Preparation is the key to withstanding unforeseen emergencies that could jeopardize a business. The following list of resources contain information that can help businesses prepare for emergencies and disasters:

• Ohio Small Business Development Centers: Click Here for More Information
• Defiance County Health Department: Click Here for More Information
• Support Local and Stay In: Click Here for More Information
• Ohio Department of Health COVID-19 Hotline: 1-833-4-ASK-ODH
• SBA Economic Injury Disaster Loan Process: Click here for More Information
• Businesses impacted by the current public health crisis can contact BusinessHelp@Development.Ohio.gov for more information. Additional details about the SBA Economic Injury Disaster Loan Program is available at SBA.gov/Disaster.
• The Ohio Department of Health
• Ohio Public Utilities Commission: Click Here for Utility Updates
• U.S. Centers for Disease Control
• Ohio Department of Jobs and Family Services: Changes to unemployment compensation
• Toledo Edison suspends all service shutoffs for past-due accounts until further notice
• Ready Ohio
• American Red Cross - Prepare Your Workplace
• Federal Emergency Management Agency - Emergency Management Guide for Business and Industry
• Small Business Administration - Emergency Preparedness

One-time Liquor Buyback:

The Ohio Department of Commerce will immediately begin offering a one-time liquor buyback option to support bars and restaurants. This will especially aid those establishments that have stocked up on high-proof liquor ahead of the St. Patrick's Day holiday for which they now have no use, due to their closure to in-house patrons.

Bars and restaurants wishing to take advantage of this opportunity should return their unopened, high-proof liquor products (obtained within the past 30 days) to the agency where they purchased the product. This opportunity is also extended to those with temporary (F2) permits for events scheduled between March 12 and April 6, 2020. If a business has questions about this program, they should reach out directly to the Liquor Enterprise Service Center (LESC) at 1(877)812-0013 or by emailing OhioLiquorInfo@Com.Ohio.gov. 

SharedWork Ohio:

SharedWork Ohio is an alternative to layoffs for employers. It allows workers to remain employed and employers to retain their staff during times of reduced business activity. Under a SharedWork Ohio plan, employers reduce hours to avert a layoff. The participating employee works the reduced hours, and the Ohio Department of Job and Family Services provides an unemployment insurance benefit proportionate to their reduced hours. 

Interested employers should provide the Ohio Department of Job and Family Services with a list of participating employees and specify their normal weekly hours of work, not to exceed 40 hours and not including overtime. Part-time employees may be eligible, but all employees in an affected unit must have their hours reduced by the same reduction percentage. For more information, please visit JFS.Ohio.gov/SharedWorkOhio. ​

cDear Chamber Members –

We are indeed in unprecedented times - as a community, state, nation, and world. Our Defiance Area Chamber of Commerce is monitoring the news and advice/restrictions put in place by the Ohio Governor’s Office and Center for Disease Control (CDC), and we recommend that you do the same.

For your reference, we have compiled the links below for information purposes and assistance. These include help for small businesses, employees, and citizens in general. I urge you to click the links to review the information and stay informed. As always, but especially now, the basics of effective hand washing and common sense must prevail.

We will continue to monitor the situation and will provide updates as we receive them.
 
COVID-19 Updates and Resources

Ohio Small Business Development Centers: Click Here for More Information
https://www.sba.gov/…/guidance-businesses-employers-plan-re…
​
The Ohio Department of Health Coronavirus Page: Click Here for More Information
https://coronavirus.ohio.gov/wps/portal/gov/covid-19/

Pandemic Planning for Small Businesses: Click Here for More Information
https://www.toledochamber.com/…/pandemic_planning_for_small…

Defiance County Health Department: Click Here for More Information
http://defiancecohealth.org/coronavirus/

Centers of Disease Control and Prevention: Resources for Businesses and Employers
https://www.cdc.gov/…/organizatio…/businesses-employers.html
​
Ohio Department of Health COVID-19 Hotline: 1-833-4-ASK-ODH

​Do you want to learn how to get audiences to tweet, like and share your content? Of course you do! But it takes more than simply uploading or posting and hoping for the best. It’s about sharing content that makes people care -- content that makes people want to share your message with their network.

More and more people are connecting on social media and blogs. This means there are larger opportunities to promote your business. It also means that there’s more competition to stand out amongst a sea of information.

The good news -- you can use proven methods to connect with people. Crafting content that people care about begins with understanding what motivates people. Let’s take a look at five psychology-based principles you can start using.

1. Use stories to connect emotionally.
In the New York Times bestseller Made To Stick, authors Chip and Dan Heath share research that reveals we’re more likely to donate when we hear the story of an individual in need rather than data about an entire impoverished area.

Even though an entire area’s suffering impacts more people than the suffering of one person, the individual’s story is appealing because we feel emotions from hearing someone’s experiences, rather than learning about raw data. People connect through hearing stories, not statistics and abstract information.

To apply this principle, you should tell a story to reach your audience’s emotions. Your content can impact audiences and remain memorable if you share a personal experience, whether it’s your own or someone else’s. By creating a personal journey that people can follow, your brand can create a greater emotional impact on your viewers.

2. Answer the question, “What’s in it for me?”
Showing people how they benefit from following your brand will get you increased engagement from your audiences. For example, Taco Bell’s Twitter feed is known for its witty and interactive tweets. Most importantly, the people behind Taco Bell’s Twitter account know how to make their content shareable.

The brand’s tongue-in-cheek humor inspires brand loyalty and helps make the franchise relatable. Taco Bell’s promotional strategy shows that captivating the audience starts with thinking about what the audience wants, first and foremost.

So the next time you promote your business, think about and listen to how people react to your message. Are you catering to their needs and their emotions? Their feedback can be used to create targeted messages.

3. Provide social proof.
These days, reviews and testimonials on products and services are available at the click of a button. People rely heavily on the opinions of others when they make decisions.

Supplied by 10 local chambers across the U.S.

1. Membership brings credibility to your business. You can increase positive perception among consumers and business owners when you’re identified as a member of a chamber of commerce– Dearborn Chamber of Commerce in Michigan
2. Increase your visibility in the community. As a new member of the chamber of commerce, you will be listed in the chamber newsletter, e-newsletter, on Facebook and have the opportunity to be highlighted in other chamber publications. You also can grow your business by advertising with the chamber and sponsoring events. The chamber may also promote your grand opening/ ribbon-cutting ceremony and assist with any public relations efforts– Corpus Christi Chamber of Commerce in Texas
3. Create networking opportunities. Chambers have numerous committees and serving on one of them provides numerous networking opportunities as well as professional leadership development. You can build your business while promoting developments of keen interest to local businesses and the community at large– Columbia County Chamber of Commerce in Georgia
4. Gain a voice in government. The local chamber takes on the tough issues and opposes new regulations, taxes, fees, assessments and costs directed at small businesses. It also helps protect the principles of free enterprise and aids businesses in being treated fairly -Yuma Chamber of Commerce in California
5. Make business contacts. The chamber’s most fundamental mission is to generate more business activity for the community. The chamber initiates more business-to-business commerce and more opportunities for networking and connecting local professionals than is available through most other local organizations– Spartanburg Area Chamber of Commerce in South Carolina
6. Receive chamber newsletters. Newsletters provide new member information, interesting information about operating a local business, articles about the local community, a community calendar and details about up-and-coming chamber events, among other things- Teton Valley Chamber Of Commerce in Idaho
7. Acquire customer referrals. Every day, your local chamber receives calls from individuals and businesses looking for potential vendors, and chamber members typically recommend chamber members– Chattanooga Area Chamber of Commerce in Tennessee
8. Chamber events and programs. Chamber events and programs provide members with great opportunities to get to know new people and expand their prospect base. Chamber events are innovative and fun ways to help members meet potential customers, clients and vendors— and generate new business leads– Beverly Hills Chamber of Commerce in California
9. Promotion and publicity. With a chamber membership, you can reach potential clients through member exclusive advertising and opportunities for business-to-business advertising and publicity– Pike County Chamber of Commerce in Illinois
10. Access to members-only discounts and services. These differ from chamber to chamber. For example, the Sandy Area Chamber of Commerce in Oregon has a member-tomember discount program where a chamber member will receive $10 off any phone or accessory purchased from the local Verizon Wireless retailer in Sandy, which is a member of the chamber– Sandy Area Chamber of Commerce in Oregon

Written by: Dave Hyslop, Bowling Green State University

A recent focus on achieving organizational success involves using strategies that build a "learning culture" within an organization. This new approach expands the traditional role of training and development and focuses on how an organization can create and sustain continuous improvement, with a commitment to excellence as both a goal and a process. Becoming a learning organization requires a focus on the future--how to sustain past successes and how to improve. Some of the important characteristics that describe a learning organization include:

•  Building continuous improvement within internal processes
• Adopting best practices and bench marking against other comparable organizations
• Providing ongoing training and development opportunities, especially "just in time" training
• Positioning managers as key facilitators for performance development, with emphasis on use of coaching skills
• Allowing for creativity in the workplace, using the unexpected as an opportunity to learn rather than a mistake
• Designing jobs around the skills of employees to help them achieve job satisfaction and build their career potential
• Striving to keep all employees energized and committed to the organization's goals
• Enhancing employee engagement by sharing vital information, seeking and using input from employees, and stressing shared decision-making.

 
Within each of the characteristics is the opportunity to create and implement training and development activities that, in large part, builds the learning culture.

Potential Benefits
By creating and implementing goals and practices reflecting those of a learning organization, a significant number of benefits can be achieved. For example, a much greater sense of vision, purpose, and direction can be developed among employees with the result of greater job satisfaction and performance, both in effectiveness and efficiency. Further, the level and quality of communication at all levels can be positively impacted, creating a more open, purposeful, and collaborative environment which can enhance employee engagement and their sense of belonging.
Another potential benefit to be achieved is centered in the development of employee skills and competencies, thus enabling them to broaden their performance capabilities and enhance their ability to perform in positions of higher responsibilities. A foundation for all of these benefits is their focus on being intrinsic in nature, widely respected and accepted as key benefits to maximize employee motivation and productivity.

Changes Needed
To achieve the goal of becoming a learning organization, a number of organizational activities should be reviewed and, to some extent, changed to reflect this goal. As a first step, a review of core organizational documents/expectations (mission and vision statements, core values, operational goals) should be completed to ensure they support and enhance the organization's commitment to excellence and the other characteristics of a learning organization. Another focus of possible change for alignment is through reviewing current performance expectations (e.g., job descriptions, performance appraisal documents, individual employee goals) to see if they are directed toward achieving excellence in the goals achieved by employees. A further important focus centers on examining the current organizational beliefs regarding achieving high performance among employees, and in providing ongoing opportunities for training and development, both as part of an employee's current position or for their career development. Documents and practices to review in this area can include the use of:

• Coaching practices to assist in providing performance feedback and meeting employee development needs
• Implementation of performance expectations which center on employees being actively involved in participating in training and development activities
• Making available a wide variety of training and development opportunities and encouraging employee participation in these activities
• Integrating practices to recognize, reinforce, and reward work achievements that reflect the highest level of employee performance

 
Driving Forces to Achieve Success
As with most organizational initiatives, the ability and likelihood of achieving the goal of being a learning organization will rest on the values and commitment of senior leaders within the organization. Their leadership in creating and implementing a supportive climate and related practices is a primary driving force in this process, and their role in having other leaders buy into being committed to the strategies that support the learning culture is invaluable!

Written by: Jason Averbook, CEO at The Marcus Buckingham Company

As we enter 2016, we continually hear and actually feel based on the new workforce tools, continuous emails and ongoing dialog with our managers and team leaders about new opportunities to learn and other ways to engage in what is happening at work. I was fascinated, though not surprised, to see a recent infographic from Bersin by Deloitte about the "Modern Learner" . A few key takeaways for me that I think are brutally relevant to the entire HR technology space in 2016 I will highlight below:

1) 1% of a typical workweek is all that employees have to focus on training and development

• This statistic begs and BEGS again for all of us in the learning, HR technology and organizational development space to think about how to embed learning and growth opportunities within day-to-day work instead of "siloing" learning opportunities as "learning opportunities". Much of this is change management and positioning that we all can do better but it is crucial based on this statistic that the workforce cant be expected to enroll and pull training but it must be pushed to them in real-time based on the context of the work they are doing in the systems they are using already to do their jobs.

2) 37% of the global workforce is expected to be predominately mobile by the end of 2015

• This statistic is SO IMPORTANT and reiterates that if our processes, systems and content are not being deployed via mobile devices today we have already missed the mark, period. This is not just watching videos via a device, this is making sure that we have intelligent transactional and interactional tools for the workforce that not just house content but prescribe content in an intelligent, context and content sensitive way based on other data and machine learning about what work is being done. Learning and coaching has always been best with a real-time, on the job application of it, and todays application requires real-time, on the job and on the device in order to truly add value to the workforce.

3) We have between 5 and 10 seconds to catch someone's attention before they turn away combined with the fact that people are unlocking their devices approximately 9 times every hour.

• ​This is called in my mind - TADD (technology based attention deficit disorder) or in other words - anyone who rolls out tools, content and processes to the workforce must make sure they catch attention immediately, show a quick "what's in it for me" value proposition and are designed to work with someone's work, not against it or in opposition to it like many of our HR tools today. More than ever, the importance of user acceptance, change management and pure beauty when designing tools is here and will never go away. Time will become harder to get and patience of the workforce will continue to wain. Tools have to show and market quick value, be beautiful, be easy and most of all, get people talking about the value they get out of them to drive adoption. Without this, stop rolling out tools because they will fail.

These types of research are so important to all that we do. 2016 is a year to finally put the workforce first in deploying tools, not the HR or administrative function. If you tattoo "WF" on your arm meaning workforce first and look at it daily, your chances of a successful deployment and long term value add to the business is guaranteed.

For more information go to ​https://theea.org/ 

If you are an Ohio State Fund private employer, you have already paid your Bureau of Workers’ Compensation (BWC) premiums that were due on March 2, 2015.  If so, you have made your last “6 month in arrears” payment to BWC.  Now we are embarking on a journey whereby the BWC will be transitioning to a prospective, “in advance” billing system.

Looking Back

In the past, BWC has sent a payroll report requiring you to write in your actual premium from the prior six month period, multiply by the rate on the bill and pay the indicated premium.  For the January 1, 2015 – June 30, 2015 period you will receive the same report (in July 2015) but will only need to report the payroll and multiply by the rate, but not pay that premium.

The Move to Prospective – Raise the Anchor, Full Steam Ahead!

In May 2015 BWC will report the estimated premium that they will be billing you for the 7/1/2015 – 6/30/2016 period.  This estimate will be based on the historical payroll you reported (7/1/2013 – 6/30/2014) applied to your new rates for July 1, 2015, including any group rating discounts you have earned, as available through the Defiance Area Chamber of Commerce and V & A Risk Services.  This annual premium will be broken down into 6 equal payments.  As part of the transition credit, BWC will forgive the first payment for the 7/1/15 – 8/31/15 period.

Your first prospective payment will be due to BWC by 8/31/15.  That payment will forward your coverage from 9/1/15 through 10/31/15.  Consequently, by 10/31/15 you will make a payment that will forward your coverage from 11/1/15 through 12/31/15.  Rinse and repeat.

BWC will be requiring all employers to go online by 8/15/16 & “true-up” their payroll.  That means reporting what you actually had in payroll from 7/1/15 – 6/30/16 and paying any shortage in premiums during the past year.  If you overpaid premiums, BWC will issue a credit.

If you are like me, a visual display of this would be helpful.  To see a full color timeline that we developed to help employers understand this transition, click here.

BWC will reward employers with a 10% average decrease in July 1, 2015 rates, of which 2% is attributed to the move to prospective billing.

Look for future updates here as there is never a dull moment in Ohio Workers’ Compensation!

Ken Finley is a Sr. Rate Analyst for V & A Risk Services which provides eligible Defiance area employers with discounted BWC premiums through the DACC Group Rating Program.  To discover how much you can save, please e-mail kfinley@variskservices.com.  Include your BWC policy number and contact information.