and fixed income markets. Despite the risks, we believe the economy will continue to grow in 2020, avoiding recession for an 11th year.
Consumers will continue to take advantage of the low rate environment by financing new and existing properties while seeking opportunities to capture yield through smart cash management solutions. For long-term investors, cash “isn’t always king.” Since 2010, real cash yields have been below inflation 93 percent of the time. Rates are expected to remain low for long and move up modestly by year-end 2020.
In over a decade-long bull market, we expect the momentum to continue with strength across equity and fixed income markets. Private Bank clients continue to stay the course with market exposure and agree that equity markets can continue to climb higher, albeit high single digits, in 2020 and that the low interest rate environment is attractive for reinvestment in private and public companies, into businesses and into the communities in which they live. Within equities, the U.S. is our preferred region for its mix of upside return potential and relative stability, should conditions worsen.
As with any year, there will be macro events such as the U.S. presidential election or trade war outcomes that can create uncertainty for investors and may impact short-term decisions.
Ed Blumenfeld – President, Blumenfeld Development Group
Ed Blumenfeld – President, Blumenfeld Development Group
As Betty Davis once said in a memorable movie line, “Fasten your seat belts…It’s going to be a bumpy night…” There are many variables that will make 2020 an unpredictable year in the real estate development industry. Whether it’s consumer confidence as exemplified by low-yield rates on 10 year treasury bonds, a very unstable political climate or regressive legislation that may be passed, these all affect the ability of owners and developers to obtain a fair return on their investment. In addition, retailers are becoming even more particular and strategic when it comes to site selection.
Interest rates, while sustaining historic lows, have continued to reverse a downward trend as the economy shows signs of strength. Strong market players will continue to be attracted to “good” real estate when it becomes available. Lesser sites will suffer and see descending pricing pressure.
The bottom-line is that uncertainty creates opportunity but the industry’s future lies in the hands of several factors outside its control and whether political priorities align with the support required to strengthen our local economy.
Catherine Castagna – President, Castagna Realty
Catherine Castagna – President, Castagna Realty
Shopping centers offering exciting, customized and urban shopping experiences will continue to be an inspiration for the retail industry in 2020 and beyond. For commercial real estate companies with significant retail operations, having an in-depth understanding of their tenants and customers is more important than ever. We find that shoppers are looking for more personalized services, special events and product assortments that speak directly to them. For Castagna Realty’s two cornerstone retail centers, the Americana Manhasset and Wheatley Plaza, we also see the benefits of working hand in hand with the community, forming strong partnerships through various charitable initiatives that are important to both us and our clientele. This helps drive sales and build loyalty. We are fortunate to have a 60-plus year history of sponsoring and hosting many worthy causes and plan to maintain this tradition in the year to come.
Jeffrey Davoli – Partner, AVZ
Jeffrey Davoli – Partner, AVZ
As 2020 unfolds I believe the accounting industry will see many firms experience the impact of automation, technology and artificial intelligence. There are a variety of factors that influence this wholesale shift. However, with such changes, more and more leaders will have to discover new strengths with which to grow their businesses.
Our industry will see the advent of many more automated processes, the adoption of new software solutions, the outsourcing of certain internal functions (e.g., payroll, taxation, human resources, etc.), greater use of cloud-based accounting and social media, which will aid in driving revenue, website traffic and brand awareness.
Also prevalent will be the ability to remain nimble in the face of a changing mindset about our workforce. The 2019 U.S. Bureau of Labor Statistics reveals accountant unemployment to be at 2.0 percent. Finding top-tier talent is becoming increasingly more difficult. Candidates can now dictate their terms of employment, which in many cases includes flexible and remote work setting options. This is an exciting time for our industry, and in order to be successful it is imperative to keep pace with these changes.
Beyond the technological advances, there will always exist the need for personal, human interaction to help in deciding strategic direction and growth initiatives that allow us to enhance our advisory services to our clients.
Michael Dowling – President and CEO, Northwell Health
Michael Dowling – President and CEO, Northwell Health
For Northwell Health, we’ll measure success in 2020 on our ability to maintain a strong financial footing while preserving our mission to improve the health of the communities we serve. The challenge ahead will be to continue do so in the dynamic, ever-changing environment in which health care providers operate. Providers will need to be adaptable, flexible and entrepreneurial.
At Northwell, we feel we are well positioned for success in 2020 and beyond, based on the continued maturation of the clinical, academic and research enterprise it has built over the past quarter-century. The health system now consists of 23 hospitals and more than 750 outpatient facilities. It’s telling that Northwell’s revenues, projected at $13.5 billion in 2020, will be a 50-50 split between inpatient and outpatient.
Beyond preserving our mission in the year ahead, we look to increase our investments in basic infrastructure, technology and people; create additional hospital beds to address overcapacity at its tertiary hospitals; target continued growth while maintaining a good payer-mix balance; and sustain a higher operating margin.
Robert Creighton – Managing Partner, Farrell Fritz
Robert Creighton – Managing Partner, Farrell Fritz
As we approach a new decade, we are optimistic about the outlook for Long Island business in 2020. We expect there to be continued transformative development, offering significant economic opportunities to Long Islanders. As these major projects are adopted, we believe there will be an increase in appeal to the younger generation, reshaping the future composition of our region.
In the M&A area, we expect to see strong transaction activity, particularly in closely held and family-owned businesses as baby boomers face transition decisions. Succession planning will continue to be vital to Long Island businesses to incentivize the next generation of key employees. Tax planning and structuring remain at the forefront with business transitions and dispositions, as owners decide how to protect their wealth for future generations. Discussions will continue around family wealth, philanthropy, real estate and planning for the future.
Another area of opportunity for Long Island will be the continued migration of businesses from the outer boroughs of New York City. For many businesses, the cost of operating a business has become unsustainable in the city. This reality creates opportunities for landlords and those looking to sell commercial properties on Long Island. We believe that Long Island is positioned to welcome the economic growth.
Marie Zere – President and CEO, Zere Real Estate Services
Marie Zere – President and CEO, Zere Real Estate Services
Zere Real Estate Services will be celebrating our 40th business anniversary this year exclusively serving commercial real estate requirements. We have three generations now active in the business.
As a real estate professional, I have been through seven recessions, thousands of transactions in both sales and leasing in several sectors such as office, medical, education, retail, industrial and land acquisitions. Long Island’s Nassau and Suffolk counties are in the top 30 of the world’s largest economies doing over $80 billion a year in trade for the United States of America. The commercial real estate market in 2020 for Long Island will remain strong as long as the mortgage rates continue to stay low. This will ensure ongoing transactions that will stimulate the economy of the region.
Paule Pachter – CEO, Long Island Cares-The Harry Chapin Regional Food Bank
Paule Pachter – CEO, Long Island Cares-The Harry Chapin Regional Food Bank
From the vantage point of the regional food bank, the outlook is positive for most Long Islanders facing food insecurity as we enter 2020. With the continuation of the USDA trade mitigation initiative, Long Island Cares will distribute an additional 2.5 million pounds of government commodities through our 355 member agencies in 2020. With the opening of our fourth and fifth satellite locations in 2020, we will be able to increase support for high-needs communities, especially on the East End. I’m also optimistic that as a result of the efforts of our state legislative delegation, additional financial and programmatic resources to assist the hungry, especially our seniors, will be directed toward the Long Island region.
Etan Walls – CEO, Adjuvant Health
Etan Walls – CEO, Adjuvant Health
For the healthcare sector, I see 2020 being defined by the national debate, discussions and politics surrounding the presidential election. I believe that forces relating to price transparency and “Medicare for All” will create uncertainty in the marketplace for healthcare services. This will have an impact on the expansion of businesses in the healthcare sector.
Transparency in the pricing of healthcare services is important and we expect to see this trend continue and expand.
Concerns and uncertainty will influence the short-term and future planning for thriving healthcare businesses. To protect against uncertainty, we expect more pediatricians and primary care physicians to seek opportunities to remain independent and keep control of how they provide care to patients.
In New York State, we are watching carefully what happens with DSRIP (Delivery System Reform Incentive Payment Program). This program is focused on healthcare delivery and reducing avoidable hospital use.
For the independent pediatric practice sector, we see strength. It is clear to us that patient families want and prefer having access to independent practitioners. Independent practitioners, who build relationships, create exceptional patient experiences and leverage technology such as telemedicine, will see growth.
After all the early talk of a possible recession no longer believed to be in the realm of possibilities, 2020 looks poised to be a blockbuster. M&A activity in the marketing communication industry is already heating up as boomers look for the exit ramp. The condition of the marketplace, the overall economy and the possibility of the USMCA (United State-Mexico-Canada Agreement) finally getting passed add up to the most robust economy I have seen in memory. I am anticipating even stronger performance in 2020 and have renewed plans to search out acquisition targets.
Louis Grassi – CEO and Managing Partner, Grassi & Co.
Louis Grassi – CEO and Managing Partner, Grassi & Co.
At Grassi, we believe we are already experiencing the future of the accounting industry. Our profession has changed as rapidly as our clients’ needs, and advancements in technology have allowed us to advise them with more foresight than ever before. I expect these two trends to continue as we move through 2020. We will continue to take an advisor-first role in our clients’ businesses, and technology will allow for an even greater accumulation of information to predict and plan their futures. Harnessing the power of technology will have a direct impact on our clients’ ability to maximize their assets and make more informed decisions. Some of the industries we work with have been slower than others to adopt new technologies, and I believe the tide will be turning as it becomes more and more obvious that companies of all types and sizes need to invest in technology to stay competitive and profitable.
Mark Gusinov – East Coast Regional Manager, City National Bank
Mark Gusinov – East Coast Regional Manager, City National Bank
Heading into 2020, concerns around the economy and geopolitical and domestic politics are likely to continue. At City National Bank, we’re seeing clients in every industry watching closely as events play out on the national and international stages related to trade, current political drama and the U.S. presidential election. Some of our clients, such as those in the manufacturing space where there is a reliance on imported goods, are especially sensitive to challenges around trade and are trying to be prepared – but that gets complicated when the target won’t stand still.
Meanwhile, service companies are facing heightened competition. At City National, we’ve succeeded at creating a differentiated approach through our global relationship model – our signature experience of bankers and subject matter experts working collaboratively as one relationship team to deliver comprehensive personal and business banking solutions to our clients. We’re seeing other service providers try to define their own special sauce that can save them from becoming just another commodity alongside their competitors.
Even with heightened uncertainty and competition, we’re still seeing companies grow, but as a rule, they’re being more thoughtful and strategic rather than jumping at every opportunity. We’re seeing clients be more methodical about managing their businesses and surrounding themselves with expert advisors they can trust to help them succeed long term in this challenging environment, like accountants, lawyers, bankers and more.
Rob Basso – CEO, Associated Human Capital Management
Rob Basso – CEO, Associated Human Capital Management
The human capital management industry, which encompasses payroll, human resources, time and attendance and benefits, has gone through a major transformation. In the past, disparate software packages, consulting and technological approaches did not communicate with each other, creating confusion and poor experiences with little benefit to users. Time and money were saved, but output was not as effective as desired.
Looking toward 2020, my outlook on the human capital management sector is very positive. With the convergence of technological capabilities, small and medium-size businesses can now take advantage of the streamlining of services that once only large companies could afford.
We anticipate the human resources function to remain front and center, playing an important role in helping businesses operate efficiently. With constantly changing laws in New York and other states, it is nearly impossible for organizations to keep up unless they have a respectable provider with the right tools.
We expect to see more small businesses outsourcing HR functions as well as entire HR departments to free up management time allowing them to create greater company value. Regional providers will continue to grow and outperform large public players because of their focus on the client’s needs at a more intimate level.
Eva LaMere – President, Austin Williams
Eva LaMere – President, Austin Williams
Winning brands in 2020 will be those who lead with purpose and authenticity. They’re the ones who will forge deeper connections with their audience, do more for the communities with which they work, and achieve greater results and impact as a result.
A 2019 Deloitte pulsing study showed that consumers are increasingly making decisions based on how brands treat people, how they treat the environment, and how they support the communities in which they operate.
Companies that align their purpose with doing good are more likely to build deeper, more authentic connections and amplify their relevance with their stakeholders. This in turn will enable their stakeholders to identify with and feel ownership of that purpose – and outpace their competitors by doing so.
This is especially the case among millennials/gen Z who are growing up with a deeper sense of purpose than previous generations and are drawn to brands that directly support causes about which they care.
A great example of this is the global storm of influence created by 16-year-old Greta Thunberg, who was named 2019 Person of the Year by Time Magazine – the youngest individual ever named. She very literally branded herself through her passion for our planet and her inspirational actions, which propelled the climate crisis to center stage and created a worldwide movement across more than 150 countries.
Anthony Esernio – Commercial Market President for Suburban NY, TD Bank
Anthony Esernio – Commercial Market President for Suburban NY, TD Bank
Long Island remains a dynamic business market, especially in healthcare, professional services and education. TD Bank sees continued opportunity for small and mid-size business lending in the area and the easing in trade tensions and lower interest rates are decreasing concerns about the economy. Long Island’s relatively low unemployment rate does mean that businesses could face labor shortages in 2020. As the local talent war ramps up, businesses may need to access credit or tap into cash reserves to offer better pay and incentives.
Overall, I believe 2020 will be another healthy economic year for Long Island. TD Bank has credit available and we look forward to working with local businesses to make their plans a reality. We at TD believe that the bank succeeds only when our customers do.
Richard Murphy – President and CEO, Mount Sinai South Nassau
Richard Murphy – President and CEO, Mount Sinai South Nassau
The state projects huge budget deficits next year. The funding of the Medicaid program is a primary contributor (approximately $6.1 billion for the fiscal year 2020-2021). Spending on Medicaid in the current fiscal year will exceed its statutory cap by $4 billion unless the state takes action. Ironically, spending above the cap will not occur because existing providers have somehow blown the budget, but because of new entitlements promised by Albany and minimum wage increases.
The government pays hospitals an average 78 cents for every dollar it costs to deliver care to Medicaid patients. Many hospitals will be forced to close programs if these new cuts are made.
Many low-income seniors and children who can’t afford health insurance will suffer as they cope with a range of debilitating chronic conditions, from diabetes to heart disease to behavioral health disorders. Hospitals provide essential subspecialty physician services to Medicaid patients.
Albany continues to expand Medicaid entitlements and then makes cuts to the hospitals that provide the services. We increasingly find it impossible to make the math work.
Recognizing the real-world impacts of these potential Medicaid cuts, our elected officials need to stand up for patients and local hospitals that provide critical care.
Aoifa O’Donnell – CEO, National EAP
Aoifa O’Donnell – CEO, National EAP
I predict demand will continue to be very high for EAP services (Employee Assistance Programs), especially in the legal, healthcare and not for profit sectors as employers see the value in supporting employees during work and life challenges, and to ultimately mitigate the bottom-line costs experienced when employees are exhausted or absent. Additionally, the most effective way to control escalating healthcare costs is to prevent or intervene early and EAP is a key strategy in accomplishing this.
Corporate investment in workplace culture and soft skill development through programs such as corporate coaching, leadership development programs and diversity and inclusion initiatives will remain strong as businesses seek a competitive edge through their workplace culture and employee engagement. Today’s employees expect workplace cultures that are positive, inclusive and evolving, therefore investment in educational opportunities that deliver growth with a focus on professional development in addition to mind/body health are necessary to drive employee retention and satisfaction.
Christine Riordan – President, Adelphi University
Christine Riordan – President, Adelphi University
Some shifting trends are on the horizon for higher education, and I remain optimistic going into 2020 for those colleges and universities who will identify their opportunities and adapt to pending changes. Among them, we know we’ll see a significant decline in the undergraduate student demographics. This will require that institutions look to grow other populations on their campuses – the rise in demand for adult education and online-distance learning programs are an area to watch. A different competitive landscape is blooming too. As vice chair of the Commission on Independent Colleges and Universities in New York, we carefully note how New York State’s Excelsior Scholarship Program has shifted some advantage to state colleges, and we’ll be watching how recent changes to recruiting standards impact all U.S. universities and colleges. At Adelphi University, we are mission driven, focused on supporting a remarkably diverse community, the excellence of our faculty, and the success of our students, while becoming an even more powerfully connected university. Like Adelphi, institutions of higher education must become even more global, vital and engaged – relevant to our academic communities and our broader ones. We are at the brink of change and opportunity.
Sree Sreenivasan – Visiting Professor of Digital Innovation and Audience Engagement, Stony Brook University
Sree Sreenivasan – Visiting Professor of Digital Innovation and Audience Engagement, Stony Brook University
When historians look back, 2020 will be the most pivotal year in this young century’s story. It’s the year when the world will decide its fate in many arenas: the U.S. presidency; climate change; whether authoritarianism is further normalized; whether trust in institutions is further weakened. In every one of these, the digital and social platforms will play definitive roles. Collectively, we have our own parts to play to decide if those roles are positive or negative. Right now, it’s a toss-up, but I have hope.
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As seen in Long Island Business News, September 13, 2019
Reviews can ‘provide a good opportunity to look for ways to grow and change an organization,’ said Erin McKown. (Photo by Judy Walker)
Your employees may be sharing the good and the bad about working at your organization, for all to see – including potential hires. These inside glimpses of your company may linger indefinitely, whether that’s advantageous to your firm, or not.
If the feedback is positive, then all is well. But what if the assessments are less than stellar?
Experts shared strategies about the kinds of reviews employees post anonymously on Glassdoor, Indeed and other recruiting sites.
Your best course of action, they say, is one that’s proactive.
“Human resources should be monitoring Glassdoor” and similar sites, said Katherine Heaviside, president of Huntington-based Epoch 5 Public Relations, whose services include crisis and issues management, social media and other areas.
And for organizations that are too small for a dedicated HR team, “someone should be designated to moderate it,” she said.
These online platforms are “a great source of information of how people are feeling about and perceiving your organization,” said Erin McKown, director of corporate development and training services at National EAP, a provider of employee assistance programs in Hauppauge.
When the reviews are tough (but fair), employers may seek ways to introduce improvements. And when reviews are positive, they could become part of an employer’s overall recruitment effort.
At a time when the labor market is tight, having a strategy to deal with reviews is key, experts said.
How significant are these reviews? When potential hires consider working at a company, they will likely encounter a Glassdoor or Indeed review, which often surface on the first page of an Internet search. Glassdoor, for example, draws 67 million unique monthly visitors, and features 50 million reviews, salaries and insights, according to the company.
What potential hires see on these sites could make or break their decision to accept a hiring offer.
“Nearly three in four Glassdoor users read at least four reviews before forming an opinion of a company, so it’s incredibly important for employers to read and respond to reviews,” Scott Dobroski, a Glassdoor spokesperson, said.
Reviews posted by employees on career sites can foster an ‘online listening strategy,’ said David Gill. (Photo by Judy Walker)
Constructive criticism
Reviews by employees can be so meaningful, some organizations encourage team members to post their feedback to the career platforms.
This tactic invites criticism, but employers who ignore these kinds of comments do so at their own risk, experts say.
The reviews “provide a good opportunity to look for ways to grow and change an organization, if you pay attention,” McKown said.
With negative reviews, “use them to your benefit,” assuming they are not from a disgruntled employee, McKown said.
“Look for patterns,” she added. “If multiple people are saying the same thing, pay attention.”
And while employers may hope for positive feedback, consider that “if there is a problem, this really gives you a chance to fix it,” Heaviside said.
“You want people to be honest with you during the time they are with you” and not just when they leave such as during an exit interview, she added.
When addressing negative feedback, ‘be very careful to craft the response well,’ said Katherine Heaviside. (Photo by Judy Walker)
Leverage the feedback
Employers can maximize insights from the online reviews.
Take Northwell Health: “In the past three or four years, we’ve heightened attention to [Glassdoor], using it as input for how well we are doing,” said David Gill, the healthcare system’s assistant vice president for employee experience. “We’re trying to build a workplace where people would like to come to work.”
The reviews foster “an online listening strategy,” he said.
And it means leveraging the feedback – the good and the bad, Gill said.
The organization established a process to address negative reviews.
Sometimes, he said, the comments “are not fully informed,” where someone may say, “I wish you had a mentoring program,” when the organization may already have one in place. The moment provides opportunity to share and promote information about the program, so anyone reading reviews can learn about it.
At Northwell, the team responds to “a few reviews – good and bad, positive and negative, but not all, and depending on the actual comment,” Gill said.
And when responding, respect is key.
“Be very careful to craft the response well,” Heaviside said, adding that some who post negatively may do so because they are a bad fit with the organization.
“It’s important not to get emotional about it when it first happens,” Heaviside said.
Gill agreed: “In our responses, we are always appreciative,” he said.
And when responding to negative reviews, acknowledge the person’s experience, express thanks for the comment and talk about any new directions – for example, training, or salary increases – at the organization that have since been implemented, McKown said.
Knowing it’s important to increase online views to attract and retain talent, Gill and his team encourage employees to leave reviews, if they feel comfortable writing one.
“It doesn’t matter if it’s positive or negative,” he said. “From a cultural perspective, we try to build a positive, transparent and trusting culture, and this leads to more positive reviews.”
The effort “is a method [to assess] are we doing something well or poorly,” he said. “It’s the voice of our customers.”
‘I always like to see the manager responding,’ Howard Miller said about online reviews. (Photo courtesy of Bond Bond, Schoeneck & King)
And that’s important, said Howard Miller, a member of Bond, Schoeneck & King, a law firm with offices in Garden City.
Miller likened an employee review to that of a customer review on a site like TripAdvisor, where even the places with positive feedback get a post from someone who says, “This place is awful.”
“I always like to see the manager responding,” he said. And in thanking the person for their comments, and perhaps mentioning a few upgrades, the company looks professional, and shows they care, without necessarily admitting to the merit of the criticism, he added.
If the comments are positive, consider incorporating them into recruitment materials. For example, Zoom, the user conference platform based in San Jose, posted a banner on its careers page to highlight that its chief executive was named a top Glassdoor CEO.
Of course there’s the chance that a negative comment is inaccurate, or even defamatory. Here, organizations may do well to reach out to the platform directly.
“As long as content meets our community guidelines, it will appear on site, but employers can always flag suspicious reviews for free and ask that a Glassdoor team member re-review the content in question,” Dobroski said. “We take our data integrity very seriously, and we reject about 5 to 10 percent of the content submitted to us because it does not meet our community guidelines.”
In these instances, Miller advises against suing.
“It’s best to put efforts into marketing your brand than in legal fees – you’re going down a rabbit hole,” he said.
Heaviside agreed.
“Publicize the good things,” she said.
Sharing the news about promotions, volunteering efforts and new hires in the local paper “establish a positive reputation,” she said.
And that, she pointed out, pushes the negative comments to second page, where nobody looks.
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As seen in Newsday, October 28, 2018
Employers are advised not to drag their feet and to start familiarizing themselves with requirements.
Employers have been given more time to provide sexual harassment prevention training to all employees.
The original deadline, Jan. 1, has been extended by New York State to Oct. 9, 2019. Still, employers are advised not to drag their feet and to start familiarizing themselves with requirements. They will have to give the training every year.
“Businesses should begin planning now and looking at their options,” said Aoifa O’Donnell, CEO of National EAP, a Hauppauge-based company that provides employee assistance programs, leadership coaching and training services including sexual harassment prevention.
She said the extension was well received by the employers EAP deals with.
“Employers were quite rushed to get it all done by year-end,” she said, noting the fourth quarter is typically the busiest time for businesses in general, and especially for HR departments. About half of the EAP clients that had booked training in the fourth quarter moved it to 2019’s first quarter after the extension was given.
EAP provides a live 60-minute training session for employees and a 90-minute session for management.
The state Department of Labor and the Division of Human Rights, the agencies charged with developing harassment policy, have already released model sexual harassment prevention training guidance. An employer that doesn’t use the state’s model must ensure the training it provides meets or exceeds certain minimum standards, including providing examples of conduct that would constitute unlawful sexual harassment, says Jules Halpern, founding partner of the law firm Jules Halpern Associates in Garden City.
According to the U.S. Equal Employment Opportunity Commission, it is unlawful to harass an applicant or employee because of that person’s sex. Harassment can include unwelcome sexual advances, requests for sexual favors, and other verbal or physical behavior of a sexual nature. But harassment also can include offensive remarks about a person’s sex, according to the EEOC.
One key requirement of training is that it has to be interactive, but not necessarily live, says Paul Scrom, a partner at Jules Halpern Associates. “It basically means there has to be a back and forth component,” he said, plus a platform for employees’ questions, even if it’s web-based training.
The firm is getting multiple calls a day from businesses looking to get training, Halpern said. The firm’s training takes about 60 to 90 minutes.
The mandated requirements are very similar to traditional training, said Domenique Camacho Moran, a partner in labor law at Farrell Fritz in Uniondale.
Expanded requirements include trainers’ noting the alternate forums for resolving complaints so employees know they can raise concerns internally or can go to the NYS Division of Human Rights and the EEOC.
There’s also more emphasis on stressing to employees the role of supervisors and their obligation to report any harassment they are told about or actually observe, says Moran. “That was normally just talked about in supervisor training,” she said.
Farrell Fritz has already completed its own internal training. It conducts employee training at firms generally in 90 minutes and supervisor/management training in two hours.
Firms are now required to do this training annually, says Barbara DeMatteo, director of HR consulting at Jericho-based Portnoy, Messinger, Pearl & Associates.
“The sooner they can start the clock, the better it will be,” she says, adding it can help them limit liability in the event of any claims.
Portnoy delivers live training at an employer’s site (generally an hour for employees and an additional hour suggested for managers), but also has an interactive web-based model that allows employees to ask questions andget answers in a timely manner, she says.
Keep in mind training must be given to all employees, including part-time, full-time, seasonal and temporary, said Scrom. There’s no minimum required hours of training, but new employees must be trained within a reasonable time frame, he says.
Use the training to open up dialogue within the organization. “The training’s an opportunity for a deeper conversation,” said O’Donnell.
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As seen in Long Island Business News, October 5th, 2018
Aoifa O’Donnell: Employers need to be aware that the national dialog is affecting employees. (Photo by Judy Walker)
The allegations against Supreme Court nominee Brett Kavanaugh are sparking a national dialog about sexual abuse and misconduct. And that conversation is seeping into the workplace.
It’s not that surprising, when you consider that one in three women and one in six men have experienced some form of contact sexual violence, according to the National Sexual Violence Resource Center.
“That’s a lot of people listening to triggering dialog,” said Aoifa O’Donnell, CEO of the Hauppauge-based human resources consulting company National EAP, and an expert in employee behavior.
And now, the nation is riveted on the U.S. Senate’s pending decision to confirm Kavanaugh or believe the allegations of Dr. Christine Blasey Ford. Among the issues being confronted by Americans is whether a sexual assault was perpetrated on a 15-year-old girl by a teenage boy who would one day be nominated to a lifetime position on the U.S. Supreme Court.
“Everyone has a stake in this,” said O’Donnell, adding the reaction to the national spectacle is just beginning to seep into the workplace.
The discussions coincide with the first anniversary of a crystalized #MeToo movement, where victims of sexual misconduct in Hollywood, corporate America and the media began to speak out.
The dialog also comes at a time when New York State employers must adopt anti-sexual harassment training and institute training programs by Oct. 9, 2018, with training completed before Oct. 9, 2019.
Anti-sexual harassment issues are “a very hot topic right now,” said Tony Dulgerian, an associate at Nixon Peabody, a law firm with offices in Jericho where he specializes in labor and employment. “Now may be a good time to revisit those and be sure employees are aware that sexual harassment in the workplace will not be tolerated.”
For some, the training can’t come soon enough.
For example, for victims of sexual assault, the current national dialog leading up to and beyond the Senate Judiciary Committee hearing can spur flashbacks that can amount to post traumatic stress disorder, experts said.
Dr. Mitchell Schare: For victims of sexual assault, hearing testimony may unlock ‘old thoughts of memories they thought they put away.’ (Photo courtesy of Hofstra University)
Specific portions of the testimony may trigger reactions. Hearing “bits and pieces” about “being pushed” or “choked” or a phrase that included “covered their mouth” can result in “unlocking old thoughts of memories they thought they put away,” said Dr. Mitchell Schare, a professor of psychology, and director of the Phobia and Trauma Clinic and Saltman Community Services Center at Hofstra University.
Those affected might be “more emotional, less attentive or more distracted,” Schare said.
This can be true for those who agree or disagree that Ford was a credible witness. They are still hearing accounts of sexual assault.
“From a mental health perspective, the current dialogue is a PTSD triggering event, affecting those who have been subject to unwarranted sexual behavior,” O’Donnell said. “Our concern is we know people are suffering.”
While Kavanaugh vehemently denied any charges of sexual assault at the Senate hearing, many victims connected to Ford’s testimony and felt empowered to recount their stories.
Those who have experienced assault “are looking to see if whether their experiences really matter in the eyes of the law and government,” O’Donnell pointed out. “Employers need to be aware that the national dialog is affecting employees.”
This national moment can prompt people to wonder if in their past, they’ve been too aggressive, Schare said. And it can be a troubling moment too for those who have had to cope with charges of misconduct.
“If people really feel they had been wronged in some way, they might want to speak with a therapist, or human resources, if [an allegation] was through the organization,” Schare said.
And when complaints surface, employers must be prepared, experts warned.
“This is why we need a fair processes that’s consistent – whether you’re the accused or the person reporting,” O’Donnell said. Employers should “take their time to make a fair assessment. Everyone is entitled to employment and to have a fair shot at maintaining that.”
As the nation continues to digest the hearing and subsequent coverage, this might be a good time for HR to reach out as needed to say, “You don’t seem to be yourself,” and offer to help the person connect with resources, Schare said.
As the dialog continues, HR experts can consider reminding workers about the organization’s employee assistance program, or send out a general email about therapy service covered under their benefits.
“I think it would be well-received,” Schare said.
Tony Dulgerian: Employers should make sure ‘employees are aware that sexual harassment in the workplace will not be tolerated.’ (Photo courtesy of Nixon Peabody)
If anxiety is triggered, there could be potential disability, Dulgerian said. If an employee asks for an accommodation, solutions might include “moving a workspace away from certain employees, or changing a shift so the person is not working with the employee,” he added.
And in New York City, the Safe and Sick Time Act, amended in May, enables workers “to take time off to seek services” to address matters such as domestic violence or sexual offence, Dulgerian said. Employers “should be aware of these laws and how they work,” he noted.
Experts agree that it’s a good time to be proactive.
National EAP, for example, sent a webinar to clients to forward to employees. Among the webinar’s recommendations: Take breaks from the news and social media; take care of ourselves through fitness and other enjoyable activities; and ask for help when needed.
And keep in mind that “there’s a very good chance you’re working next to someone who had a terrible experience,” O’Donnell said. People “should be mindful about how we talk about it.”
Greg Demetriou, president and chief executive of Lorraine Gregory Communications in Edgewood, shown in April, said he and his staff were devastated when the granddaughter of a worker died of an overdose last year. Credit: Newsday / Alejandra Villa
By Carrie Mason-Draffen
Business owner Jeffery Capazzi has seen Long Island’s opioid crisis up close among his workers.
“We had certain people being sent to rehab,” said Capazzi, president of the Jobin Organization, a Hauppauge construction company that makes and installs exterior wall systems. “We’ve had people that we’ve lost through overdoses.”
Greg Demetriou, president and chief executive of marketing company Lorraine Gregory Communications in Edgewood, said he and his staff were devastated when the granddaughter of a worker died of an overdose last year. A childhood friend of one of the company’s graphic designers also died of an overdose last year.
Jeffery Capazzi, owner of the Jobin Organization, in Hauppauge on Monday. Credit: Barry Sloan
“When such news is received it puts a heaviness in the air,” Demetriou said. “Even those not directly affected feel devastated for their co-workers.”
The opioid crisis is taking a toll on Long Island’s companies, executives and experts say. Companies that have lost workers to the epidemic face the daunting tasks of comforting a traumatized workforce. They also deal with the reduced productivity of addicted workers or employees whose loved ones are addicted. And they and their employees struggle with the stigma of drug addiction, which experts say stifles open communication about the problem.
A U.S. Centers for Disease Control and Prevention report last year said that employees in their prime working years, ages 25 to 54, had the highest rates of drug overdose deaths in 2016. Overdose deaths began climbing, as people addicted to prescription opioids started feeding their habits with illegal opioid derivatives like heroin and fentanyl, the potent synthetic opioid that has become a popular component in the sales of illicit street drugs, the report said.
In fact, 70 percent of people with a substance abuse disorder are in the workforce, said the National Safety Council, based in Itasca, Illinois.
The White House Council of Economic Advisers last year estimated that the opioid crisis cost the U.S. economy $504 billion, or 2.8 percent of the total value of goods and services produced in this country in 2015.
Statewide, 54 percent of New York residents said they have been touched by the opioid epidemic because of a family member or colleague who has abused opioids, according to a recent Siena College poll, a result the researchers called “shocking.”
And Long Island has been hit hard as well. Law enforcement and medical examiner officials estimate that 600 people on the Island died last year from overdoses, up from the previous record high of 555 in 2016.
Aoifa O’Donnell, CEO and owner of National EAP which helps companies with employees with opioid addiction, at her office in Hauppauge on April 12. Credit: Johnny Milano
“Many employers I work with are struggling with the workplace impacts of opioid addiction,” attorney Kathryn Russo, who heads the drug testing and substance-abuse-management group at law firm Jackson Lewis in Melville, told a U.S. House of Representatives joint subcommittee focused on drugs in the workplace in February.
In a recent interview she said that in the last two years she has received, on average, one to two calls a week from employers about an employee who had overdosed or passed out.
“Those kinds of calls used to be so out of the ordinary a few years ago,” she said.
All local employers should be very concerned about this epidemic, a counseling expert said.
Bill Reitzig, director of business development at Fabco in Farmingdale, holds a photo of his son Billy, who died in 2016 of a heroin overdose. Credit: Newsday/J. Conrad Williams Jr.
“It’s not just the teenagers, although on Long island our kids are really being impacted terribly,” said Aoifa O’Donnell, chief executive of National EAP, a Hauppauge training and employee-services company. “It’s men in their 40s, women in their 40s. It doesn’t discriminate because it starts with a prescription.”
The Long Island Association, the region’s largest business group, last October co-sponsored a forum to call attention to the impact of opioid abuse on local communities and businesses.
“The opioid epidemic is not only ruining the lives of young people and families on Long Island and throughout the country but also our business community, where millions of dollars are lost in productivity,” said Kevin Law, the group’s president and chief executive.
Capazzi, the construction company president, said that addicted workers disappear for hours or don’t show up at all.
“Once they get that bug, nothing else is important,” he said.
And their loved ones sometimes live in fear around the clock.
“They are sleep-deprived, stressed and frightened,” said Jeffrey Reynolds, president and chief executive of the Family and Children’s Association, a Mineola-based group whose social services include programs for people with substance-abuse disorders. “Family members tell me, ‘I just wait for the phone to ring.’ That’s a rough way to live.”
Bill Reitzig, director of business development at Fabco, a Farmingdale storm-water filters company, said that for years he lived in fear of getting such a call about his son Billy, who became addicted to opioids in his teens after being prescribed them to treat an arm broken during a baseball game.
“The worry as a parent . . . is just overwhelming at times,” he said. “It takes away from your focus sometimes at work and a lot of times at home.”
On April 22, 2016, he said, he got the call at work and later learned that his son, who was 25, had died of an apparent heroin overdose.
Yet, many companies and their employees choose to remain silent, rather than intervene early or seek help before a tragedy happens, because of the stigma attached to addiction, experts said.
“We are just now beginning to recognize the effect [of the epidemic] on the business community,” said Jamie Bogenshutz, executive director of the YES Community Counseling Center, a drug-treatment center based in Massapequa
The Long Island Community Foundation, a Melville-based administrative service for charitable donors, is considering co-funding a study to gauge the economic impact of the crisis on Long Island businesses.
We “are engaging business leaders and other stakeholders to join together to fight this drain on our workforce, economy and neighborhoods,” said David Okorn, executive director of the foundation, which co-sponsored the opioid awareness forum.
Reynolds of the Family and Children’s Association said that knowledge of the financial impact would open up more discussion and action on the part of employers.
“I think they would be less in denial if they understood the economic impact this crisis is having on their businesses,” Reynolds said.
Though the crisis has cut across business sectors, employees in certain industries like construction are more vulnerable to opioid abuse because of the high rate of injuries, experts said. The industry is one of the Island’s highest-paying, state Labor Department data show.
Those workers “are more likely to have more work-related accidents and, therefore, . . . are more likely to have been exposed to pain pills,” said Dr. Richard Rosenthal, director of the division of addiction psychiatry at Stony Brook University Medical Center.
As grim as the situation is, some employers are reluctant to talk about it. And their employees are reluctant to admit to an addiction and get help.
“It’s hard enough for families to open up the lines of communication with others about a loved one who is addicted,” said Genevieve Weber Gilmore, an associate professor of counseling at Hofstra University in Hempstead. “So for companies who work every day to maintain their reputation in the community, that stigma also applies.”
As for employees, “A lot of people are afraid they are going to lose their jobs if they get help, not knowing that treatment is confidential,” said Bogenshutz.
Also making the battle difficult on Long Island is that 90 percent of the Island’s 97,400 businesses have fewer than 20 employees. The smaller the company, the less likely it is prepared to offer resources to help employees get treatments, experts said.
“Because they have few employees, they may not have any training for signs and symptoms,” Bogenshutz said.
But it is so important for employers to take the initiative, O’Donnell of National EAP said.
“What we need to do is move the addiction out of the dark and into the light, and the workplace is typically the best way to make that happen,” she said, because a person’s livelihood is at stake.
Some employers like Capazzi and Demetriou said they speak up about the issue and hope to encourage their fellow employers to do the same.
“I do everything I can to mention it, to talk about it,” said Demetriou. “I don’t know the mentality of business owners who don’t want to speak about it.”
It is important for all of Long Island’s companies to go on the offensive in the opioid war, he said: “If we don’t get the coordination and the help from the business community, we will never be successful in the fight.”
Fostering a drug-free workplace
Recognize workplace problems that may be related to alcohol and other drugs.
Make sure your medical benefits give employees access to drug treatment.
Make employees aware of community drug takeback days.
Host on-site support groups or education sessions.
Educate employees about drug hotlines.
Establish a random drug-testing policy.
Refer employees who have problems with drugs for counseling.
Protect employee confidentiality.
Create a culture that is supportive of people in recovery.
Source: Family and Children’s Association and National EAP
The office snake. You thought he only existed in movies and on TV, but then it happens: You spent days burning the midnight oil working on a great idea to pitch to your boss, excitedly told your co-worker all about it and at the big meeting, he steals your thunder and passes it off as his own. Your boss loves it, of course. You’re fuming.
Dealing with a backstabbing co-worker can feel like walking a tightrope. You don’t want to come off as bitter or petty or a tattletale to your boss or HR. Every time you vent about it to your officemate, you feel like a hypocrite, but you can’t help it.
“A backstabber is somebody who is not trustworthy and may intentionally or unintentionally hurt you,” says Aoifa O’Donnell, CEO of the National Employee Assistance Program, which is based in Hauppauge.
There are three common types: gossipers, credit-takers and flat out liars. All three can make your experience at work a negative one. But, since it’s a new year and you vow to keep the positive vibes flowing, we ask O’Donnell to share tips to help you handle and move forward from a difficult work situation with your head held high.
The First Step
When you hear a colleague has been talking about you or encounter a situation where the person lies about or takes credit for your work, try to resolve the situation quickly. “If it’s safe to do so, confront the person right away,” says O’Donnell. “I would seek to have a witness if possible or some kind of e-mail evidence of your concern.”
When To Go Higher Up
If that doesn’t work or you feel the person is a physical threat, go up the ladder. “Your direct supervisor is the person you go to if you need assistance. If you don’t trust your direct supervisor or you feel your direct supervisor won’t listen to you appropriately in the way you desire, you can go to human resources.”
Don’t Be Tone Deaf
Whether you’re speaking directly to the backstabber or going up the ladder, you want to remain tactful, respectful, unemotional and offer solutions. That can be hard in a situation where emotions are high and you feel someone has done damage to a professional image you have worked so hard to earn, but it’s essential. “You need to be the professional,” O’Donnell said. “It’s hurtful and emotional but the best advocates keep a cool head, calm heart and the voice that says, ‘I need help resolving the situation. Every human resources person wants to hear that the employee is seeking a solution.” Another tip: bring evidence, like dates and times of incidents and e-mails that support your claims.
Day to Day Handling
Though you may want to see the person fired, chances are the two of you will still need to work together, at least while everything is sorted out. “Your best bet is to stay professional and not share too much information because you don’t want that to be used against you…keep records of all your activities and have an email trail.” It’s not fun to have to do that. In a perfect world, we’d get along swimmingly with our co-workers, but “sometimes you need to be willing to be proactive,” says O’Donnell.
Don’t Stoop
You’re frustrated with the situation and backstabber. It’s understandable. Take the high road when it comes to speaking about the situation with your colleagues. “If we’re spreading negative information about a colleague around the office, we’re gossiping, too. It’s best to keep that out of the office.” Vent to your spouse or a friend who doesn’t work for your company. If you have one or two co-workers you know you can trust, O’Donnell suggests making sure they are the types of people who will help you move forward, not feed your anger.
When to Leave
O’Donnell is a firm believer that with the right approach to advocating for yourself and a management team that can help correct backstabbing behavior, these types of situations are fixable. Though she hates to see someone leave a company because of a negative workplace environment, sometimes it has to happen. If you truly feel you have carried yourself in the right way, gone up the ladder and still nothing has changed, it may be time to consider leaving. “If it starts impacting your productivity, professionalism or your personal health, that’s when it gets to, ‘is this job really worth it?’” O’Donnell says. That’s a tough call only you can make.
