Detroiter Magazine December 2021

RECRUITING AMID COVID-19: TOP EXECUTIVES DISCUSS NEW TALENT STRATEGIES

AGILITY IN THE C-SUITE: CEOS ON THEIR CHANGING ROLES AND RESPONSIBILITIES

PROTECTING TRADE SECRETS: INFORMATION POLICIES NEED TO ADAPT IN THE NEW WORKPLACE

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TALENT

DECEMBER 2021

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• V O L U M E 111 , I S S U E 3

RECRUITING AMID COVID-19 Top Executives Discuss New Talent Strategies ACCESSING UNTAPPED TALENT Labor Shortage Presents Opportunity for Overlooked Candidates UPSKILLING Helping to Counter ‘Great Resignation’

WORKPLACE

14

VACCINES

22

THE NEW CEO How the Pandemic Changed the Game AGILITY IN THE C-SUITE CEOs on Their Changing Roles and Responsibilities PROTECTING TRADE SECRETS Information Policies Need to Adapt in the New Workplace

VACCINE MANDATE Employer Size a Major Factor as Business Waits on Washington RIDDING THE WORKPLACE OF COVID-19 Vaccinations, Testing, and Remote Office Life VACCINE TRENDS By the Numbers Look at Vaccine Data

MENTAL HEALTH

VACCINE REQUIREMENTS The Pros and Cons of Requiring Vaccines at Work

28

MEMBERSHIP

CONTENTS

ON-DEMAND TALENT Maximizing the Gig Economy

32

LISTEN CLOSELY New Workplace Needs to Be More Attuned to Employees’ Total Needs PRIORITIZING MENTAL HEALTH Accenture Hires Chief Medical Officer, Expands Employee Support

IN THE NEWS Good Things Are Happening to Businesses Throughout Metro Detroit ON THE ROSTER Join Us in Welcoming These New Members to the Chamber

2

Executive Summary FROM THE PRESIDENT

BUSINESS RESPONSE TO COVID WILL IMPACT ECONOMY FOR YEARS When COVID-19 became a reality for Americans in March 2020, nobody, including most public health officials, expected the crisis to last as long as it has. In fact, when the Chamber moved to remote work almost two years ago, I distinctly remember telling the team: “Buckle up, we could be working from home for weeks.”

If only that were true.

COVID-19 is turning out to be a defining element of our time – much like political polarization, climate change, and the influence of social media. In recognition of the significant impact COVID-19 has brought to our society – as individuals and employers – the Detroit Regional Chamber made this a topic of the 2021 Mackinac Policy Conference and helping the business community anticipate and adapt to the new post-pandemic workplace environment was made a Conference “To-Do List” item. This issue of the Detroiter is part of our commitment to fulfilling this work.

IN-OFFICE, REMOTE, HYBRID? One of the most pressing issues employers face is how, when or if to bring employees back into office settings. While many workplaces lack this option – technology has yet to advance to the point where a vehicle can be assembled or a meal prepared and delivered from a couch in your home – employers are faced with no-win scenarios.

Employees want to know “what the schedule is” for return to the office, but if we have learned anything during the pandemic, it is that nobody knows what’s around the corner. Setting timelines with certainty is impossible and employers often have to constantly adjust and adapt their plans. The Chamber encourages companies to be up upfront with employees on this point.

Firms also face the grim reality that businesses interests and employee

interests diverge regarding back-to-office issues. Many businesses, while successful during these past two years of remote work, are beginning to see declines in productivity, team cohesion and even quality – yet 83% of workers want a hybrid work environment (Accenture, 2021).

WAR FOR TALENT As Peter Quigley, CEO of Kelly, notes “the war for talent is over – talent won.” Even before the pandemic, there was a shortage of labor to fill business demand. COVID-19 has exacerbated this shortage. There is hardly an industry, skill set or wage level that is not experiencing a critical shortage of talent. Record numbers of women have left the workforce, the number of retirements spiked, and frontline workers – far more exposed to health risks than others – are demanding better pay and working conditions or have found ways to change professions or leave the workforce entirely. While the net result is a more lucrative labor market for many, it is also driving increased disparities for people of color and women.

If these new labor dynamics are permanent or just a COVID-19 phenomenon is still unknown. Regardless, this has forced employers to pay more, alter their hiring criteria, double down on process efficiencies, and accelerate investments in labor-replacing technology. Regardless if COVID-19 lasts another six weeks or six months, the response of the business community today will have far-reaching consequences for our economy for years to come.

Like COVID-19 itself, the dynamics of how the pandemic impacts our personal and professional lives will continue to unfold and undoubtedly take unexpected turns. The Detroit Regional Chamber is committed to monitoring these businesses issues, seeking counsel from the stable of experts we have access to – and sharing what we learn with our membership. •

SANDY K. BARUAH

PRESIDENT AND CHIEF EXECUTIVE OFFICER, DETROIT REGIONAL CHAMBER

4

Executive Summary

The Detroit Regional Chamber’s 2021 Mackinac Policy Conference in September served as the most public health-conscious major event in Michigan’s history – with strict vaccine requirements, social interaction wristbands, increased outdoor programming and reduced capacity.

Chaired by Henry Ford Health System President and Chief Executive Officer

Wright L. Lassiter III, the event convened the state’s top leadership as COVID-19 started to transition from pandemic to endemic. Conversation on the island came as society began to grapple with the reality of how best to live with the virus for the foreseeable future.

Out of those four days of conversation, a clear 2021 Mackinac Conference Policy To-Do List item emerged: Help

businesses understand how COVID-19 has permanently changed work life and the workplace so employers can adapt and prepare for a changed environment.

This Detroiter reflects the Chamber’s commitment to put action to the conversation on the island.

BY THE NUMBERS MICHIGAN’S CURRENT EMPLOYEE LANDSCAPE 1 RESIGNATION LEVELS

JOB OPENINGS

983,000+

323,000

Michiganders quit their jobs so far in 2021

157,000

resigned from their job in April 2021 - an all-time high.

job openings in August 2021.

45%

year-over-year increase.

EMPLOYMENT Despite significant improvements during 2021, nonfarm payroll employment in Michigan was still lower than February 2020 pre-pandemic job level by

280,900 or 6.3%

Sources: 1. U.S. Bureau of Labor Statistics & Michigan’s Labor Market News Note: Total Nonfarm Payroll, Seasonally Adjusted 2. Indeed, 2021 Employee Burnout Report 3. Oracle

and Workplace Intelligence, 2020 AI@Workplace Report 4. Accenture, Future of Work Study, 2021 5. McKinsey & Company, Reimagine Work: Employee Survey, 2021

WORKPLACE TRENDS

Pre-COVID non-

78%

67 % of employees have experienced burnout during the pandemic2

of employees say the pandemic has negatively affected their mental health3

clinical (jobs), we used to get about 10,000 applicants a year

83%

for housekeepers, of workers say a hybrid model would be optimal4

valet, transporters.

POST-PANDEMIC WORKFORCE 5

That pipeline is

Employees hope for...

51%

49%

49%

47 %

down 50% since pre-pandemic.

WRIGHT L. LASSITER III better worklife balance

better flexibility for day-to-day work

positive implications for compensation

increased focus on employee

President and Chief Executive Officer, Henry Ford Health System; Chairman, 2021 Mackinac Policy Conference

6

Talent

AMID COVID-19 TOP EXECUTIVES D ISCU SS N EW TA LENT S T RATEGIES

Amid what many are calling the “Great Resignation,” COVID has exacerbated pre-existing talent retention and attraction issues and dramatically changed employees’ workplace expectations while increasing stress, both at home and work.

As employers adjust to an extremely tight labor market and explore the impact of advances in remote work practices, top executives explain how they are adapting their talent strategies to changing pandemic realities.

HOW ARE YOU ADAPTING YOUR STRATEGY TO ATTRACT AND RETAIN TALENT AMID COVID?

ANGIE KELLY

CARIE MONROE

QUAD KENT

Office Managing Partner, Ernst & Young

President, Great Lakes District, UPS

Group Chief Human Resource Officer, Detroit Medical Center

The pandemic has affected all our people in different ways, and we have emphasized the importance of well-being. Early on, we focused on helping our people adapt to working remotely and feeling supported. Today, it’s about supporting their continued resilience through benefits focused on well-being and maintaining flexibility to provide an optimal hybrid working environment. When people feel supported holistically – truly seen, heard and valued – they’re empowered to show up as their best selves and have a strong sense of belonging.”

We’re proud of our role as an essential service provider helping to keep the U.S. and global economies running. We connect people and businesses with the things they need to live their lives and run their businesses. We care about the health and safety of our people and take extensive measures to keep them safe. We follow CDC, state and local guidelines, including physical distancing, providing all employees with PPE, regular cleaning and disinfecting of work areas.”

At the DMC, we are rethinking workforce planning strategies, including how we attract and retain the best talent. It’s critically important to understand the shifts in how people work and relate in order to differentiate from an experience standpoint. From our work policies, tools and resources, we are creatively looking at the future of work and adapting to the new normal to ensure our organization’s continued success in delivering the highest quality care to the communities we serve.”

Talent 7

Moving to a flexible hybrid work model and recruiting virtually allowed us to widen our talent pool and level the playing field for candidates who we normally may have never met.”

77.4

CHRISTOPHER YATES

RONALD HALL

Chief Talent Officer, Ford Motor Company

President and Chief Executive Officer, Bridgewater Interiors LLC

Moving to a flexible hybrid work model and recruiting virtually allowed us to widen our talent pool and level the playing field for candidates who we normally may have never met. We accelerated our use of technology across our recruiting ecosystem for how we reach, interview and assess candidates, as well as onboard new hires, in ways we hadn’t considered in the past, all while creating a personal, cultural experience with high engagement and satisfaction.”

We have put more resources into recruiting and retention over the past 18 months than we have in as many years. Our approaches have varied based upon location and region, but include retention bonuses at two and four months of service, referral bonuses for current employees, increased starting wages, and increased off-shift premiums.

We’ve also significantly expanded our internal and external communications and service recognition efforts to better engage our team members and more consistently acknowledge their efforts.” •

%

of Michigan workers would prefer at least some portion of their job remote1

Sources: 1. Glengariff Group, Inc. Michigan Statewide Voter Survey, May 2021.

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Talent

L ABOR SHORTAGE PRESENTS OPPORTUNIT Y F OR OVERLOOKED C ANDIDATES

SARAH GREGORY DIRECTOR OF TALENT SOLUTIONS, DETROIT REGIONAL PARTNERSHIP

COLLEEN ALLEN PRESIDENT AND CEO, AUTISM ALLIANCE OF MICHIGAN

KARYN GOVEN DIRECTOR OF WORKFORCE DEVELOPMENT, SOUTHWEST SOLUTIONS

By Paul Vachon

Addressing the labor challenges of today’s economy requires creative thinking.

Fortunately, the Detroit area is home to a large talent pool. It also includes a wealth of agencies and organizations dedicated to helping employers access that talent, including by finding qualified, skilled candidates who are often overlooked, such as returning citizens and people with disabilities.

disabilities are just that—myths. We have productivity, attendance, and turnover data that backs this up.”

The Detroiter asked representatives of a few of these organizations to comment on how workforce recruitment is changing or needs to change.

KARYN GOVEN

SARAH GREGORY Gregory explains that employers need to attack the problem from two angles: developing talent and proactively accessing it because “those relying on traditional strategies will struggle.”

Southeast Michigan has many high caliber workforce programs which can provide quality talent to labor strapped companies – but they have to know where to look. The Detroit Regional Partnership is helping employers looking to locate in the region navigate and connect to these untapped talent pools.

“We meet employers where they are in their recruitment strategy, then take it a step further,” said Gregory.

COLLEEN ALLEN

JOCELYN LINCOLN CHIEF TALENT OFFICER, KELLY

Allen explains that by creating opportunities for individuals with disabilities, businesses can broaden their DEI (Diversity, Equity, and Inclusion) expression. These moves are not only socially progressive, but also good business.

“We have good data that shows that the myths surrounding hiring people with

Allen says that the role of her organization has changed. Instead of advocating for employing those with disabilities, these companies are now approaching her office in search for needed workers due to the difficulty in finding candidates.

Pay is an important concern. “If jobs don’t start off at fifteen or sixteen dollars and hour, people are not going to bite,” said Goven.

Southwest Solutions assists long-term unemployed and returning citizens with foundational skills: customer service, resume writing, interviewing and other professional and career-readiness skills.

The organization structures its programs to provide foundational skills building before connecting clients with formal technical training, like CDL (Commercial Driver’s License) or HVAC.

JOCELYN LINCOLN Too many barriers to employment exist for too many people, according to Lincoln, which is the focus of the Kelly 33 initiative.

“We must knock down these barriers and make it easier to attract talent. That’s why we launched Kelly 33, which connects talented job seekers who have a blemish on their criminal record with employers in need of their skills,” said Lincoln.

This program falls under Kelly’s Equity@ Work initiative, which is focused on ensuring everyone has the opportunity to improve their lives through meaningful work. • Paul Vachon is a freelance writer in Metro Detroit.

We’re building a path to a better future.

We’ve set new environmental and social goals, and we’re serious about achieving them.

Talent 9

We’ve always been a forward-thinking company, focusing on the changes we can make today so tomorrow is better for everyone.

That’s why we’re committing to net-zero emissions by 2050.

A brighter future also means building a workplace where everyone is included. We’re elevating our diversity efforts, with a focus on increasing representation of women, Black and Indigenous people and other groups throughout our organization.

How are we holding ourselves accountable? By tying our compensation directly to our progress on these goals.

Our commitment extends to the work we’re doing to protect the environment here in Michigan, by replacing the Line 5 pipelines in the Straits of Mackinac inside a new tunnel, buried deep below the lakebed.

We are Enbridge—North America’s largest energy infrastructure company—and we believe when the energy you invest in life meets the energy we deliver, a brighter future happens.

Learn more at Enbridge.com/ESGgoals.

10 Talent

CAN HELP COUNTER ‘GREAT RESIGNATION’ Recovering from the COVID-19 pandemic has shown us that the pre-pandemic model of work has shifted dramatically.

Employees from across industries are taking stock of their individual situations and are deciding if they want to continue where they are, or move jobs, careers or even locations, leaving many industries and employers struggling to find skilled talent to take the jobs left behind.

While this “Great Resignation” is certainly a challenge because we are not going back to the pre-2020 model anytime soon as employees demand more flexibility, improved work-life balance and improved pay, employers should treat it as the opportunity it is.

Despite the current narrative, there are people out there in our communities who are hungry to work and are willing to take advantage of the current job market to improve their lives, by learning a new skill or taking on a new career, which provides all the benefits mentioned above.

SKILLS TRAINING CAN’T BE ‘SOMEONE ELSE’S’ PROBLEM The challenge for employers hasn’t changed from before COVID-19, but the pandemic exposed it for all to see. Employers, particularly in the manufacturing sector, need to invest in training opportunities for current and prospective employees. For too long, employers have expected employees to join their business readymade and that providing the necessary training for specific skills in any number of businesses was “someone else’s” problem.

Despite the current narrative, there

are people out there in our communities who are hungry to work and are willing to take advantage of the current job market to improve their lives, by learning a new skill or taking on a new career...”

How can we be so sure? Because we have seen it at LIFT in Detroit, where our welding technician training center is full most nights, our CNC technician training center is active daily, and our robotics technician training courses just kicked off in November with a waiting list well into the winter.

The programs are blended, both online and hands on, and self-paced so they provide the students with the flexibility they need to learn on their schedule and earn their credential when they are ready.

The point is, people are coming to LIFT, earning a certification in advanced manufacturing, and moving into the workforce immediately. And LIFT’s talent program is rolling out across the country, not just in Detroit!

INDUSTRY INVESTMENT CRITICAL TO UPSKILLING EFFORT However, as a nonprofit, public-privatepartnership, the funding for these

students is finite and once again, the burden to upskill or reskill current and future employees will rest on industry.

The good news is employers don’t have to go it alone. There are organizations across the region, state, and country, from nonprofit, public-private-partnerships to community colleges and other organizations who are ready, willing, and able to help industry find and train the right people for their organizations.

At LIFT, our mission is to Drive American Manufacturing Into the Future Though Technology and Talent Development, but it takes partnerships across industry to give the incoming talent what they need to be successful. We stand ready to work with manufacturers across the state to invest in talent, we just need industry to invest as well. • Nigel Francis is CEO and executive director of LIFT, the Detroit-based Department of Defense national manufacturing innovation institute.

Talent 11

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12 Talent

On-Demand Talent MAXIMIZING THE GIG ECONOMY

By Karen Dybis If the pandemic taught companies anything, it’s that flexibility should be a core value.

With ongoing labor shortages and “The Great Resignation,” experts say more businesses should look to on-demand talent help them innovate, stay nimble and be more productive.

Whatever your company calls them – gig workers, freelancers, or independent contractors – these human-resource experts say you likely already have them in the office. Moreover, their numbers are going to climb with hybrid workplaces and digital platforms proliferating.

With think tanks such as The Conference Board saying labor shortages will become the norm going forward, experts agree that companies should be elastic and adapt to include these highly skilled

consultants. Businesses that do are likely to thrive, experts agree, while others may struggle with talent deficits.

This evolution to embrace freelancers or on-demand talent requires a strategic approach, says Tammy Browning, president of KellyOCG, Kelly’s Outsourcing and Consulting Group.

Browning is a longtime proponent of workforce agility in terms of talent acquisition and management. That means creating a blended workforce of full-time workers with on-demand talent that feels valued and a part of the team.

“It starts with a philosophy that says your business wants to support freelance workers,” Browning said. “Then, look at your jobs that absolutely could be outsourced and job functions that make sense to be done by freelancers. … You want to tap into that talent.”

Browning said organizations also need to challenge their assumptions around the cost of on-demand talent. At first blush, a gig worker may seem more expensive because of his or her hourly rate versus a full-time employee, Browning says. In reality, she said companies will see more costs savings with short-burst labor versus hiring a worker with fringe benefits and a salary.

“Take price off of the table and look at how you might carve up the work to see how gig work might make sense,” especially in terms of core and non-core parts of your business, Browning said. “Then come back and do the math--does it make sense to pay a little more when (those other costs) aren’t part of the equation?”

At Strategic Staffing Solutions (S3) in Detroit, Vice President of Human Resources Tracey Kenty said while S3 mostly works with consultants (who are not considered freelancers), it sees businesses looking toward this workforce trend. That means coming up with new ways to find, recruit and hire on-demand talent.

Talent 13

+271,800 self-employed workers in Michigan

13 %

increase compared to the same month pre-pandemic1

“One of the biggest ways we have adapted our own talent acquisition practices is by meeting candidates where they are, accommodating their preferences on where and how they look for jobs, and communicating with them the way they choose,” Kenty said. “We certainly use the top digital platforms as well as social media for everything from pipelining to recruiting, and if texting is their preferred method of communication over phone calls, then we do that.”

Browning said another crucial step toward making on-demand talent feel welcome is bringing them into the business across the board. That means include these gig

It starts with a philosophy that

says your business wants to support freelance workers,”...Then, look at your jobs that absolutely could be outsourced and job functions that make sense to be done by freelancers. …

workers in company events, activities, and internal conversations on channels like Slack. Creating new traditions is key to inclusion for freelancers and contractors, Browning said, who want to feel valued.

Moreover, Browning said she wants to see gig platforms themselves acting as advocates on behalf of on-demand talent, making sure they have what they need once they get into a job, whether it is remote work, on-site communication or retirement strategies for the future.

You want to tap into that talent.”

“Invite (on-demand talent) to your town halls and rallies. That will allow them to become more culturally aligned with your company, and you will likely get a better work product,” Browning said. •

TAMMY BROWNING PRESIDENT, KELLYOCG

Karen Dybis a freelance writer in Metro Detroit Sources: 1. U.S. Census Bureau, Current Population Survey, Note: Unincorporated Self-Employed, Sept. 2021 and 2019

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THE New

CEO H OW T HE PAN D E M I C

C HAN G E D T H E GAM E

By Rene Wisely Pursuing her purpose led Priscilla Archangel, Ph.D., to entrepreneurship. After retiring in 2013 from General Motors, where she had a 30-year career as a human resources executive, Archangel founded her own firm, Archangel and Associates LLC. She is an executive coach, a leadership and organizational development consultant, an author of two books, a speaker and a teacher.

Her passion is developing leaders. She helps strengthen their leadership and problem-solving skills to help them nurture stronger, profitable businesses and organizations.

Archangel lends her talents to her volunteer groups. She is a member of her alma mater Anderson University’s Board of Trustees in Indiana. She is a new member to the Detroit Regional Chamber’s Member Board of Directors and is past president National Association of Women Business Owners–Greater Detroit Chapter.

Her skills have been more in-demand since COVID-19 hit. And the advice she offers is different now. Today’s workplace is more complex, as is the role of a CEO, who is more of a high-level integration manager and social listener. What do CEOs and other C-suite leaders need to know to thrive in this foreign landscape?

Archangel sat down with Detroiter to provide insight.

WHAT DOES A CEO NEED TO DO TO GET OVER ANY COVID HUMPS TO MAKE CONNECTIONS AGAIN? The biggest competency that CEOs need right now from an emotional intelligence standpoint is empathy. That is really caring for and trying to understand where your employees are coming from. … You’ve got to just take time and talk to your team. Spend time with them and be transparent about how you are dealing with the pandemic emotionally.

Workplace 15

The biggest competency that CEOs need right now from

an emotional intelligence standpoint is empathy.”

COVID-19 HAS BEEN STRESSFUL FOR EVERY LEVEL OF WORKER. WHAT’S UNIQUE TO A CEO?

employees have their own purpose and passion. Leverage it. Let us help you grow in that area while you are working for us.

What’s unique to a CEO is the unpredictability of everything. I mean, let’s face it, there was a lot that we thought we could predict in the past. You could forecast consumer trends and production schedules. We had a history that had enough stability to predict the future. … And now I think the future is highly unpredictable because everything is so off kilter. …In the context of CEOs, one of their roles is to mitigate risk. Well, the risks are humongous now in areas where they have little to no control.

HOW DO YOU LEVERAGE YOUR EMPLOYEES’ PURPOSE AND PASSION?

HOW DOES THE CEO GET BRAVE ENOUGH TO MAKE THE RIGHT DECISION FOR THIS UNCERTAINTY? Often it’s not so much about making the right decision, but about making a reasonable decision for the moment, and moving the team forward until you have greater clarity on a better decision.

Perfection is the enemy of progress. Stay flexible and adaptable.

WHY IS PURPOSE SO IMPORTANT FOR A LEADER? I believe every person is born with a purpose and there’s a saying that there are two important days in your life. The day you’re born and the day you find out why. The time in which you find out why evolves over a period of years for your life. You’re discovering and understanding your sweet spot and where you operate best. …Leaders, CEOs have to focus on it and understand their

It starts at the top with the CEO, showing his or her C-suite leadership team that you care about them, recognizing their strengths, valuing their ideas, valuing their thoughts, letting them work in the areas where they will shine the most. Then you encourage them to use the same behavior at the next level. You bake it into the culture of the organization.

ARE THERE SKILLS THAT A LEADER SHOULD NEVER USE DURING OR POST-PANDEMIC? It would be confrontational, coercive behaviors. As a leader, you should be more coaching oriented. You should be encouraging and mobilize people toward a vision.

WHAT’S THE GREATEST LESSON YOU LEARNED FROM COVID? I think in general it was the need to pause and let your team know you appreciate them.

Rene Wisely is a freelance writer in Metro Detroit.

Credit: Shellee Fisher Photography

16 Workplace

CEOS ON THEIR C HANGING ROLES AND RESPONSIBILITIES

AGILITY IN THE

COVID-19 has taught me to be

forever mindful about what it means to act with empathy and humility.”

The pandemic’s myriad of challenges is adding complexities to the workplace, and the C-suite is no exception. CEOs have been forced to adapt to changing circumstances, new stresses and uncertainty. Leadership amid the pandemic has an increased emphasis on serving as a social listener equipped with the emotional intelligence to better support and connect with employees and stakeholders. Some of Southeast Michigan’s top CEOs explain what they are doing differently.

Workplace 17

HOW HAS YOUR ROLE AS CEO C H A N G E D D U E T O C O V I D - 19 ?

RONIA KRUSE

BUD DENKER

President and Chief Executive Officer, OpTech LLC

President, Penske Corporation

Principal and Chief Executive Officer, Miller Canfield

MEGAN P. NORRIS

When you’re in the midst of a pandemic, your priorities become very clear.

COVID-19 has been a powerful reminder of my responsibility to my team, our clients, and the communities we serve. My role as a CEO hasn’t necessarily changed but the need for enhanced communication and visibility, as well as flexibility and understanding have become the forefront of how I lead. COVID-19 has taught me to be forever mindful about what it means to act with empathy and humility.”

The most important criteria throughout our businesses has been the safety of our associates, their families and our customers. The majority of our businesses were and continue to be deemed essential businesses. Thus, the vast majority of our associates have continued to work from their work environments. We have had some associates such as call center employees work from home. It has been important to operate in an at-work environment to operate our businesses, enable interpersonal relationships as well to ensure we retain our culture.”

The biggest changes are: (a) knowing that if you can run a law firm from your dining room table, your attorneys can practice law without always being in the office, (b) having tasted freedom, attorneys now expect and demand much more flexibility, and (c) the new challenge is how to encourage attorneys to be in the office to learn, mentor, work together, and develop a cohesive firm culture.”

18 Workplace

HOW HAS YOUR ROLE AS CEO C H A N G E D D U E T O C O V I D - 19 ?

President and Chief Executive Officer, ITC Holdings Corp.

Chairman and Chief Executive Officer, American Axle & Manufacturing Inc.

DAVID DAUCH

CARLA WALKER-MILLER

Leading through a pandemic is perhaps the greatest challenge I have faced as CEO. Given our critical role transmitting electricity, ITC never stopped working or shut down operations. We continued to serve our customers every day, either on-site, in the field or working remotely.

We found new ways to connect, using technology to support our teams, while maintaining our high standards of safety and service. I’m both grateful and remarkably proud to lead such a capable and committed team.”

My priority is protecting the health and safety of our team. During the pandemic, this required a review and appropriate modification to our policies and procedures.

Our team didn’t miss a beat and continued our world-class performance during the most difficult times. I now remain focused on protecting the culture, work ethic and operational excellence that defines AAM. I believe we have done that and I’m proud that we turned a global crisis into an opportunity to adapt, evolve and excel for the future.”

As CEO, the first COVID challenge was to keep our team members alive, and our team intact and gainfully employed during the stay-at-home orders. The continuing pandemic has been a crash course in stewardship, leading with our humanity with each decision. The emotional toll on our team members grows as the pandemic continues. So, caring for the mental and emotional well-being of our team members is a much larger element of my role as CEO than ever before.”

LINDA APSEY

Founder and CEO, Walker-Miller Energy Services

Workplace 19

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20 Workplace

PROTECTING TRADE SECRETS

2

CONDUCT EXIT INTERVIEWS

When an employee leaves, they should be reminded if they have restricted covenants and clearly told what they are prohibited from doing. It is good practice to send the employee a letter reminding them of their obligations and attaching a copy of any agreements.

It could also be a strong piece of evidence should litigation occur.

INFORMATION POLICIES NEED TO ADAPT IN THE NEW WORKPLACE

By Paul Mersino and Bernie Fuhs

With employees leaving their jobs at an increased pace, many are referring to the current environment as “The Great Resignation.”

This is partially due to burnout, re-evaluation of what is important in life, and employees getting used to working from home. For businesses, it raises a big concern how to protect confidential information in this new world.

Here are five tips for protecting trade secrets in this new environment:

1

PERFORM AN AUDIT OF ALL EMPLOYEE AGREEMENTS

This includes confidentiality, non-solicitation, and non-compete agreements. Pay close attention to employees who handle sensitive information and have policies to protect that information.

Companies should have digital use policies that clearly tell employees what they can and cannot do with electronic information, digital documents, and company computers.

3

AUDIT WORK-FROM-HOME POLICIES

While working from home has been great for many, it also brings risks. Whether employees are in the office or at home, companies must take proper measures to protect digital and electronic information. Make sure policies are up to date. What worked two years ago may not now.

Policies should address remote working and rules for portable storage devices, downloading, use of VPNs, and more. Security measures should be taken to protect shared drives from outside hackers as well as from improper downloads and transfers internally.

Also consider whether employees are permitted to use computers for both work and personal purposes, the lack of privacy when remote, and other considerations not present when everyone was in the office. You must even consider the steps you take to protect information while using videoconferencing.

4

REMIND CURRENT EMPLOYEES OF THEIR OBLIGATIONS

Do not forget about employees who stick around. Departures are an opportunity to remind current employees about their obligations as well. Emphasize the importance of keeping information confidential. Trade secret misappropriation is sometimes carried out by those who truly did not know they were doing something wrong. Make sure it is clear.

5

GET EXPERTS INVOLVED QUICKLY

If you suspect someone stole company information, contact your attorney and possibly an outside IT forensic expert to preserve and analyze electronic information. A cease-and-desist letter or even an immediate lawsuit may be appropriate. But you must act fast.

COVID changed many things, but it has not changed the need to be smart about protecting your most valuable assets.

Paul Mersino and Bernie Fuhs are attorneys for Butzel, a leading Detroit law firm, and are both members of its Non-Compete/Trade Secret Litigation Team.

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22 Vaccines

MANDATE EMPLOYER SIZE A MAJOR FACTOR AS BUSINESS WAITS ON WASHIN GTON

By John Gallagher

Vaccine mandates are likely to come to many Metro Detroit employers soon, if not already in place, although smaller employers, included the numerous firms with fewer than 100 workers, are more likely to make it a matter of personal choice.

The vaccine and test mandate would impact

5,540+ private sector businesses in Michigan1

Nationwide, many employers seem to accept that mandatory shots are becoming a reality. A recent Willis Towers Watson survey found that the majority of U.S. employers now require or are planning to require their employees to get vaccinated against COVID-19.

The survey, conducted November 12 to 18, found that more than half (57%) of all respondents either require or plan to require COVID-19 vaccinations. That includes 18% that currently require vaccinations, 32% that plan to require vaccinations only if the Occupational Safety and Health Administration Emergency Temporary Standard (ETS) takes effect, and 7% that plan to mandate vaccinations regardless of the ETS status.

The ETS rule, if upheld in court, would require employers with 100 or more workers to require vaccines, to provide options for compliance, to provide paid

Sources: 1. Michigan DTMB Bureau of Labor Market

Information and Strategic Initiatives

time for workers to get vaccinated and paid time to recover from side effects of the shot. The ETS allows employers to offer weekly testing as an option to unvaccinated employees.

In Michigan, many of the largest employers acted first. By early fall, General Motors, Ford Motor Co. and Stellantis (the former Fiat Chrysler Automobiles) were requiring that all hourly and salaried workers in Canada be vaccinated against COVID-19.

By December, Stellantis and Ford announced mandates for their salaried U.S. workforces, too. GM so far has not taken that step.

Both Henry Ford Health System and Beaumont Health, two of Southeast Michigan’s major hospital systems, imposed vaccine mandates on their workforces and saw widespread compliance, with small percentages of non-compliant employees suspended or terminated.

Some large employers are stopping short of vaccine mandates but requiring other safety protocols.

Lansing-based Sparrow Health System said its workforce is mostly vaccinated but

Vaccines 23

it requires weekly COVID testing for all of caregivers who are not fully vaccinated.

Across the United States, vaccine mandates at the corporate level have gotten results.

United Airlines recently reported that when it required all U.S.-based employees to get the COVID vaccine, 99.7% of its workers complied, not counting those who sought a religious or medical accommodation.

At Tyson Foods, the company decided in August to require all U.S. team members to be fully vaccinated against COVID-19

by Nov. 1 and more than 96% complied.

As of mid-October, 97% of employees of Harvard University were reported to be fully vaccinated in compliance with a university directive.

But if the largest employers are trending toward requiring vaccines as a condition of employment, or at least frequent testing and other safety protocols, smaller employers are much more likely to take a hands-off approach. As Sarah Miller, vice president of marketing and strategic communications for the Small Business Association of Michigan, puts it, her organization is “provaccine but anti-mandate.”

SBAM surveyed its membership in September and found that only 10% of the small-business respondents to the SBAM survey said they required that all their workers must be vaccinated. Another 12% required that unvaccinated employees must comply with other safety protocols such as remote work, wearing face masks, or social distancing. But 39% said they provided information on vaccines and encouraged employees to consider it but without a mandate; and another 39% agreed that the vaccination status of their workers was “none of my business.”

Federal vaccine mandates, now tied up in the courts, have prompted concern over workers quitting rather than complying. In an already tight employment market, losing workers could cripple companies. • John Gallagher is a freelance writer and author in Detroit, and formerly of the Detroit Free Press.

Bottom line: The largest employers

are more likely to require and enforce vaccination mandates, particularly if the White House directive begins to get enforced. But smaller employers, included the numerous firms in Southeast Michigan and elsewhere with fewer than 100 workers, are much more likely to make it a private matter of personal choice.”

24 Vaccines

RIDDING THE WORKPLACE OF COVID-19 VACCINATIONS, TESTING AND REMOTE OFFICE LIFE

MARIA FRACASSA DWYER MEMBER- IN - CHARGE, CL ARK HILL, DETROIT OFFICE

with a covered contract are required to conform to the following workplace safety protocols:

1. COVID-19 vaccination of covered contractor employees, except in limited circumstances where an employee is legally entitled to an accommodation;

2. Compliance by individuals, including covered contractor

employees and visitors, with the Guidance related to masking and physical distancing while in covered contractor workplaces; and

3. Designation by covered contractors of a person or persons

to coordinate COVID-19 workplace safety efforts at covered contractor workplaces.

The guidance applies to contractor or subcontractor workplace locations that are indoors and outdoors.

The unexpected closure of workplaces following the declaration of the coronavirus pandemic introduced Americans to a new era of remote work for employers and employees alike. State of emergency orders instructed that working Americans stay home and stay safe from the pandemic, but that was only until we saw progress in the collective work of organizations like the Centers for Disease Control and Prevention (CDC) and the World Health Organization (WHO) aimed at navigating American workplaces amidst the pandemic.

On September 9, 2021, the Biden administration announced a new COVID-19 Action Plan (Plan) to combat the ongoing pandemic in the country, with part of it committed to creating a safe environment for employees to enter the workplace again. Among other things, the plan includes advancing COVID-19 mitigation and response efforts through vaccination. OSHA estimates that the new vaccination rules will result in approximately 23 million individuals becoming vaccinated.

On September 24, the Safer Federal Workforce Task Forced issued Guidance for Federal Contractors and Subcontractors.

Under the guidance, federal contractors and subcontractors

On November 4, 2021, the Occupational Safety and Health Administration (OSHA) released its highly anticipated COVID-19 Vaccination Emergency Temporary Standard (ETS). Employers covered by the standard must develop, implement, and enforce a mandatory COVID-19 vaccination policy, except for employers that instead adopt a policy requiring employees to either get vaccinated or choose to undergo regular COVID-19 testing and wear a face covering at work in lieu of vaccination.

The ETS covers all employers with a total of 100 or more employees, except those covered under the September 9 Guidance or in settings where any employee provides healthcare services or healthcare support services.

What does this mean for remote workers?

In most instances, they will not be required to submit to any vaccine mandate. If they are required to enter the worksite, however, proof of vaccination or a negative test result may be required. Employers should also review and consider what, if any, accommodations it may offer to employees who seek a religious or medical exemption from the vaccine.

Maria Fracassa Dwyer is the Member-in-Charge at Clark Hill’s Detroit Office.

VACCINE TRENDS (FIRST DOSE INITIATED, AGES 12+)

5.7 MILLION+ OR 70% OF MICHIGAN RESIDENTS HAVE RECEIVED THEIR FIRST COVID-19 DOSE

VACCINATION RATE BY RACE AND ETHNICITY

51.3%

BLACK

WHITE

41.1% HISPANIC

AMERICAN INDIAN ALASKAN NATIVE

ASIAN NATIVE HAWAIIAN OTHER PACIFIC ISLANDS

57.5% 56.0% 55.2%

VACCINATION RATE BY COUNTY

HIGHEST VACCINATION RATE 83% LEELANAU COUNTY

VACCINATION RATE BY AGE 86.0%

82.5%

71.6%

49.2%

16-19

61.1%

57.7%

47.4%

30-39

50-64

60-74

75+

40-49

20-29

42.0%

12-15

LOWEST VACCINATION RATE 42% CASS COUNTY

RESIDENTS WHO RECEIVED FIRST DOSE 47% CITY OF DETROIT

Sources: 1. State of Michigan

Note: Data as of October 28, 2021. Accessed November 1, 2021.

26 Vaccines

WE DIDN’T TAKE VACCINE MANDATE LIGHTLY, IT WAS BEST DECISION FOR US

By Bob Riney

On June 29th, 2021, Henry Ford Health System announced that we were going to require the COVID-19 vaccine for our workforce of 33,000+ team members, making us the first health system in the state of Michigan and one of the first in the nation to do so. While ultimately the right thing to do for our employees and our patients’ safety, we did not take that decision lightly.

All things considered, we lost a very small segment of our workforce, but every loss – especially during a nationwide staffing shortage, not just in healthcare, but in every industry – is one loss too many. In response, we instituted a new hiring process that is already offsetting the folks who declined to be vaccinated and resigned, plus we have had the pleasure of welcoming back and reemploying many who initially resigned due to the mandate, but have since changed their minds.

Of utmost importance to us was that we stick to our values, which is treating people with respect, whether they view our mandate as something they agree with or not. We heard from a wide array of diverse voices and treated everyone with the utmost respect, because that’s who we are.

If others want to learn a lesson from our experience, I hope the lesson is that the divisiveness around the vaccine and vaccine mandates is unnecessary. We made the best decision for our patients and for our employees, but that doesn’t mean we hold any ill-will towards those that disagreed with us. If we are truly “all in this together,” that includes everyone – regardless of what choices they make. Whether those choices are made by businesses, or their employees.

Bob Riney is the president of healthcare operations and chief operation officer of Henry Ford Health System.

If others want to learn a

lesson from our experience, I hope the lesson is that the divisiveness around the vaccine and vaccine mandate is unnecessary. We made the best decision for our patients and for our employees, but that doesn’t mean we hold any ill-will towards those that disagreed with us.”

VACCINE

FEDERAL

MANDATES

VACCINE

SHOULD BE LEFT

REQUIREMENTS

TO INDIVIDUAL

ARE IMPORTANT

BUSINESSES

FOR BUSINESS

The Detroiter asked Dennis Cowan, partner and co-leader of business transactions and planning practice group at the Plunkett Cooney law firm, why businesses, not government, should make vaccine mandate decisions. His response is below, edited for length and clarity.

Rock Central’s Vice President of Government Affairs and Economic Development Jared Fleisher spoke at a Mackinac Policy Conference’s Evening View session on why he is supportive of federal vaccine requirements. Portions of his comments are below, edited for length and clarity.

ONE-SIZE-FITS-ALL DOESN’T WORK FOR BUSINESS

WE HAVE A COLLECTIVE RESPONSIBILITY FOR EMPLOYEE SAFETY

The problem with a mandate is that it’s a one-size-fits-all approach. For a company that has offices, there’s nobody in the offices anymore – why should there be a mandate to get everybody vaccinated when there’s no contact? Then there are people working from home or alone like truckers, and outdoors like construction workers. Each employer has to make a determination and I support that 100 percent.

MANDATES EXACERBATE LABOR SHORTAGE AND SUPPLY CHAIN ISSUES A lot of businesses might have their operations curtailed if they had to enforce a mandate and workers wouldn’t come into work. We’ve got supply chain problems which would just be exacerbated by this. You also have the specter of people quitting. A lot of businesses, especially smaller ones are just hanging on with the folks that they have.

VACCINES ENTER TERRITORY TRADITIONALLY BETWEEN EMPLOYEE AND PHYSICIAN It’s one thing to tell an employer that they have to require construction workers to wear safety equipment helmets, or to observe certain safety protocols. It’s quite another, to tell an employee, they have to do something with their body that usually is reserved for the employee and their physician to make those kinds of determinations. This is very new territory. I think businesses have done a pretty good job of taking care of their businesses and their employees and customers. I’d say leave it that way.

I’d emphasize it’s not a vaccine mandate. It’s get vaccinated or be tested weekly. From our perspective, it’s a safety mandate; the safety of your co-workers and your community. We strongly encourage our team members to get vaccinated. If that’s not your personal choice than you have to get tested, because you are in an office setting with your co-workers and we have a responsibility collectively for their safety.

REQUIRING VACCINES LEVELS PLAYING FIELD (Without a federal mandate) Each employer is on their own. If one employer requires it and one doesn’t, you have the worry about losing your critical labor force that may want to go to a place without these requirements. We were worried about that when we made our (vaccine requirement) announcement, although we ultimately didn’t see it. But it is an issue more broadly in the labor market and that’s why you see (some major) business groups supporting it. It levels the playing field for the overwhelming majority of employers.

REQUIREMENTS KEY TO BEATING PANDEMIC It’s a challenge for smaller businesses. But what’s the alternative?

If you’re not vaccinated and in close proximity the virus is going to jump. If you’re not vaccinated, you have a much higher viral load and it’s more transmissible. Then more people will get sick and there’s more possibilities for more variants because we have more hosts. We need to make the sacrifice to win the war.

28 Mental Health

LISTEN CLOSELY NEW WORKPL ACE NEEDS TO BE MORE

ATTUNED TO EMPLOYEES’ TOTAL NEEDS For Dr. Lars Johnson, assistant professor of psychology at Wayne State University, the most effective way for employers to address the current labor circumstances is to listen closely to the personal concerns of workers and potential hires.

In his view, the post-pandemic economy presents an opportunity for employers to rewrite the traditional social contract between management and worker.

The new model will need to be much more attuned to employees’ total needs.

These include concerns over workplace safety, flexible scheduling, adequate compensation, and greater respect for employee work-life balance.

ON A DAILY BASIS WE ARE REMINDED OF THE SHORTAGE OF WORKERS ACROSS INDUSTRIES. COMMENT ON THE REASONS FOR THE HESITANCY TO RETURN TO WORK.

DURING THE PANDEMIC, MICHIGAN WORKERS...1

54.1% HAVE BEEN WORKING AT THEIR JOB

24.5

%

HAVE BEEN WORKING AT HOME

20.4% HAVE BEEN WORKING AT A COMBINATION OF BOTH Sources: 1. Glengariff Group, Inc. Michigan

Statewide Voter Survey, May 2021

The pandemic forced people into their homes and out of their normal work routines, due to either remote work, layoff, or termination, so people had to find alternate modes of work. The pandemic shifted the labor market in ways we couldn’t account for. People realized the conditions in which they worked were problematic.

In response, there are a lot more gig workers out there, and many partnered people found ways to survive on one income. So, a lot of workers are deciding not to come back because they’re accustomed to the new ways they’ve structured their lives.

HOW HAS THE COVID-19 PANDEMIC AND ITS ECONOMIC AND SOCIAL CONSEQUENCES CHANGED WORKERS’ RELATIONSHIPS WITH THEIR EMPLOYERS?

By Paul Vachon

In the past, some employers have convinced workers that they’re powerless.

Organizations’ central goal was to motivate employees to do as much work as possible for a limited number of benefits—that’s the profit-driven model. But the power has always been in the employees’ hands, but not in the hands of a single employee.

An important phrase in my field was coined by psychologist Ben Schneider and that is “the people make the place.” Without the people, there is no organization. So when people decide en masse not to deal with any form of abuse, leaders have to listen. The concern is much more heightened than it was in 2019. The nature of work is different, and the old model no longer works.

DO YOU SEE THE EMERGENCE OF THESE CHANGES AS THE BEGINNING OF A LONG-TERM TREND? I would hope so. It gives business leaders an opportunity to really listen to the needs of their employees. But there’s no one-size-fits-all organization. “A” can’t necessarily lend its policies to organization “B.” We have to develop the ethos of an organization around the needs of its employees. I think that employers that are empathetic, that work with employees to create flexible work arrangements will reap benefits sooner rather than later.

We also need to shift away from the idea that these are things employers are giving their employees as perks, like flexible benefits and the opportunity to voice their concerns. These things should be come embedded into the fabric of the organization.

Paul Vachon is a freelance writer in Metro Detroit.

Mental Health 29

MAY 31 - June 3, 2022 GRAND HOTEL MACKINAC ISLAND DETROITCHAMBER.COM/MPC

PRIORITIZING MENTAL ACCENTURE HIRES C HIEF MEDIC AL OFFICER, EXPANDS EMPLOYEE SUPPORT By Trevor W. Coleman With the second anniversary of the worldwide COVID-19 pandemic fast approaching, businesses find themselves grappling with numerous workplace issues as the worldwide pandemic evolves into an endemic.

surveyed said that the pandemic has negatively affected their mental health, 76% indicated that companies should be doing more to protect workers’ mental health, and 85% said that newfound workrelated stress affects their home lives.

Yet, a major thread connects the disparate challenges employers face: concern about their employees’ mental health and wellness and prioritizing how to address it.

With these challenges in mind, businesses are turning to experts better to manage the workplace in the age of COVID-19.

SURVEY: EMPLOYEES EXPECT MENTAL HEALTH SUPPORT Research conducted by Oracle and Workplace Intelligence found that 2020 was the most stressful year people have experienced in their working lives.

Seventy-eight percent of

the workers

BUILDING RESILIENCE: ‘IT’S OK, NOT TO BE OK’ Accenture, a global professional services company with leading digital, cloud, and security capabilities, hired its first chief medical officer, Dr. Tam Brownlee. Her primary focus is to create strategies to improve the health and well-being of the company’s more than 600,000 employees,

so they can bring their fullest and best selves to work.

“We recognize that supporting mental health and wellness accelerates equality for all,” she said in a statement to Detroiter magazine. “This is why we encourage our people to prioritize their mental and physical well-being. By breaking down the stigma and letting our people know it is OK not to be OK, we create belonging and help our people build resilience.”

The issue of mental resilience has become a significant business imperative of Accenture as its human resources leadership has encouraged its C-suite executives to think of mental wellness and mental health issues not merely as personal but as business issues.

Mental Health 31 HELPING PEOPLE BE THEIR BEST AT WORK, AND HOME

CONNECTING IN A ‘TRULY HUMAN WAY’

During a discussion last year with Arianna Huffington, CEO and Founder of Thrive Global, Ellyn Shook, chief leadership and human resources officer for Accenture, said the stress everyone experienced from living under a pandemic illuminated the need for businesses to become more innovative and assertive about building mental resilience in the workforce.

As Senior Managing Director, Dan Garrison leads Accenture’s Detroit office.

“(This has) required us to think about the tools and the training that people need to really take action around their mental health,” she said. “And with mental resiliency, I see how people can be their best every single day, both inside of work and outside of work.”

Shook explained that when thinking about how the pandemic and economic and societal crises are impacting people, employers need to take innovative, creative actions and react with agility to meet their needs.

“And when you’re stressed or worse, burnt out, those are the very things that go first.

So, if any organization doesn’t understand how mental wellness and mental health can be a business issue today, they need to think about the business metrics.”

He said the company offers employees comprehensive mental health benefits from training, an assistance program offering 24hour support for employees and their loved ones, and a network of more than 5,000 mental health allies connecting individuals to professional help as needed.

“Here in Detroit specifically, we help provide support in a number of ways, including providing team-building activities like our ‘Season of Service’ for giving back to the community,” Garrison said. “We also have some fun, with employee resource group ‘field trips,’ including a visit to the Detroit Historical Museum, a drive-in movie night, and neighborhood “meet ups” at cider mills and other local destinations.

78%

OF MICHIGAN WORKERS SAID THE PANDEMIC HAS NEGATIVELY AFFECTED THEIR MENTAL HEALTH

76%

INDICATED THAT COMPANIES SHOULD BE DOING MORE TO PROTECT WORKERS’ MENTAL HEALTH

85%

SAID THAT NEWFOUND WORK-RELATED STRESS AFFECTS THEIR HOME LIVES1

“As a personal mission, I host open door sessions for our people to talk about anything that is on their minds,” he said.

“It helps us connect in a truly human way, where we get to know each other as people outside of our day-to-day jobs.”

Trevor W. Coleman is a former editorial writer and columnist for the Detroit Free Press.

We recognize that supporting mental health and

wellness accelerates equality for all. This is why we encourage our people to prioritize their mental and physical well-being. By breaking down the stigma and letting our people know it is OK not to be OK, we create belonging and help our people build resilience.”

Sources: 1. Oracle and Workplace Intelligence, 2020 AI@Workplace Report

32 Membership

IN THE

NEWS

Butzel attorney and shareholder Lynn

providing flexibility to our employees and

McGuire has been named Co-Chair of

a safe work environment as we return to

the firm’s Education Industry Team. She

work. The honor is a testament to our

American Society of Employers

joins Butzel attorney and shareholder

employees’ commitment to enhancing

(ASE), one of the nation’s oldest

Carey A. DeWitt in this leadership role.

our culture of collaboration, flexibility

and largest employer associations, is pleased to announce the honorees for its Michigan HR Executive of the Year for 2021. Through a nomination process overseen by ASE, candidates are selected in four categories and recognized for their admirable work that distinguishes them in the field of Human Resource Management.

JS

Clark

Agency,

Capital

Impact

Partners,

a

mission-driven Community Development

Eaze launches on-demand cannabis

Financial Institution (CDFI), is celebrating

delivery in Ann Arbor and Grand Rapids

10 years of working with Detroit. The

with Detroit delivery launching in coming

company also marked a milestone of

weeks. Eaze’s low prices, fast delivery,

$300 million in investments to expand

and huge product selection ushers in a

economic, social and racial justice for

new era of convenient cannabis delivery

underestimated communities through an

to Michigan’s thriving adult-use market.

inclusive growth strategy. an

Assured

Partners Company, a leading benefit broker in Southeast Michigan is proud to reveal a rebranding that reflects the strong partnership with its parent company Assured Partners. JS Clark Agency, an Assured Partners Company is now Assured Partners of Michigan.

Bodman PLC is pleased to announce that Nadine A. Hessi and Jeffrey R. May have joined the firm as associate attorneys. Hessi is based in the firm’s Detroit office and May is based in the Ann Arbor office. Both are former participants in Bodman’s summer law clerk program.

and creativity across all of our offices.”

The law firm of Foster Swift Collins

The Detroit Pistons and Shopify, a

& Smith, PC is included in the 2022

leading commerce platform powering

U.S. News – Best Lawyers® “Best Law

1.7+ million businesses, announced

Firms” list. The firm is rated a Tier 1 law

they will team up to launch SHOP313, an

firm in 23 practice areas with the Lansing

immersive, first-of-its-kind small business

office receiving 16 Tier 1 ranked practice

platform focused on amplifying and

areas, with six more for their Grand

supporting small businesses in Detroit.

Rapids office and one more for their

Dickinson Wright PLLC is pleased to

Southeast Michigan offices.

announce that it has been awarded a Top

Patrick M. McCarthy has been named

Workplaces 2021 honor by the Detroit

chairman of the firm by Howard &

Free Press.“We are thrilled to be named

Howard, a leading business law firm

a Top Workplace by the Detroit Free

founded in Michigan. The firm’s incoming

Press,” says Michael C. Hammer, CEO

President and Chief Executive Officer Jon

of Dickinson Wright. “We are proud that

D. Kreucher made the announcement.

the firm is a leader among 200 firms in

McCarthy, who joined the firm in 1995,

Membership 33 has been a trial lawyer and trusted legal advisor for over 28 years.

News – Best Lawyers® in 2022.

Rehmann, a fully integrated financial

As Mercy Education Project of

services and advisory firm, has been

Detroit begins its 30th year of serving

named to the 2021 list of Metro Detroit’s

girls and women, MEP has named

Best and Brightest Companies to Work

Mark C. Mals as its new Executive

For®. This marks the company’s 19th

Director. Mark has been involved in

consecutive year being recognized.

education and program development and implementation for over 20 years, most recently at the University of Detroit Jesuit High School and Academy. Six years ago, Mark was drawn into MEP’s Mission when he and his wife, Sandy, started serving as volunteer tutors in the Girls’ Program at MEP. At that same time, Mark and Sandy also made the commitment to promote Mercy values and to live out the Mission of Mercy as Mercy Associates.

Oakland Community College has a variety of new ways to make it easier for students to access funds and help pay for tuition and educational expenses for the fall semester. In addition to scholarships, financial aid and payment plans, OCC is providing Higher Education Emergency Relief Fund (HEERF) awards to all students registered for classes at OCC this fall.

Plunkett

Cooney,

one

of

the

Midwest’s oldest and largest law firms, has been named a Tier 1 National “Best Law Firms” in 11 practice areas by U.S.

Walsh College, is awarding up to $10,000 academic excellence merit awards to all new undergraduate students with a grade-point average (GPA) of 3.75 or higher. Graduate

students with a GPA of 3.75 or higher will qualify for a limited number of $6,000 academic excellence awards.

Numerous

scholarship

opportunities

for student who do not meet the GPA requirement are available as well.

Twenty-one attorneys from the Detroit, Macomb County and Bloomfield Hills offices of Warner Norcross + Judd LLP have been selected as 2022 Top Lawyers by DBusiness.

34 Membership

Automation Workz Ida Byrd-Hill 1420 Washington Blvd., Suite 301 Detroit, MI 48226 313.444.4885 www.autoworkz.org Lena Barkley 5901 Conner Street Detroit, MI 48213 313.267.4070

Dana Lasenby 5505 Corporate Drive Troy, MI 48098 248.758.1992

www.cvs.com

www.oaklandchn.org

CVS HEALTH is united around a common goal of becoming the most consumer-centric health company. We’re evolving based on changing consumer needs and meeting people where they are, whether that’s in the community at one of our nearly 10,000 local touchpoints, in the home, or in the palm of their hand. We are a company of over 300,000 colleagues who each have an important role in making CVS Health the most trusted health solutions company for consumers. CVS HEALTH will be the most trusted health solutions company for consumers throughout their lives, delivering solutions that are convenient, personalized, and affordable.

CVS Health’s commitment to inclusion and belonging is unwavering, and our holistic approach to strategic diversity management is inclusive of every one of our colleagues and those we care for each day. Our focus on Social Justice & Equity guides our efforts to make an impact through meaningful change, as we work together to be a part of the solution. Grounded in innovation, CVS Health is working to solve the most complex public health challenges of our time. Our Transform Health 2030 strategy is focused on improving the health of the people and communities we serve, and supporting the health of our business and our planet.

Oakland Community Health Network (OCHN) is the epicenter for access to and distribution of quality behavioral health services in Oakland County. This distinction is delegated to OCHN through its contract with the Michigan Department of Health and Human Services (MDHHS) as the local Prepaid Inpatient Health Plan (PIHP) and Community Mental Health Specialty Program (CMHSP). OCHN works closely with persons served, policymakers, and vested stakeholders to identify and respond to the community’s integrated health care needs.

These efforts result in innovative and thriving initiatives such as a state-of-the-art resource and crisis center; a nationally recognized criminal justice diversion model; crisis intervention support and training for law enforcement; youth mobile crisis services; school transition to community supports; suicide prevention outreach; and much more.

Automation Workz, a cybersecurity reskilling and diversity consulting firm, provides personalized reskilling/training for individuals and corporations, shaped by a data-driven culture audit, to assess whether learners and/ or executives have the motivation to implement the inherent changes necessary to solve the rapidly expanding talent shortage. Ida ByrdHill, CEO, believes The Great Resignation is really The Great Upgrade in disguise, where front-line employees are seeking new job opportunities to match the digital skills they gained while shepherding their children through virtual schooling. Ida Byrd-Hill, a University of Michigan-Ann Arbor trained economist, authored Invisible Talent Market, a Black Labor Economics History book that shows “African Americans have filled America’s talent shortage for every economic revolution – Agricultural Revolution (1619-1865) and Industrial Revolution (1820-1995), so why not the Digital Revolution?” Ida Byrd-Hill and Automation Workz can speed the hiring and reskilling of diverse cybersecurity and digital workers to accelerate the competitiveness of the Detroit region as the global mobility industry leader. https://www.autoworkz.org. You can book time on my e-calendar idabyrdhill.youcanbook.me McDonald Hopkins James Boutrous 39533 Woodward Ave., Suite 318 Bloomfield Hills, MI 48304 248.646.5070 www.mcdonaldhopkins.com

Membership 35

The core strength of McDonald Hopkins is our 140 attorneys who work individually and together as part of specialized teams to help you strategically plan for an increasingly competitive future. Each attorney has the expertise and knowledge to offer you the strongest legal options for your business, the skills and talent to guide you through whatever challenges you face, and the experience and understanding to provide you meaningful advice and recommendations.

Promise Schools Erica Robertson 15000 Trojan Street Detroit, MI 48235 901.930.5110 www.promiseschools.org The Promise Schools “Big 3” provides focus to our work towards our promise to graduate scholars who are ready to pursue college, careers and their greatest aspirations. The Promise Schools Big Three is a holistic framework for a Promise Schools scholar.

The Big Three is not comprised of vague or abstract principles, but instead reflects practical and meaningful measures gathered from research-based best practices.

Thomson Reuters Tax & Accounting Patrick Sweet 6300 Interfirst Drive Ann Arbor, MI 48108 800.968.0600

Bollinger Motors

Street Wise Partners

www.bollingermotors.com

www.streetwisepartners.org

Capital Impact Partners

Twin Metals Minnesota

www.capitalimpact.org

www.twin-metals.com

Cavnue

Valenta BPO

www.cavnue.com

www.us.valentabpo.com

Diamond Reynolds CPA

XL Fleet

www.dreynolds-cpa.com

www.xlfleet.com

Fleis & Vandenbrink www.fveng.com Global Detroit www.globaldetroit.com Habitat For Humanity Detroit www.habitatdetroit.org IAC Group www.iacgroup.com IGB Automotive Ltd. www.igbauto.com

www.thomsonreuters.com Simplifying the lives of tax and accounting professionals around the world with the most powerful, fully integrated, and innovative solutions.

ML Soul of Detroit www.mlsoulofdetroit.com Nominal Machine Tool www.NominalMachineTool.com Progressive AE

Artistic Outdoor Services, Inc. www.artisticoutdoor.com Bitwise Technology Consulting www.bitwiseindustries.com

www.progressiveae.com Shermeta Law Group www.shermeta.com

Bollinger Motors Cavnue IAC Group Twin Metals Minnesota XL Fleet

36 Workplace

21 CENTURY ELECTRIC GRID ST

@ITCHoldingsCorp @ITCGrid ITC Holdings Corp

Smart phones, connected homes, electric vehicles. Every day, technology is changing the way we use and think about electricity. You may not realize it, but in our increasingly electrified society, that’s where electricity transmission infrastructure matters most. To meet our twenty-first century energy demands, we need a twenty-first century electric grid.

ITC, the nation’s largest independent electricity transmission company, is working every day and investing in our state’s infrastructure to modernize the grid in order to move electricity from where it’s generated to where it’s needed. That means safe, secure, reliable electricity to power economic growth, job opportunities, and our long-term energy future. We’re ensuring the grid can meet your energy needs now and long into the future. At ITC, we’re always working for the greater grid.

FOR THE GREATER GRID

www.itc-holdings.com

THE POWER TO GROW MICHIGAN’S FUTURE

Imagine a thriving future for Michigan, powered by solar, wind, and other clean

energy sources. A more connected future, with a smart electric grid powering a world of smart homes, smart businesses, and smart cars. DTE is investing today to provide the clean, affordable, and reliable energy Michiganders will need.

Powering our state’s growth now, and into a bright future.