Submitted by Rea & Associates 330/339-6651

Following is a list of items to consider implementing the second quarter of 2001 to maximuze their benefit:

1.  As interest rates are currently  being lowered, now is a good time to consider refinancing both your business and personal loans.  It may also make sense to consolidate some debts.

2.  Consider reviewing your company’s employee benefit programs annually.  There may be areas that need revision in order to maintain or improve benefits, and reduce costs.

3.  Your employees can be a great source of ideas to improve efficiency of your operation.  Consider forming a task force to solicit and discuss recommendations.  This is also a great way to instill a sence of ownership.

4.  Do you have vehicles or equipment that are running up the repair bills?  It may be worthwhile to replace them with newer items.  The savings in repairs may actually pay for the newer, and often more capable and efficient equipment.

5.  Use a candidate’s handshake in the assessment process.  A study conducted by the National Association of Colleges and Employers reveals that a candidate’s handshake is among the most  influential physical attributes when selecting new hires.  More influential than other more visual attributes, such as body piercing, ovious tattoos, and unusual hairstyles.

6.  Use predictive personality and aptitude testing.  A recent SHRM study found that 65% of Fortune 500 companies now use a predicitve personal profile as an aide in the selection process.   Evaluating skills vian an aptitute test can also mean a better fit and over time a more productive workforce.

7.  Live the safe work environment message.  Establish safety goals and reward employees  for meeting these goals.  For example, set a goal of no lost time injuries during a quarter.  After each quarter the goal is met, offer an award that all employees can enjoy, like a huge pizze party.

If you have questions concerning these or other ideas, contact your Rea representative or call 330/339-6651

Due to recent legislation signed by Governor Taft, an employee who tests positive for the use of certain controlled substances or has a blood alcohol level of .1% following a workplace injury must prove that he or she was not impaired at the time of the injury in order to be eligible for workers’ compensation benefits.  Failure to meet this burden could result in denial of the workers’ compensation claim for all injuries occurring after April 10, 2001.

The new law is a welcome change for Ohio employers who previously bore the burden of showing that an employee who tested positive for such substances was both impaired at the time of the accident and that the impaired condition was the proximate cause of the injury.

To be eligible for the “rebuttable presumption” afforded under this legislation, employers must provide sufficient notification to employees that the results of a chemical test, or the refusal to submit to such a test, may impact their eligibility for workers’ compensation benefits.  To ensure that your company will benefit from this new law, please contact our office to review your current drug and alcohol testing policies.

Submitted by:

Black McCuskey, Souers & Arbaugh, LPA                          1000 United Bank Plaza, 220 Market Avenue S, Canto, Ohio  44702                330/456-8341

Through a joint resolution passed by Congress, the highly controversial Ergonomics Standard published by the Occupational Safety and Health Administration was effectively repealed.  Once the repeal was signed by President Bush, compliance with the standard is no longer priority for employers … at least in the short term.

The Ergonomics Rule sought to reduce the occurrence of musculoskeletal disorders (MSD) in the workplace, including those caused by repetitive motion activities.  While it was certainly well intended, the rule nontheless created controversy as business groups found the standards to be unduly vague and estimated the complicance cost associated with it at $100 billion annually.  In addition, groups questioned whether the standard was backed by adequate scientific research to ensure that compliance with the standards would indeed reduce the occurrence of MSDs.

Heeding the complaints, Congress utilized a little-known and never-used law called the Congressional Review Act to repeal the standard.  By votes of 223-206 in the House of Representatives and 56-44 in the Senate, Republicans were jointed by a handful of Democrats in denouncing the rule.  Once signed by President Bush on March 20, 2001, the controversial rule became null and void.

Submitted by:

Legal News from Black, McCuskey, Souers & Arbaugh, LPA, 1000 United Bank Plaza, 220 Market Avenue S  Canton, Ohio  44701                330/456-8341

Criteria for a good Web site: * Your home page displays brand prominently and loads quickly * It meets your target audience’s needs * It is easy to use and navigate * Graphics are simple and functional * The site’s content is of added value to users * The content is fresh * Users can register * It offers interactive community features * Links to other, richer data are provided * “Free” stuff is available * It fills a customer service function [Source: IABC/Indianapolis' "Deadline"]

By A.J. Schneider

Too often, we get so wrapped up in our jobs that we spend little time thinking about our careers or learning how to do our jobs better. As members of IABC, we hold the key to valuable resources that can help us with both. One of those resources is iabc.com, the official Web site of IABC. The site provides members with solid information about a variety of subjects directly related to career advancement, membership, event schedules and a plethora of other information. Following is a brief description of several particularly useful areas of the site. IABC members everywhere are encouraged to explore all of the online tools provided by the site. The site’s basic information is complete and informs visitors about the organization’s mission, vision, structure and code of ethics among other items. Especially useful are district and regional links that can help you easily find a member or chapter. It’s also possible to search the site by key work if you don’t have precise information. If it’s a career direction you seek, then IABC’s Career Builder section is for you. One of the sections most interesting links connects to a knowledge and personality survey designed to guide the survey-taker toward a particular aspect of the communications industry based on the answers given. The survey addresses such issues as listening skills, people skills, knowledge of employee communications, budget development, program management and asks such questions as: “Do you possess the critical success factors for your chosen field of domain?” The IABC Fellows link provides more direct advice about everything from the types of jobs you should look for to how to handle tricky political situations. Established communications professionals provide answers and advice to general questions. For example, one piece of advice reads: “Be a Swiss Army Knife, not a caviar spreader.” In other words, developing yourself as a generalist in the field of communications is generally more valuable than specializing in a very specific niche. While the Fellows area isn’t real time interactive, the answers are useful and thought provoking. Other links in the Career Builder section include those that hook you up to educational institutions, executive recruiting firms and chapter job postings. An important – and lengthy- subsection of the Career Builder area discusses all aspects of IABC accreditation. You’ll find explanations of why you should pursue accreditation, how to go about getting it, sample applications, sample written and oral examinations and what kinds of things should appear in your application portfolio. The IABC Leader Centre section of the site provides information and useful links that deal with chapter management and leadership, including financial management, membership development and volunteerism. Whether its professional development, information about a certain IABC chapter or chapter development, the IABC Web site is a wealth of information that too many of us overlook. It’s often said that you don’t need to know everything; you just need to know how to find out the answers. Here they are. [Source: IABC/Indianapolis' "Deadline"]

Tony Reynes, of Tesar-Reynes, a Chicago-based executive search firm specializing in the placement of communication and marketing professionals shares his philosophy on career management: According to Reynes, “career success” is not measured by what is right for others, by money, title or status. It is doing what you’re passionate about. How do you know when it’s time to make a career change? *If your expectations are not being met *If you don’t have the responsibility you want *When you’re no longer growing or being challenged *When you conflict with your boss and/or staff *For personal reasons — partner, location or finances, for example How can I find a new job? *Friends *Networking *Recruiters *On your own — by answering ads, scanning the web and belonging to professional organizations like IABC Keep in mind you are not looking for the “right job;” you are looking for the next right job. Your career is an ongoing process. I’m happy in my current position — but what steps should I take to manage my career? *Set goals in writing *Evaluate your strengths and weaknesses *Identify steps to improve weaknesses *Evaluate whether your current position aligns with your passion Reynes adds, “your career is in your own hands!” [Source: IABC/Detroit’s The Galley]

A Case Study By Lisa Bednarski In 1999, Bata Industries Limited made a painful decision to reorganize its North American operations and invest in its Canadian retail operations. It was part of a strategic move to improve its competitive position and grow its North American business. This decision involved the closure of its plant in Batawa, a company town built when Thomas J. Bata first immigrated to Canada in 1939. The decision affected 209 employees at the plant, which, in its prime, was the economic engine of the region. Jeanette Jones, a senior counselor with Cohn & Wolfe (C&W), shares how the agency helped Bata deal with this issue and make the announcement. Objective: To sensitively communicate the decision to close the plant to all of Bata’s target audiences, while communicating Bata’s decision as a reluctant one. Intended audiences: “We had a number of internal and external stakeholders,” says Jones. “And it was very important to Bata and to us that we recognize the emotional reaction to this news. The Batawa community was built on that plant. We had to remember the people involved in everything we did.” Strategies: C&W met with Bata’s senior management team to discuss the impending announcement. The following strategy was developed: *Establish a community investment program recognizing the significant contributions of Batawa employees and the importance of Bata to local enterprises and because the local community lacked the economic infrastructure to employ displaced workers *Use face-to-face employee communication supplemented by other communication vehicles; targeted external communication and media relations formed the basis of announcement activities *Identify spokespeople who could relay the announcement to employees with the dignity and respect they deserved *Coordinate the announcement to employees in a timely, sensitive and responsible manner *Develop materials that clearly communicate key messages to intended audiences in simple, easy-to-understand language “We recommended the announcement be timed to coincide with the morning and afternoon shift changes at the Batawa plant,’ says Jones. Workers were given their next shift off. “This helped Bata demonstrate its empathy with employees and gave them time to digest the information. It was also a safety measure so employees would not be distracted while working. Union representatives and government officials were informed prior to the impending announcement. Local community support and counseling agencies were alerted to the potential for increased service demand by faxing them a copy of the media release immediately after the announcement.” Phone calls between Bata spokespeople and local government officials were immediately followed up with a personalized letter from Bata confirming the details. Detailed letters were distributed to customers and suppliers. Division managers followed up with personal phone calls to allay concerns. A media release was developed for the Canadian marketplace, with a slightly modified version for the United States. They were distributed to business and news editors via newswire following the announcement to employees. Communication materials were integrated into a binder together with corporate and employee data, industry statistics and other facts relating to the consolidation of Bata’s operations. The binder was distributed to all Bata spokespeople for easy access to information. Bata’s switchboard operators were briefed on the procedure for handling media calls prior to the announcement and directed media inquiries to Bata executives. Evaluation: The plant closure announcement met established goals and objectives. In Batawa it was received without incident. As expected, many employees were upset but expressed their gratitude at being given their next shift off. Even during this dark hour, some employees turned their thoughts to the Bata family. Government officials appreciated Bata providing advance notice of the closure. The tone of the media coverage of the announcement was favorable. “This was an emotional project for everyone involved,” says Jones. “But we provided the sensitivity the situation deserved, while achieving our client’s desired communications result.” [Source: IABC/Toronto’s Communicator]

By Shannon Clark What is accreditation? Accreditation is an IABC professional development program offering candidates the opportunity to earn the designation of Accredited Business Communicator (ABC). The three-step process includes an application to the program, portfolio submission and an examination with both written and oral segments. Why become accredited? Since public relations is a non-licensed profession, communicators have developed this designation in order to assess professional ability. According to Jo Langham, senior vice president at Langdon Starr Ketchum and vice president of professional standards at IABC/Toronto, there are as many different reasons for applying for accreditation as there are people who apply. “Those who have gone through the program often see it as a gauge of their experience and professional ability against recognized experts. Successful completion of the exam and portfolio submission can be an important milestone,” says Langham. Very practical reasons for accreditation include its growing recognition by recruiters and potential employers as a standard for top professionals. In addition, according to Profile, IABC’s biennial survey of the profession, the average salary of accredited IABC communicators is significantly higher than that of the non-accredited communicators. The process itself is a learning experience and allows candidates the opportunity for self- evaluation. For Langham, who has spent her career in agency settings, becoming accredited allowed her to examine organizational public relations and the difference between focusing on a single organization’s public relations needs and focusing on the needs of many, as is the case in an agency setting. Who qualifies for accreditation? Communicators from every sector of public relations are eligible to apply, providing they meet the following requirements: a minimum of five years experience in the communication profession and a bachelor’s degree, or a total of nine years experience and/or post-secondary education. IABC’s international website at www.iabc.com/about/accredit/abc.htm recommends that potential applicants: 1. understand the goals and philosophy of organizational communications; 2. appreciate the role of the communicator and communication in modern organizations; 3. have the knowledge to plan, direct and implement a broad range of communication programs; and 4. are able to apply the skills and abilities to translate that knowledge to real-life situations. How difficult is the process? Langham believes that the accreditation process is practical and well within the capabilities of a professional communicator, but does not deny that it is challenging. IABC, however, is extremely supportive of its members, offering mentors, advice and resources to equip participants, thus minimizing surprises. Langham says she benefited enormously from the advice of Janet Wile, then vice president of the Professional Standards portfolio. “Janet warned me that the exam is a race against time, and that rather than reading everything beforehand, I should jump straight in and start answering questions, especially as each section has to be completed for a passing grade.” Tips like this, offered by an accredited colleague, can make all the difference to your success. IABC offers practice written and oral exams on their website at: http://www.iabc.com/about/accredit/exams.htm#written and http://www.iabc.com/about/accredit/exams.htm#oral In addition, each candidate is given a second chance to improve a sub-standard grade. If a portfolio does not pass the first time it is submitted, an applicant may rework it, with suggestions given by the assessment panel. Similarly, a participant who fails a portion of the exam is entitled to a one-time re-examination of that portion. [Source: IABC/Toronto’s Communicator] Editor’s note: The next portfolio deadline is July 1, 2000 for examination on Internationational Accreditation Day in September. For more information about accreditation contact the Service Centre at service_centre@iabc.com

Alexis Walker, executive director of the New Hampshire Commission on National and Community Service, has solid advice for professionals wishing to enhance or advance their careers. Speeding down the promotional fast lane, Walker takes a proactive career approach. Here are some of her success strategies:  On career planning: “Develop long-range and yearly goals, including exercises that will make you stretch. Take a class, serve on a board, give a speech. You will never find the time; you must take it.”  On career rejuvenation: “I rarely stay in a job more than three years. Once things are up and running smoothly, I let someone else take over. That usually means moving on to better paying positions.”  On promoting yourself: “Speak up about your success. A busy CEO will never notice unless you point out your accomplishments. I forward copies of news articles to my supervisor. Although it is hard to toot your own horn, you need to do it.”  On challenges: “Keep your energy level up and show enthusiasm for a new challenge. Challenges are things to thrive on, not things to fear.”  On competition: “I compete only with myself, never with others. I have a need to see success in me. I believe volunteer contributions are essential. Therefore, as a manager, my department and position are equal to any other.”  On communication: I randomly e-mail my supervisor a list of everything I am working on so he has a feeling of what is on my plate. I mention my successes. If I educate him, he is better able to help and defend my programs and issues.”  On personal recognition: “Join professional associations and apply for awards. I was proud of a new program, so I wrote up a nomination and asked my supervisor to sign it. Who knows your qualifications and successes better than you? My supervisor is proud of me, and my award publicity helps our program.”  On public speaking: “Submit a proposal for speaking on a topic at professional conferences. Don’t wait until you feel you are an expert in the field. How do you know when you’re there? There will always be someone who knows more than you, but that should not deter you from sharing your experience.”  On career advancement: “Network in the community by serving on a board or committee in an area where you have a heartfelt interest or a desire to work. Start by volunteering and ask questions about the board. Do they have any vacancies? It is well worth the time to establish yourself and gain credibility.” [Reprinted from The Volunteer Management Report with the permission of Stevenson Consultants, Inc. P.O. Box 4528, Sioux City, IA 51104]