Meadowlands Magazine - February 2020

FEBRUARY 2020

HUDSON REGIONAL HOSPITAL Extensive capital improvement campaign

addresses the community’s health needs; Staff size

Tax Season: Tips for filing business and personal taxes

doubles and $8 billion is invested in facilities

pg. 22

Pg. 18

Building innovative benefits packages that attract and retain employees Pg. 30

Banking trends to watch out for in 2020 Pg. 11

Pictured above: Yan Moshe, Chairman of the Board; Dr. Nizar Kifaieh, President & CEO, Hudson Regional Hospital

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contents

LEADERSHIP COUNCIL Allstate BCB Community Bank Bergen Community College Bergen Engineering/ Branca Properties Boiling Springs Savings Bank Comfort Guard Contracting LLC Delta Dental Edison Properties ELEC 825 | Engineers Labor-Management Cooperative Ernst & Young, LLP Eastwick Colleges EZ Ride Forsgate Industrial Partners FORT Group Genova Burns Goya Foods Hackensack University Medical Center Hartz Mountain Industries Horizon Blue Cross Blue Shield of NJ-NYC IBEW 164 In Thyme Catered Events

J. Fletcher Creamer & Son, Inc. Kearny Bank Lakeland Bank Langan Engineering MassMutual New Jersey-NYC McGowan Builders, Inc. Meadowlands Racing & Entertainment MWWPR NAI James E. Hanson, Inc. New York Jets NJ Sharing Network NJM Insurance Group NJSEA North Bergen Liberty Generating Onyx Equities, LLC Personal Touch Experience PSE&G Quest Diagnostics Russo Development Scarinci Hollenbeck TD Bank Suez Water New Jersey Inc. Unique Designz Verizon Wacoal America

Publisher: Meadowlands Media, a division of the Meadowlands Chamber 1099 Wall Street West, Suite 100 Lyndhurst, NJ 07071 (201) 939-0707 Director of Communications & Publications: Joe Garavente Email submissions: jgaravente@meadowlands.org Advertising Director: Martha Morley, Greer Enterprises, Inc. (201) 493-7996

11 4 35 36 37 38 40 40 42

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Meadowlands Business Report Harmon Meadow Retail, Restaurants & Hotels Directory Meadowlands Eat & Drink Meadowlands Transportation Event Planning & Catering Services Explore the Meadowlands Stay in the Meadowlands Destination Meadowlands

DEPARTMENTS

6 9 12 17 24 26 32

Continuing Education & Business Training Human Resources & Operations Community Innovation & Technology Lessons in Leadership Innovation & Technology Personal Finance

FEATURES

11

2020 Banking: Expect more convenience, efficiency, analytics and digital capabilities

Design: Stephanie Kowalsky & Leon Carranza, Eighty6

18

Filing the Big T: Tips to optimize your individual tax return

Printing: A&P Printing

20

Business Taxes in 2019: Credits and deductions to keep in mind

22

On the Cover: Hudson Regional Hospital addresses community’s health needs through extensive capital improvement campaign

28

A Viral Lesson in Business Continuity: What American businesses can learn from the Coronavirus outbreak

30

Attracting Gen Z Employees: How to future proof your workplace for the new workforce

Meadowlands Magazine Distribution: MTM Resources Copyright 2019. All rights reserved. Reproduction of any artwork, editorial material or copy prepared by Meadowlands Chamber of Commerce and appearing in this publication is strictly prohibited without written consent of the publisher. Additional magazines and reprints of articles are available.

The views expressed in this magazine are those of the submitting authors and do not necessarily represent the views of, and may not be attributed to the Meadowlands Chamber or Meadowlands Media.

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February 2020

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BUSINESS REPORT “When there’s something great happening in the Meadowlands, we tell the story.”

2020 IS OFF TO A GREAT START! We are beginning to program the new MCHQ facility but more importantly, our members are finding new ways to use the space to enhance their business—and that is exactly what we had hoped for!

Small Business Council seminars have already filled the 2040 Innovation Learning Center (ILC), hosting recent sessions on effective networking and memory training. We will continue to roll out more business learning as we have adopted a slogan of “Making a Big Deal out of Small Business” in 2020. You can expect creative new sessions and collaborations with member colleges, universities and private training companies to help business owners and their staff take it to the next level!

Member companies are now utilizing the facility, like the new XFL team, the New York Guardians, which hosted a Business Roundtable to share details of the new XFL League that began on February 8.

Inside this issue you will learn about Hudson Regional Hospital in Secaucus and how they are redefining its facility in today’s healthcare marketplace. Their ownership and management team have a strong commitment to achieving excellence as they are investing in the latest in healthcare technology to improve outcomes.

Our writers also dive into accounting and banking trends in this issue and, as always, you can expect to find terrific information on technology, leadership development, human resources, public affairs advocacy and informative community business topics.

If you have not yet visited the new MCHQ then please do…the coffee is always on me!

Jim Kirkos President & CEO Meadowlands Chamber

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CONTINUING EDUCATION & BUSINESS TRAINING

Don’t Wait for the Workforce You Need The value of employer support in worker upskilling and education

E

nsuring you have the workforce you need is a regular concern for any employer, especially in the skilled trades and other vocational areas. Having well-trained employees specialized to your industry can make all the difference between your business struggling and thriving.

As a vocational educator, it’s my job to bridge this gap between students and employers – and the results speak for themselves: workers are best prepared for entering the industry when employers actively contribute to the training process. Rather than waiting and hoping for the right workers to appear with the best skills and knowledge for their businesses, our employer partners engage with our services and curriculum so students know exactly what they need to make a real difference in the industry.

At my campus, Universal Technical Institute (UTI) in Bloomfield, I’ve seen firsthand how employer and industry needs have changed over time. The perception of an auto technician as a lowtech, wrench-wielding “grease monkey” in an oil-stained jumpsuit has been outdated for years. Today, every piece of modern technology from household appliances to diesel trucks contains sophisticated digital systems. The average sedan contains more computers than a typical American household. While you’ll still find wrenches in every auto service center, today’s techs need to be able to perform complex digital analysis and diagnoses.

Our curriculum reflects this modern shift but what makes our programs truly effective for the industry is support from and coordination with employers. For example, some of our regional partners offer Tuition Reimbursement Incentive Programs (TRIP) to students, which include loan repayment assistance, hiring incentive packages, tool purchase assistance or sign-on bonuses in exchange for students agreeing to work for the TRIP provider upon graduation. We also partner with major auto and diesel manufacturers to directly inform our curriculum. Most recently we worked with Ford Motor Company to launch an Accelerated Credential Training program in Bloomfield so employers know our graduates are comprehensively trained on Ford products.

While we’ve learned these lessons in the skilled trades, the same needs are making their way into more white-collar markets.

A 2016 study from Oxford University predicts that over the next 10 to 20 years an incredible 47% of all U.S. jobs may be eliminated by automation and computerization. This includes “most workers in transportation and logistics operations, together with the bulk of office and administrative support workers, and labor in production occupations,” as well as a “substantial share” of service jobs. Even more “intellectual” jobs will be affected. For instance, JPMorgan Chase & Co utilizes software that interprets and analyzes commercial-loan agreements in seconds, a task that would have otherwise taken 360,000 hours of staff time annually.

Taking a more active role in worker education helps employers navigate these big market changes and stay one step ahead. There will still be plenty of available jobs but their responsibilities and scope can and likely will change significantly with the market.

A 2015 report from the McKinsey Global Institute notes, “By 2020, around the world, there is likely to be a shortage of approximately 40 million high-skilled workers and 45 million medi-

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um-skilled workers. Against that will be a surplus of 95 million lowskilled workers.”

While many of the most automatable jobs will likely be lost, millions more will be created as the economy shifts to this new reality. The modern role of an auto technician as a digital analyst and diagnostician is a great example of this change; a new kind of auto mechanic is in demand. Big changes are coming to the labor market, both regionally and nationally, and employers will be best prepared if they take action to encourage their workforce of the future.

Some high-profile employers are already taking these steps, such as offering employees more time and resources to undergo additional or retraining. Companies like Disney, Discover and Yum Brands have instituted programs to send front-line and lower-skilled workers back to school, often paying for tuition, fees, books and other major expenses up-front and in full. Walmart subsidizes education costs for a business or supply chain management associate’s or bachelor’s degree so that a Walmart associate only contributes about $1 per day to their tuition, books and other costs.

These big brands are not leaving their workforce demands up to chance, they are creating programs and initiatives to ensure they have the employees they need to continue and grow their success.

And it works.

At UTI, four-out-of-five of our alumni are employed full time in their field of study within a year of graduation – in large part due to the employer support that gives them exactly the right skills to succeed. As technology continues to advance at increasing speeds, more industries will be at risk for job losses and/or talent shortages.

Employer participation in worker education and training can help head this problem off at the pass and keep businesses moving forward during tumultuous times.

Steve McElfresh is the Campus President of Universal Technical Institute in Bloomfield where he presides over 42 employees to provide the best possible education and career experience for the more than 800 students that pursue technical training for the transportation sector annually. He and his team cultivate strong relationships with local employers, community leaders and education officials so that UTI-Bloomfield students have access to the support they need to start a rewarding and lucrative career as automotive and diesel technicians.

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HUMAN RESOURCES & OPERATIONS

Innovative Employee Benefits

Tips for building an attractive benefits package in 2020

I

n the workforce, attracting and retaining talent is a must – especially as the world becomes more interconnected and unemployment rates trend low. A comprehensive benefits package can give you the edge over your competition to reduce your turnover and engage your employees. Moving into 2020, expanding the amount of benefits, tailoring packages to meet millennial needs and offering flexibility are trending as most attractive to the incoming workforce. After all, the millennial generation makes up nearly half of the workforce this year.

So how do you take your benefits package to a whole new level for 2020?

Take stock of the current benefits offered and eliminate or revamp what employees have not taken advantage of – all while respecting the pain points of the different generations in the workforce.

Here are some key considerations.

Financial wellness programs Money causes the most stress in the lives of almost 60 percent of employees across all generations, according to the latest report by PwC. An employer can reduce this stress by offering financial wellness programs (one of the top benefits most employees want in 2020, according to the Society for Human Resource Management’s annual survey). Programs (like Best Money Moves, LearnLux, Enrich, Finfit etc.) give employees personalized tools to help them better manage their money, pay off their debts, build their savings, plan for retirement and more.

Physical and mental healthcare A healthy workforce is a focused workforce, so including healthcare— both physical and mental – is a must.

For physical health, make it easier for an employee to find in-network, areafriendly doctors and access to a healthcare provider via phone or online by providing access through your own internal

communications.

For mental, take into account that nearly a quarter of U.S. workers have been diagnosed with depression and 40% of them take an average of 10 days off from work each year because of their mental illness, according to the American Psychiatric Association.

Employers can address this simply by providing awareness and access to mental healthcare providers, online information and access portals in internal communications or a benefits portal (for example, reputable innetwork providers, social media groups, videos and hotlines). Additionally, employers may choose to offer periodic free or subsidized clinical screenings or access to a provider for depression from a qualified mental health professional during the workday.

your employee to transfer days of their paid time off to their payments on student loans, student loan refinancing or matching employee 401(k) contributions with student loan repayments.

Student loan debt relief As the millennial generation is steeped in student loan debt, consider programs/incentives that allow for some student loan debt relief, such as allowing

Kimberly Quevedo is a freelance writer and a marketing and sales representative in the media industry. She loves to share information and stories to help motivate others in their everyday lives.

Flexibility A work-life balance is rated a high priority for employees. Offering options for flexible scheduling and fluctuations throughout the 40-hour work week and working remotely in the benefits package could make a big difference for a variety of employees—from new parents, caretakers, students and even employees with health issues. You may even want to consider offering unlimited paid time off options as an incentive for top-performing employees.

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2020 Banking

Expect more convenience, efficiency, analytics and digital capabilities

I

It’s not new news the banking industry is going through fastpaced and pivotal changes. Looking into 2020, industry trends center around more consumer-friendly, customer service-oriented transformations and targeted outreaches — bringing banking to the average person (rather than the average person seeking out banking) and reaching consumers at the right time with the most appropriate banking options.

Therefore, trends streamline into two major categories.

• Products and services are being developed to interact with bank users in real-time, with real-time paymnts on their mobile devices— things like automated smartphone payments, better rewards integration and mobile banking overall will continue to improve.

• Utilizing software and technology to perform financial transactions, tinancial technology (aka fintech) will continue to expand and more startup companies will come into play — each narrowing in on a profitable component that could be improved (for example payment options, security or insurance). And, big banks and financial institutions (like Bank of America and PwC) will extend partnerships beyond traditional providers to include Fintech firms and other tech organizations.

So, what will you have to look forward to for your banking?

You will see more convenient, secure options available on the go — voice commands will continue to transition into the banking world and be another means for authentication for banking activities like reporting a lost card or fraudulent transaction or transfer of money. Transferring money to individuals overseas (with conversions for different currencies) or accessing your banking account while traveling will become easier – and the emerging development of ATMs that don’t require the use of a card will become more prevalent.

Streamlining customer service and efficiency, chatbots and robots will offer around-the-clock assistance for answers to frequently asked banking questions and for low-maintenance requests, such as account and payment questions. When analyzed, the data provided from this technology can help financial institutions assess risk and lending decisions.

Automation also paves the way for robotic process automation (RPA) — using software robots/virtual assistants —to preform labor-intensive tasks (like filling out forms and logging into applications etc.) to free up bank employees for more complex work. RPAs also help consumers — by being able to provide results on a credit card application and or aid in the mortgage process efficiently.

Also, fintech will focus on no cash payment options, like Venmo, PayPal, Bitcoin, Google Pay and Apple Pay – or cheaper and easier money transfer options, like Facebook-sponsored project Libra, offering opportunities for convenient general e-commerce, payments, remittances and more.

Lastly, the banking industry generates data at every step and analyzing the data could give banks and financial institutions a telescope of insight into projected timing for different financial needs — allowing for the creation of target audiences, better engagement and organic growth. The amount of data collected is expected to increase through 2020, includes purchase data, preferences, geographical positioning and insights from social media targeting. The advance of data will help promote thoughtful outreaches to consumers on a multi-channel level. It also aids financial institutions in product cross-selling, fraud protection and the determining the latest trends.

Kimberly Quevedo is a freelance writer and a marketing and sales representative in the media industry. She loves to share information and stories to help and motivate others in their everyday lives.

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COMMUNITY

NJ District 6 Little League

A power hitter for business and community partners

C

ommunity-based, volunteer driven youth sports programs have faced many challenges over the past decade. Competition with for-profit travel teams, onesport specialization among younger children, declining funding levels from municipalities, a shrinking volunteer base and increasing expenditures for field maintenance, coach and player training and paid game officials have made running a local Little League baseball and softball program a challenge for the dedicated volunteers who remain.

New Jersey District 6 Little League has found that partnering with other community based organizations, local businesses and business groups has helped them grow in this challenging environment.

Little League is the largest youth sports organization in the world, serving 2.4 million children with over 1 million volunteers.

But, at its core, Little League is actually small. The most important component of Little League is the local league. N.J. District 6 Little League is made up of 11 local Little League programs, plus a District-wide Challenger Division for developmentally disabled children. The leagues serve children ages 4-16 years old in 15 southeastern Bergen County towns – having added programs in Bogota, Hackensack, Rochelle Park and Edgewater in the past few years.

The District serves as the volunteer link between the local leagues and Little League International. The District does the following: • Provides pre-season safety, coaching and player development clinics.

• Coordinates league activities throughout the year.

• Operates District, Section and State Tournaments along the road to the Little League World Series.

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In 2014, Little Ferry/South Hackensack Little League hosted the 9-10 Year Old New Jersey State Championship. In 2018, Fort Lee Little League duplicated this feat to rave reviews throughout the State. Prestigious events like these are not possible without a supportive relationship with the local community.

The relationship between community and the local Little League has always been the cornerstone of the program, with the league strengthening the community through positive youth development while relying on the support of volunteers, local businesses and municipal governments. As a member of the Meadowlands Chamber, District 6 seeks to build upon these natural relationships and strengthen ties to the communities it serves.

District 6 has seen tremendous growth over the past few years. In 2013, 21 teams participated in the post-season District tournaments. This past year, there were over 50 teams. This growth in tournament play was made possible by a corresponding expansion of regular season programs supported by dedicated volunteers – and with assistance from local business partners.

In 2014, the leagues of the District worked together to offer programs for 13-16 year olds. The Junior and Senior divisions allowed kids who otherwise would have “graduated” out of Little League to continue playing for several more years. In its first year, the Palisades Park/Leonia Senior League team advanced all the way to the State Tournament. This past season, 2019, three District 6 teams played in state tournaments – two of them in girls’ softball.

In 2015, the District worked with Little League to expand its offerings of girls’ softball. By developing an inter-league regular season schedule, smaller towns who could only field one or two teams to start had opponents to play. The schedule also enhanced the experience of their players, helping these leagues to attract

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more players this past season. For the 2016 season, the District staged softball tournaments at every age level as baseball, except Senior League. By last season, every one of the 11 leagues had softball programs.

Four years ago, district tournaments were created for 7-8 year olds in softball and baseball. These coach-pitch tournaments grew out of regular season offerings in a division between teeball for their youngest players (4-6 year olds) and those in the Minor and Major divisions (ages 8-12). The proceeds of the 7-8 Year Old Coach-Pitch tournaments were given to our Challenger Division. Over four years, almost $5000 was raised.

This is just one example of how the leagues of New Jersey District 6 not only give children a place to play. They teach these kids positive values, build character, create life-long friendships and strengthen communities. By joining organizations such as the Meadowlands Chamber and working on its Nonprofit Committee, District 6 volunteers have gained invaluable insight into development strategies, organizational skills and have learned what it means to be a part of a greater community of those who seek to help others.

District 6 has benefited from the generosity of local business partners. The past few seasons, it’s programs relied on financial support from Hackensack University Medical Center, Diamond Chemical Company, EJG Sports, Morton’s The Steakhouse, Bogota Savings Bank, The River Palm Terrace, Visions Federal Credit Union, MedExpress, Babe’s Taxi, Premier Oral Surgery, Pepsi Beverage Company, Jamie Weiss Realty, Inserra Supermarkets, Procida Funding, Bank of New Jersey, ConnectOne Bank, Open Road Mazda, Stop & Shop, Zip Sprout and the Meadowlands Chamber.

For more information about District 6 and its programs, please visit: www.NJD6LL.org

MEADOWLANDS CHAMBER

NONPROFIT COMMITTEE The goal of this committee is to encourage and support area nonprofits by providing resources, guidance and visibility to connect with the business community.

FOR MORE INFORMATION

JGARAVENTE@MEADOWLANDS.ORG

(201) 939-0707

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INNOVATION & TECHNOLOGY

PSEG Customers Have The “Power In Their Hands” With New App

P

SE&G, New Jersey’s largest utility, recently announced a new mobile app for customers. The new PSE&G mobile app enables customers using Apple or Android devices to securely and easily manage their accounts when and where the customers want to be served. The new mobile app is the most recent example of PSE&G’s commitment to improving customer service through innovation and technology advancements.

“The world in which we live is driven by technology. Today, customers expect companies to do everything they can to make it easier and more convenient to do business,” said Dan Eichhorn, PSE&G’s chief customer officer. “Having information at their fingertips through apps and other technology is a way of life for an increasing number of our customers. They expect us to keep pace, anticipate their needs and provide innovative solutions.”

This new tool allows customers to make payments, compare and manage their energy use, report an outage, manage payment options and contact customer service. To get started, customers simply link their MyAccount to the new PSE&G app.

Powerful features include: • Sign on with touch/facial ID • Receive bill and payment alerts • Report outages The PSE&G mobile app is just one of PSE&G’s digital tools for customers that is helping the company to achieve its Powering Progress vision.

PSEG was recently named to CIO Magazine’s CIO 100 list for 2019 for its release of an Amazon Alexa customer service app – or “skill” – that allows customers to ask billing questions, make payments and get tips for reducing their energy usage and lowering their bills. The list commends organizations that use leading-edge IT practices to create competitive advantages, improve business processes, enable growth and improve relations with customers.

“Our inclusion on the CIO 100 list validates our efforts to use innovative approaches and new technologies to deliver superior customer service,” said Joseph Santamaria, PSEG senior vice president and chief information & digital officer. “PSE&G is excited to bring even more innovation to the energy sector - by offering each customer proactive, tailored content that is contextualized to their individual energy needs and aspirations.”

PSE&G’s website was recently updated with a completely responsive experience with simplified content that’s more useful and easier to navigate, providing a better user experience. In addition, customers can interact with PSE&G on Facebook, Twitter and now they can manage accounts and pay bills by utilizing the new mobile app and Alexa skill.

“Our industry is undergoing a digital revolution and the role of energy providers like PSE&G is evolving,” said Fred Daum, executive director, PSE&G Customer Operations. “All of these advancements are important steps in PSEG’s journey to become

the energy provider of the future – a future in which we use less energy, the energy used is cleaner and delivered as reliably as ever.

Ultimately, our customers are at the heart of everything we do.”

Public Service Electric and Gas Co. (PSE&G) is New Jersey’s oldest and largest gas and electric delivery public utility, serving three-quarters of the state’s population. PSE&G is the winner of the ReliabilityOne Award for superior electric system reliability in the Mid-Atlantic region, as well as the 2018 Outstanding Customer Reliability Experience Award. PSE&G is a subsidiary of Public Service Enterprise Group Inc. (PSEG) (NYSE:PEG), a diversified energy company. PSEG has been named to the Dow Jones Sustainability Index for North America for 12 consecutive years. For more information, visit: pseg.com

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Filing the Big T

Tips to optimize your individual tax return

W

Analyze your withholding and if you need to adjust

ith so many intricacies and newly implemented policies, filing taxes isn’t the easiest thing.

The biggest hassle is getting organized. As you receive W9s and other tax forms you will want to start combining all the necessary paperwork in one file. Once organized, you will want to assess your year and the changes you made (different home, life events like a job or family change etc.) to determine your filing status and best deduction strategy. And while there are software programs and accountants to aid you in the filing process, there are a few things you will want to consider to put you in the best position for the highest return.

The Tax Cuts and Jobs Act of 2017 enacted larger standard deductions, capped state and local tax deductions at $10,000, doubled estate tax exemptions, put new limits on the deductibility of home equity debt and changed the tax brackets.

Because the changes were so significant, you will want to assess your current withholding amount. The IRS withholding calculator on IRS.gov can help compute what the most accurate withholding should be for you in your situation. To adjust your withholding, there is a W4 Withholding Allowance Certificate you can submit to your employer.

Contributing to your IRA

Bunching deductions and maximizing itemization

You will have up until April 15, 2020 to contribute to an IRA for the 2019 tax year, so you may want to consider increasing your contributions to reach the maximum ($6,000) for the year, as the money you put in this account reduces your taxable income for the year — which reduces your tax bill. If you can’t afford to reach the maximum, every little bit does help and you should try to at least contribute to the amount that will be matched by your employer.

Health Savings Account

Consider taking advantage of Health Savings Accounts (HSAs) with your health insurance plan. It could allow you to put away pretax contributions for qualified medical expenses your insurance doesn’t cover. Because these are pre-tax dollars, they are not subject for you to pay tax on them as they are subtracted from your pay before withholding taxes are calculated. And, you don’t have to spend all the funds in your account in that particular year.

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The Tax Cuts and Jobs Act of 2017 made it harder to itemize by raising the thresholds, so you may want to consider lumping deductible expenses into the same calendar year — like lining up charity donations, paying a property tax bill early, settling a big medical bill or prepaying January’s mortgage payment to fit into the same tax year.

For self-employed individuals, you will want to assess what could be written off and what has changed with this. For example, the eligibility rules for claiming a home office deduction have been loosened to allow people who don’t have an official place for their business to claim home office space if it was issued for administrative or management activities – even if they don’t have client meetings there.

Kimberly Quevedo is a freelance writer and a marketing and sales representative in the media industry. She loves to share information and stories to help and motivate others in their everyday lives.

Business Taxes in 2019 Credits and deductions to keep in mind

R

inging in the new year for many means a seemingly fresh start —with resolutions, goals and projections for the new year. But for businesses that have a calendar year-end, it also means it is almost time to file taxes. The preparation of tax documents, gathering of receipts and forms and setting up a timeline for filing has begun.

While there are apps and programs that can aid in organizing expenses throughout the year and in filing, it is still a complex process. Your business size, structure and the year (annual or fiscal) you elected will introduce variables. But, nonetheless, maximizing credits and deductions are a must.

While filing, businesses should keep in mind these potential credits and deductions — and calculate or acquire the necessary forms ahead of time to make for a more efficient tax filing process.

Home office deductions

The eligibility rules for claiming a home office deduction have been loosened with the Tax Cuts and Jobs Act of 2017. If the space is used for administrative or management activities – even if client meetings are not conducted there – it can be claimed as a home office space. To claim this deduction, there is a simplified method – which makes the calculation and record-keeping requirements easier – and then there is the regular method.

The amount of deductible expenses is determined by multiplying the allowable square footage (up to 300 sq. ft.) by the prescribed rate of $5. Daycare service businesses follow a different formula that can be found at IRS.gov.

If you have a larger home office and higher expenses, you might benefit from sticking with the regular method of determining 20

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the home office deduction. This accounts for your mortage or rent, utilities and insurance.

Car expense deductions

Additionally, businesses that use their car or vehicle can deduct the expense of operating the vehicle (like gas, oil, tolls, insurance and repairs) on their taxes. There are two types available: the standard mileage rate or by the actual car expenses. If you want to use the standard mileage rate method, you must do so in the first year that the car is used for business. you use your car for business. Thus after, you can change to either method.

Credit for employer-paid family and medical leave

There is a tax credit for employers who provide paid family and medical leave to their employees up through December 31, 2019.

The credit is equal to a percentage of wages the employer paid to the qualifying employees while on family leave. To take advantage of this credit, an employer must have a written policy in place that includes at least two weeks of paid family and medical leave to all full-time employees and the paid leave must not be less than 50% of the wages normally paid to the employee.

According to the IRS, paid leave allowed under an employer’s short-term disability program may be characterized as family and medical leave if it meets the requirements under the law.

Credit for property expenses with Section 179

Small businesses can opt to deduct certain property expenses

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(which can apply to anything an owner may need to run a business — from equipment or machinery to physical property) in the year it began using the property. The Tax Cuts and Job Act of 2017 increased the expense deduction from $500,000 to $1 million.

Kimberly Quevedo is a freelance writer and a marketing and sales representative in the media industry. She loves to share information and stories to help and motivate others in their everyday lives.

Healthcare tax credit

Your business qualifies for the Healthcare Tax Credit if it has fewer than 25 full-time equivalent employees, the average employee salary is around $55,000 or below, the business pays 50 percent of your full-time employees’ premium costs and you offer a Small Business Health Options Program (SHOP) to all full-time employees. The credit is offered on a sliding scale, so the amount you receive is determined by the size of your business — and you can even carry the credit back or forward to other tax years.

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21

Kristin Hyman, Chief of EMS for Hudson Regional Hospital teaches CPR to residents at the Secaucus Street Fair in June 2019.

Hudson Regional Hospital Addresses Community’s Health Needs Through Extensive Capital Improvement Campaign Staff size doubles; $8 million in facility investments; now 100% in-network

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wo years after Yan Moshe took ownership of Hudson Regional Hospital, his vision for its organizational, staff and capital improvements have transformed the former Meadowlands Hospital from a failing entity into a trusted worldclass health facility designed to support the physical, mental and emotional well-being of its surrounding community.

While the 2010’s saw hospitals merging and acquiring into multi-county conglomerate corporations, Hudson Regional Hospital stands alone as New Jersey’s only free-standing privately-owned hospital, a business model that has allowed it to improve and expand its on-site practices, acquire state-of-theart equipment and secure collaborations with other healthcare leaders.

Mr. Moshe’s agreement with the state when he took over the facility in 2017 required him to invest $5 million over his first three years, but he has already enhanced the patient experience with $8 million in renovations that are apparent as soon as you step into a main entrance that more-closely resembles an upscale hotel than a hospital.

In March of 2019 Hudson Regional Hospital opened its Institute of Robotic Surgery allowing its associated practitioners to offer their patients the most advanced treatment options through the use of minimally-invasive tools including the ExcelsiusGPS, the Da Vinci XI, the Mazor Robotic Guidance System, the Stryker Mako, the Mazor X Stealth™ and the O-arm™ intraoperative 2D/3D imaging system. Doctors are reporting that these procedures are requiring less overnight stays for their patients, less opioids for pain management, quicker and easier recovery periods and return to baseline function.

Further capital improvements included the addition of an on-site pharmacy, a redesign of the emergency room to include

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more private areas as well as special treatment areas for geriatric and pediatric patients. Improvements like these have continued throughout the facility in all patient rooms and practice areas, including its maternity ward.

“In many instances, these are things that are not only new to Hudson Regional Hospital, they are new to any hospital in the region,” said Dr. Nizar Kifaieh, MD, MBA, CPE, FACEP, President and CEO of Hudson Regional Hospital. “By creating a new style of business plan for a hospital, we have advanced care across our specialties in profound ways.”

Hudson Regional Hospital’s business model responds to the busy lifestyles of its patients, providing access to multiple practices, services and advanced technology in one place. In March of 2019, it acquired a Hitachi Oasis 1.2T High Field Open MRI making it the only hospital in New Jersey offering an option for claustrophobic patients that is in-network for most patients with health insurance.

Patients in Secaucus and the greater Hudson County area have embraced Hudson Regional Hospital as their healthcare facility of choice; the number of patients served increased dramatically from 2017 to 2019 by 61%, in part because it has removed barriers to healthcare for 95% of New Jersey residents through in-network status for all major insurance providers.

Both headcount and patients served are expected to continue to rise as the facility continues to expand its services.

Hudson Regional Hospital has hosted several job fairs, recruiting and providing training to advance the aspirations of local residents and support the important work of its top-tier, credentialed practitioners and surgeons from throughout the New York Metro. Its medical staff more than doubled from 295 to 602 over the two years with new positions including its

patient liaison team that has helped improve care throughout the hospital.

Integral to Hudson Regional Hospital’s business model is an aggressive multi-layered community outreach program with touch points directly to local residents and through relationships with elected and civic leaders in Secaucus and in the surrounding counties and municipalities in Hudson, Bergen and Passaic County.

In 2019 Hudson Regional Hospital’s EMT department joined the national File of Life emergency medical information card program to improve first responder-patient communications with Secaucus residents.* Its staff then created a series of signup events at senior citizen and community centers, the library, places of worship and the Secaucus Street Fair, registering hundreds of residents to date. It has also funded 40,000 Meals on Wheels deliveries in Hudson County throughout the hospital’s two-year tenure.

In November of 2019, Hudson Regional Hospital’s Foundation donated 100 turkeys to Secaucus residents and 300 turkeys to Hudson Regional Hospital staff. Its $9,600 donation was complemented by fresh mozzarella donated by Secaucus and the fixins donated by Walmart in Secaucus.

Its robust Community Giving Campaign supported the Secaucus Youth Alliance and the Secaucus Emergency Fund in December 2019 with $5,000 donations to each organization to ensure a happy and safe holiday for residents in need. The Community Giving Campaign began in December of 2018 with a $36,000 payment to complete all sales on layaway items at the HomeGoods in Harmon Meadow, $10,000 to support the programs and services at the Secaucus Youth Alliance and $9,000 in Meadowlands YMCA daycare scholarships for needy families.

Hudson Regional Hospital’s professional staff conduct free screenings throughout the year that are open to all Hudson, Bergen and Passaic County residents regardless of insurance status. At its Breast Cancer Awareness Brunch held in October, 30 women were screened. All participants received scripts for mammograms and some received scripts for ultrasound and sonograms. All the women scheduled their follow up appointments with Hudson Regional Hospital’s OB/GYN and radiology departments.

Its staff conducts free classes on prenatal health, CPR, active shooter survival, stroke awareness and managing diabetes – and the Hospital has partnered with the Meadowlands Area YMCA to offer periodic health screenings for chronic diseases, including diabetes.

The Hospital also hosts a free family fun day each summer providing games and activities for the kids and various health screenings for all visitors.

“This is just the beginning – we strive to continue to innovate so that we can respond to the community’s medical needs in profound and meaningful ways,” said Dr. Kifaieh.

For more information about Hudson Regional Hospital and its free community programs and services, visit www. hudsonregionalhospital.com or call 201.392.3100. *Hudson Regional Hospital’s Emergency Response Team’s geographic area covers the Township of Secaucus but the hospital welcomes patients from any municipality in New Jersey.

About Hudson Regional Hospital

Hudson Regional Hospital is a new community hospital located in Secaucus. They are fully in-network with all major insurance carriers. Hudson Regional Hospital’s mission is to build a healthier community by providing exceptional care for all Tri-State Area residents through significant investments in new technology, facility improvements and acquiring the top doctors and surgeons in the world. They recently established the Institute of Robotic Surgery which gives patients access to the most advanced robotic technologies right in Hudson County. The hospital has purchased the Da Vinci XI Robotic System, Mako robotic system, ExcelsiusGPS and the Mazor Robotic Guidance System.

Hudson Regional Hospital’s ER team provides aroundthe-clock comprehensive emergency care services that include short wait times, EMS/Ambulance On-Site 24/7, a fully equipped EMS Lounge, 24/7 access to specialty physicians and a multi-lingual staff.

Hudson Regional Hospital staff including Kristin Hyman, Chief of EMS, held an event at Hudson Regional Hospital in March 2019 to sign Secaucus residents up for File of Life, a national emergency medical information card program to improve First Responder-patient communications.

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LESSONS IN LEADERSHIP

Directors of Operations The key functions of an operational manager

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here is much discussion and debate about how much a leader (whether a CEO or not) needs to be involved in the day to day operations of his or her organization. Being an engaged leader is essential – but that is not the same as being involved in every minute detail of organizational life to the extent where the leader is driving, pushing or directing so much of what is going on that members of the team simply wait to be told what to do.

The question that those of us in leadership positions have to ask is: When do we need someone in between us and those on the front lines? You can call it a buffer, a chief operating officer or a director of operations. It doesn’t really matter what you call it but it is a top level professional whose job it is to manage the day-today functions and activities of the staff members on your team. While this person clearly needs to have certain leadership skills, he or she is not the CEO or the visionary leader who must be thinking and planning about the future of the organization several years down the road.

While the CEO is building external relationships and representing the organization’s brand to a variety of key stakeholders, the job of the organization’s dayto-day operational manager includes the following critical functions, which often require superior communication and leadership skills: Follow up and follow through Following up and following through on important project deadlines and assignments ensures that staff members are staying on track. It would be great if every team member were so motivated that they didn’t need someone monitoring their progress but that’s just not realistic.

The director of operations can touch base in the following fashion; “How are 24

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you doing on the Johnson Project, Bob? I know it is due to the boss by end of day Thursday. Let’s talk through where you are on the project and identify any areas where I can help.” Doing this will determine if Bob has even begun work on the Johnson project and will also communicate the message loud and clear that the so-called buffer between him and the CEO is there to keep him focused.

Communicator-in-chief Another critical function is for the head of operations to keep the organizational leader up to date on where important projects stand. So, if Bob is in fact behind or doing a bang up job, that information gets passed along to the CEO. Further, if the problem persists, it is the job of this all-important manager to recommend that Bob get some special coaching or possibly be reprimanded for poor performance.

Messenger The director of operations also can play a critical role in filtering information from team members to the organizational leader. This is a tricky area because even though it is important for the CEO to have access to important data, he or she can be overwhelmed with too much information.

However, if this operational leader filters out or edits critically important information – because of a personal agenda that goes against the organization’s larger February 2020

goals –this can be a serious problem. That is why it is absolutely essential that the CEO and the director of operations have tremendous trust and share a mutual bond about the organization’s strategic goals and objectives.

Coach and mentor The director of operations must be prepared to confront team members who need to be confronted for a variety of reasons such as poor performance, poor attitude or a lack of commitment to the organization. Then, they need to provide specific and concrete feedback, which includes being a coach and mentor to the employee. This uniquely qualified professional cannot be afraid to be unpopular in certain circumstances.

Steve Adubato Ph.D., is the author of numerous books including his latest, “You Are the Brand”, and his upcoming book, “Lessons in Leadership”. He is also an Emmy Award-winning anchor on Thirteen/WNET (PBS) and NJTV (PBS) who regularly appears on CNN, FOX News and NBC’s Today Show. Steve also provides executive leadership coaching and seminars for a variety of corporations and organizations both regionally and nationally.

To read more Lessons in Leadership visit www.Stand-Deliver.com. Follow Steve on Twitter @SteveAdubato and Facebook @SteveAdubatoPhD.

Weekends Also on

INNOVATION & TECHNOLOGY

Help Desk or Service Desk Is there really any difference?

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s there a difference between a help desk and a service desk? This is a hot topic in the IT world, and many have an opinion they feel strongly about. Google “help desk vs. service desk” and read through any of the 1,080,000,000 results provided.

Before we answer the question, however, we need to discuss a related tool, the trouble ticket system. A trouble ticket system is an application used to track the detection, reporting and resolution of an issue, outage or request. A trouble ticket (TT) is the actual issue, outage or request being tracked. Most trouble ticket systems provide tracking of the TT throughout its lifecycle, from the time it’s opened until the time it’s closed and the issue is resolved. It allows for adding notes so the issue can be described and the resolution added.

The help desk is actually a function, which uses a TT System.

It is the people, processes and tool(s) established to provide support and/or respond to issues happening within and organization or to support external customers with issues they may have with vendor applications or services. The goal of the help desk is tactical and is focused on resolving end-users’ (or customers’) issues in a timely fashion. The help desk is reactive in nature and has an expectation of resolving issues efficiently.

The service desk is a collection of functions, preferably consolidated into a single application. The service desk contains the help desk function and utilizes the TT system within. It provides tactical capabilities, including service request (incoming requests from the consumers of the service being provided) and incident management (rapid response and remediation to anything that is having or could have an impact on the business). However, the service desk also provides many additional capabilities which go beyond the functionality of a help desk, such as:

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Problem management: Supports the identification and remediation recommendations of the root cause(s) of incidents. It provides workaround procedures to be used until recommendations can be turned into formal change requests for approval and eventually implemented.

Configuration management: Tracking of “configuration items” (CIs) for items that have configuration attributes associated with them, such as servers, desktops, laptops, applications, databases, network devices.

Change management: Tracking of change requests against CIs with associated approvals and instrumented change management process. The change management capability includes the ‘forward schedule of change’ and any identified risks associated with the proposed change, a backout plan if the change proves to be disruptive and other capabilities tied to a strong change management process.

Asset management: Provides inventory and asset control of company IT assets along with all the valuable asset information a company needs to track assets from the beginning of the asset lifecycle (request, purchase, receive, deployment), right through asset decommission and disposal.

Service catalog: Provides for the creation of service definitions available through the IT organization and, optionally, other company services offered by other departments within the organization. This topic may require a future article on how companies are successfully using their service desk as a “store front” for all services internally to the organization.

Service level management: Allows organizations to establish service contracts, setup and track service level agreements (SLAs), establish internal operation level objectives (OLOs) or operation level agreements (OLAs) and many other activities around service definitions and service management.

There are many other functions a fully functional service desk can provide, such as release management, vendor management, software asset management, software license tracking, contract management, partner management and many others. My hope is that you see the value of having a consolidated service desk. As your organization grows, you’ll want your help desk function to also grow and mature as it takes on more services and begins to view itself as a service provider to the rest of the organization.

Currently, I’m fortunate to be working with some of the latest technology advancements in the service desk area including built-in data analytics, machine learning, smart agents, intelligent selfservice, container technology, codeless configuration and social collaboration. Where this technology is headed is very exciting. If you’re considering moving from a typical TT System (open, track and close), consider moving to a consolidated service desk and transform your help desk function into a service-oriented service desk and more.

If you are interested in learning more about the values of a consolidated Service Desk, please send an email to info@ Solutions3LLC.com with the subject: service desk or help desk.

Mike Battistella is the President of Solutions3 LLC, an IT management company focusing on IT service management, cyber security management, network & systems management, critical notification management and technical & soft skill training.

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A Viral Lesson in Business Continuity What American businesses can learn from the Coronavirus outbreak

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mid concerns over the recent Coronavirus outbreak in mainland China, businesses around the world— especially those who rely on the financial hub as central to their operations — are beginning to implement various precautionary measures to quell the disease’s spread. Many large franchises have temporarily closed their locations in China, impeding business as usual in order to protect the health of their employees, whereas other companies are taking action within the borders of their own countries: Canadian insurer Sun Life Financial Inc., for instance, has confined employees who recently returned from mainland China to remote work. Corporations like Goldman Sachs and UBS Group AG have even restricted travel to the region altogether.

The Coronavirus’s implications to the business world have proven immense; and on a broader scale, a lot can be learned from its potential repercussions on company operations, as well as the American economy.

Maintaining business continuity in emergency situations

The results of an outbreak in a place as physically distant and financially integral to the American economy as China clearly demonstrate the importance of businesses having continuity plans in case of emergency. As this disease spreads and more major economic hubs become affected — just like Hong Kong has recently tightened its borders in the Coronavirus’s wake — many businesses are about to see notable decreases in productivity and communication.

These effects, however, don’t need to be catastrophic: they can be curtailed by taking the appropriate amount of time to plan ahead and create systems of prevention and recovery in the event of a threat to company operations. One obvious way of accomplishing this is through devising a comprehensive Business Continuity Plan (BCP).

As a great potential case study, Enterprise Singapore’s Guide on Business Planning specifically for the novel Coronavirus outlines some key points to evaluate regarding the threat and prevention of infection. These include assigning employees to separate teams in 28

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February 2020

charge of different tasks to reduce the risk of cross contamination and bacterial spread, figuring out how to maintain communications with relevant stakeholders and establishing alternative suppliers and alternate delivery information in the event of travel restrictions or quarantine.

Though Singapore’s closer proximity to mainland China makes some of these suggested policies more extreme than may be necessary in the United States, Enterprise Singapore’s BCP exemplifies how preventative measures against the Coronavirus can be enacted internally, within the walls of your own office space — businesses need not try to extend control overseas to neutralize the threat of infection.

Evidently, there are myriad potential deliberations that should go into planning for business-jeopardizing disasters. If you still don’t know where to start, here’s a rough outline from Investopedia for a successful BCP: • Identify potential risks.

• Determine how those risks might affect operations.

• Brainstorm and implement procedures to mitigate those risks.

• Test to make sure those procedures work.

• Review and revise procedures to ensure their relevance.

These considerations might be enhanced by obtaining input from multiple people — perhaps through creating a team dedicated to company threat prevention — and collectively considering all their implications. Though planning comprehensive BCPs entails a thorough process, in unique situations such as the Coronavirus outbreak, having an effective one in place can mean the difference between fast recovery and equally-as-fast catastrophe.

Basic hygienic office practices

People don’t pay nearly as much attention to something as cyclical as flu season as they do to the Coronavirus — which is currently dominating news headlines on a global scale. Despite Corona’s literal and figurative virality, however, the flu poses an arguably deadlier threat; the CDC estimates there have been about

10,000-25,000 flu-related deaths in the past four months alone, whereas there have only been a handful of non-deadly U.S. cases of Corona so far. But out of the slew of media attention on the Coronavirus has risen one potential good: the emphasis on elevating basic hygienic office practices in general — which can prevent both the flu and the notorious virus from being contracted and spreading.

The CDC’s recommendations regarding preventative measures against the Coronavirus are applicable to the prevention of the flu as well, considering that both are respiratory viruses. These measures can seem almost banally simple: make sure employees know to wash their hands regularly and avoid touching their faces, that those with coughs and runny noses wear face masks and avoid densely populated areas. But because of their simplicity, they’re often overlooked — which makes any added attention they can get absolutely crucial.

Moreover, aside from individual cleanliness and precaution, disease prevention can also be made a group effort: Enterprise Singapore’s aforementioned BCP, for example, suggests that companies appoint “flu managers” as resident health officials in the office, who keep coworkers informed about viral diseases and are prepared to support the execution of “incident response measures.”

Fears over the novel Coronavirus are demonstrating how imperative basic hygiene is in maintaining good health. By perceiving deadly infection as a looming sort of threat, businesses should feel far more compelled to ensure their offices are clean, hygienic spaces. Acting like this year-round and in the years to come would hopefully make everyone less sick, every season.

Reliance on one market for manufacturing and selling As New York Times reporter Alexandra Stevenson so aptly put it, “China has become an essential part of the modern global industrial machine. It alone accounts for roughly one-sixth of global economic output, and is the world’s largest manufacturer.”

Mass hysteria around the novel Coronavirus has made America’s over reliance on the Chinese economy all the more apparent.

The country’s enormous consumer culture, the skill of its workers and the ingenuity of its transportation has made it a prominent hub for businesses worldwide. But widespread focus on China as a locus for manufacturing and trade has proven a significant disadvantage in the wake of Coronavirus concerns. Apple, for example, is foreseeing significant decreases in their production and is currently searching for alternative sup-

pliers. Chinese assembly plants belonging to Ford and Toyota have been idled and, as mentioned before, many Western franchises are closing their Chinese branches.

At the moment, it’s uncertain how these businesses will recover from the blows they’ve been suffering as a result of China’s Coronavirus outbreak. Still, one thing remains clear: many American businesses depend on China for the success of their operations — so much so that one health concern overseas seems to have the potential to significantly compromise their internal structures.

Perhaps diversifying business connections and decentralizing operations — as well as implementing emergency alternative measures — are in order: perhaps this outbreak is a sign that American companies regaining some financial and operational independence from China is long overdue.

Looking ahead

As more information about the novel

Coronavirus is made available to the public, it’s important to avoid letting mass hysteria and disease hijack the efficiency of American business. Many lessons can be learned from the world’s reaction to Corona, and it’s crucial to take those lessons and translate them into precaution over reaction.

Continue to monitor news relating to the coronavirus — being especially wary of sources of information that attempt to stoke mass hysteria and gain clicks through misleading headlines. When necessary, understand that you have the power to act accordingly and avoid transforming your office into a hub of paranoia and viral infection.

Cailin Lansang is a Digital Media Intern for Meadowlands Media. She is currently a senior at Bergen County Technical High School in Teterboro, majoring in Digital Media, and will be attending Columbia University this fall as a prospective English major.

She can be contacted at cailin.lansang@ yahoo.com.

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Attracting Gen Z Employees How to future proof your workplace for the new workforce

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s more and more members of Generation Z (colloquially known as Gen Z’ers or Zoomers) enter the workforce, many companies are bracing themselves for the inevitable tide of change that will follow. Born between the late 1990s and early 2000s, this generation has barely known an era devoid of technology, which explains why the cultural difference between them and other generations is so substantial. That difference might make recruiting Gen Z employees seem like an impossibly complex endeavor — wrought with new considerations and nuances regarding optimal employee benefits and company cultures.

At first glance, the implications of this generational shift can be overwhelming. As a Zoomer myself, allow me to demystify. Here are a few of the things that Gen Z tends to be looking for in a workplace:

Work-life balance

At the top of the list of existing Zoomer buzz is probably our prioritization of a healthy work-life balance. Indeed, this generation’s entire outlook on employment has shifted in the past few years: instead of viewing work as the end-all be-all, we’ve come to recognize it as more of a means to an end.

Ever the nonconformists, we refuse to mold our lifestyles to accommodate our jobs because we believe that the latter should merely sustain the former — not the other way around. Naturally, that means we’re on the lookout for companies that recognize the importance of this dynamic. Flexible hours, remote work opportunities and increased or unlimited vacation days are all major markers of such recognition. These options clearly acknowledge that our personal lives precede the professional, and in turn, convey that we’ll be valued not only as employees, but as people at a certain company.

Healthcare: mental and physical

On the note of being valued on a personal level, another important factor we take into consideration are the healthcare options that employers have to offer. Specifically, we tend to value plans that take holistic approaches to personal wellbeing.

Having grown up alongside the gradual destigmatization of mental illness, it’s not surprising that we’re entering the workforce with the expectation that our mental health will be valued just as much as our physical. And there’s reason for that too: according to 30

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the American Psychological Association, more than 9 out of 10 Gen Z adults report that stress has impeded their physical or emotional wellbeing. This means that we need companies to go beyond superficial mindfulness workshops and free Headspace subscriptions: we want adequate mental health provider networks with reasonably sized waitlists, insurance coverage on therapy, workplaces that implement collaborative care models and plans that integrate technology into healthcare.

When it comes to matching Gen Z’s aggregate health concerns, traditional physically-oriented healthcare options may no longer suffice.

Social commitment

Gen Z is shaping up to be one of the most socially conscious generations in the world. The advent of the internet has made both national and global information far more accessible than it has been in generations prior: on our social media feeds alone, we’re inundated by news of societal crisis upon crisis — which results in our overwhelming desire to take action. Activism and volunteerism have become integral parts of the Zoomer agenda, just as they’ve become main concerns in our search for employment.

Whether it’s through community outreach initiatives, corporate social responsibility programs, sustainable business practices or employer-sponsored volunteerism, companies that make clear their commitment to some social cause are not only commendable in their efforts to positively affect change — they’re far more likely to get the Gen Z stamp of approval in the process.

Student loan debt repayment options

The cost of education has skyrocketed in the 21st century — and with more and more young people having to pursue higher postsecondary degrees to merely qualify as job candidates, the student loan debt crisis is worse than ever.

According to Forbes, the cumulative cost of student loan debt was valued at a whopping $1.5 trillion in 2019 (now $1.6 trillion and growing, according to the Student Debt Crisis organization).

Consequently, as CNBC reports, more than 80% of workers with student loans would value companies that offered student loan debt repayment options — but only 4% of companies do.

Including student debt repayment or even financial counseling

as part of benefits packages wouldn’t only appeal to Zoomers with exorbitant tuition bills; it would put your company at a significant competitive advantage above those who don’t yet realize the value of such aid.

Diversity efforts

Gen Z is the most racially and ethnically diverse generation the United States has ever seen. As previously established, we’re also an extremely socially conscious generation, so you can bet that we’ll be acutely aware of the environments we place ourselves in.

In a survey by Pew Research Center, 62% of Zoomers saw increased diversity as good for society. The same can be said about our ideal workplace: according to a 2019 survey administered by Yello, 86% of Gen Z respondents agreed that a potential employer’s commitment to diversity would be an important factor in their decision to accept a job with them.

Undeniably, Gen Z sees diversity as crucial to a healthy and welcoming company culture; in that same Yello survey, for example, equal pay was seen by Zoomers as a natural consequence of increased diversity in the workplace. Companies that respect and ask for people’s pronouns, recruit at colleges with diverse student bodies and place underrepresented people in positions of leadership are all appealing to prospective Gen Z employees. We’re also more likely than other generations to appreciate maternity and paternity benefits, company partnerships with student and professional diversity organizations, and written statements of commitment to diversity.

If you feel like your own company may be lacking in these areas, one of the first things you can do is open up the conversation about inclusion in the workplace. Companies might even find it beneficial to regularly hold workshops and start conversations regarding marginalized groups in the indus-

try. Not only would this strategy help attract Gen Z employees – it would also help foster a safer work environment for every race, gender and sexuality across generations.

Willingness to change, collaborate and converse

Gen Z arguably values demographic diversity as much as it does diversity of ideas.

This includes a company environment that’s conducive to collective improvement – one that allows for ample collaboration between employers and employees, and is willing to change in accordance with suggestions. Companies that are stubborn in their outdated techfree business practices are big red flags in our mental notification centers; with Zoomer brains updating and refreshing at faster paces than ever, we need businesses to match our speed in terms of innovation and productivity.

As with fostering diversity, one of the best ways a company can convey its willingness to change is by encouraging open conversation. For many of us out there, Gen Z’s induction to the workplace will entail limited to no job experience. But that doesn’t mean we won’t want mentors instead of bosses, and friends instead of coworkers. Even though we’re up-and-coming employees, we aren’t looking to be given one-sided commands; we’re looking for reciprocal conversation.

Despite — or perhaps even because of — how technologically immersed we are, Zoomers seem to value face-to-face interaction all the more. We want to learn from our experiences, so we’re more than willing to hear the voices of and develop relationships with those more experienced than us. We’re looking to take advantage of valuable resources like worker development initiatives and mentorship programs that equip us with the tools we’ll need to advance in our future professions.

Conversely, we value companies that are willing to take our suggestions too: the

store that still does their spreadsheets on paper or their advertising independent of social media must be willing to evolve with the times and consider younger advice. Allowing us opportunities to offer technological and creative input on the job ensures that companies don’t put themselves at a severe disadvantage — both to prospective Zoomer employees and to their modern competitors.

Above all: personalize, personalize, personalize!

While brainstorming strategies that will make your company appeal to emerging workers in an increasingly competitive job market, it’s important to remember that there’s no one-size-fits-all solution to effectively herding in a whole generation whose values differ from yours.

Gen Z is by no means a monolith: as mentioned before, we’re the most diverse generation yet and we value companies that recognize, respect and take steps to foster that diversity. With that in mind, one of the best things you can do as a company is offer personalizable package options to prospective employees. As a generation already inundated by choice in all aspects of our lives, Zoomers will definitely value the option of personalizing the benefits we receive from a company to suit our individual needs.

A welcoming workplace

While this list of strategies may seem as daunting as my generation’s actual entry into the workplace, it’s important to remember that Zoomers aren’t a species entirely separate from older age groups. We certainly have our differences but at the end of the day we’re just people looking to be understood.

One of the overall trends we can see among Gen Z employees is their desire to humanize the workplace, and their expectation that companies meet them in their humanity. If you’re willing to do just that — to orient benefits towards personal and societal wellbeing with an emphasis on employee diversity and individuality — you’re all the more closer to riding out the tide of change that has the potential to make the workplace a more diverse, collaborative, welcoming environment for everyone it inhabits.

Cailin Lansang is a Digital Media Intern for Meadowlands Media. She is currently a senior at Bergen County Technical High School in Teterboro, majoring in Digital Media, and will be attending Columbia University this fall as a prospective English major.

She can be contacted at cailin.lansang@ yahoo.com. meadowlandsmedia.com

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PERSONAL FINANCE

Personal Finance Tips For Young Adults

T

o young adults who’ve just started their careers and have a plethora of bills and student loans to pay, it may seem like the future is interminably paved with heaps of couch change and cups of ramen; the phrase “managing your finances” can have an especially daunting ring to it — especially when you don’t even know where to start.

To help you leave all of your archetypal “broke college student” days far behind, here are a couple basic tips to make financing your ideal lifestyle more manageable:

Create a financial plan for yourself One of the easiest things you can do as a young adult is to create a financial plan and stick with it. This allows you to clearly keep track of your financial goals, ensuring that you budget accordingly and minimize unnecessary overspending. There are five basic steps to creating an efficient, effective financial plan: 1. Determine your current financial situation. As part of this first step, you may find it beneficial to make a list of items that relate to your finances. These can include your current savings and investments, monthly income and expenses, and debts.

2. Develop your financial goals. After compiling your important financial information, start to think about

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what you’d like to be able to do with your money. Is it more important for you to spend now, or save for later?

What standards of living would you like to attain with your wealth? Writing out clear, articulate goals for you to consciously strive towards gives you all the more motivation to work as hard as you can for your money.

When developing financial goals, consider using the SMART goal format: make sure you’re looking to accomplish Specific, Measurable, Achievable, Relevant and Time-bound objectives that set you up for success.

3. Identify your options. Based on your goals and your situation, you can either continue saving the way that you’ve been saving, expand the amount that you’re willing to save in order to attain your financial goals, change your current savings plan or try something completely new.

4. Evaluate your alternatives. Consider the risks and consequences of each decision you make, remaining aware of all sources of financial information available to you and taking advantage of them to the fullest extent.

5. Create and use your financial plan for action. This step is rather self explanatory; put simply, it comes down to just doing it.

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Don’t forget to review and revise your plan. Obviously, as time goes on, your circumstances, finances, and needs will change. Therefore, you must realize and ensure that your financial plans are flexible so that you can adjust accordingly when the time comes.

Start building your own credit Since credit can have drastic implications on your standard of living — either opening or closing the door to certain auto loans, business loans, places you can live and even jobs you can have — this step is absolutely crucial. Building and maintaining good credit is certainly not an endeavor that should be overlooked; actively keep track of your credit score by checking it periodically.

(But be wary, because sometimes even this can cost money!) If possible, utilize reliable services that allow you to look at your credit score free of charge.

Other than merely checking your credit score, one of the most obvious ways of building good credit is opening up your own credit card. Ideally, this happens as early as possible — once you turn 18 years old — but if you don’t already have a credit card, now would be a great time to apply for one. Do the appropriate research on the bank or organization you’d like to open up a card with, taking note of interest and annual percentage rates, required minimum payments, cashback opportunities and related fees. Compare all your options evenly; don’t impulsively compromise for something as important as your finances.

Live within your means Once you do open up a credit card with an organization that’s right for you, it can be easy to give in to the impulse to overspend.

Such a small piece of plastic can make your wallet seem dangerously bottomless so it’s important to always be aware of what money you do have readily available.

Remember that while credit cards are an excellent way to build good credit, they are not a means of overextending finances to afford lavish luxuries that you can’t realistically afford.

If possible, only charge menial and specific expenses — like gas and coffee — to your credit card. A good rule of thumb is to never accrue a balance that’s over 30% of your credit limit. This will ensure that 34

your balance remains manageable, and that you can pay off your credit before the billing cycle ends and interest rates kick in, optimizing the amount of money you can save.

Don’t wait to save and invest As you’ve probably heard from the popular 50/30/20 rule, you should be saving about 20% of every paycheck into retirement savings, as well as your own type of emergency fund. It’s never too early to start saving for retirement with options such as individual retirement accounts (IRAs).

If you deem it necessary, you could specifically ask your employer to divert a percentage of your earnings into a separate automatic savings account — which could take the form of a 401(k), a brokerage account or a high yield savings account — so that you aren’t tempted to tap into those funds in the present. You should also consider investing a small percentage of your money into stocks or stock mutual funds. Getting started on investing as soon as possible is a great way to take advantage of compound interest rates and can make a world of difference — as in the gap between $400,000 and $1 million — overtime.

Of course, understand that while investing can entail a high level of return, it also entails a high level of risk. Even still, you don’t want to wait until you’re older to start investing; get started now while time is

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Make your money work for you At the end of the day, money doesn’t amount to the value of our lives; it’s only a tool with which we can afford the finer things that comprise it. Optimizing the amount of money you save and spend won’t necessarily serve as an all-encompassing solution to your problems — but with the help of some of these tips, hopefully you can spend less time worrying about the cost of your present and future lifestyle, and dedicate more energy and focus into the other things that matter most.

Cailin Lansang is a Digital Media Intern for Meadowlands Media. She is currently a senior at Bergen County Technical High School in Teterboro, majoring in Digital Media, and will be attending Columbia University this fall as a prospective English major. She can be contacted at cailin. lansang@yahoo.com.

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After saving and investing appropriately, you can designate the rest of your paycheck as immediate spending money, which you can use to pay off your first priorities (which should be bills and loans) and afford secondary wants. The aforementioned 50/30/20 rule dictates that you split 50% of your paycheck for the former and 30% for the latter.

February 2020

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AVE CLIFTON Clifton 973.859.3200 Best Western Premier NYC Gateway Hotel North Bergen (201) 758-5770 Courtyard by Marriott Edgewater 201-945-5440 Courtyard by Marriott Lyndhurst (201) 896-6666 Courtyard by Marriott Secaucus (201) 617-8888 Courtyard by Marriott Wayne/Fairfield (973) 646-3377 Crowne Plaza Saddle Brook (201) 880-5952 Econo Lodge Carlstadt (201) 935-4600

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Fairfield Inn By Marriott East Rutherford (201) 507-5222 Fairfield Inn By Marriott North Bergen (201) 272-6600 Hampton Inn Carlstadt (201) 935-9000 Hilton Garden Inn Secaucus (201) 864-1400 Hilton Hasbrouck Heights Hasbrouck Heights (201) 288-6100 Hilton Meadowlands East Rutherford (201) 896-0500 Holiday Inn Hasbrouck Heights Hasbrouck Heights (201) 288-9600

meadowlandsmedia.com

February 2020

Holiday Inn Secaucus Meadowlands Secaucus (201) 809-4746

La Quinta Inn & Suites Clifton/Rutherford Clifton (973) 778-6500

Holiday Inn Express Paramus (201) 843-5400

La Quinta Inn & Suites Secaucus (201) 863-8700

Holiday Inn Express Hotel & Suites Carlstadt (201) 460-9292

Marriott at Newark Liberty International Airport Newark (973) 623-0006

Home2 Suites

by Hilton Hasbrouck Heights Hasbrouck Heights (201) 552-5600 Homewood Suites

by Hilton East Rutherford (201) 460-9030 Homewood Suites by Hilton Teaneck/Glenpointe (201) 883-1777 Hyatt Place Secaucus/ Meadowlands Secaucus (201) 422-9480

MC Hotel Montclair (973) 329-5500

Residence Inn Saddle River (201) 934-4144 Saddle Brook Marriott Saddle Brook (201) 843-9500 Sheraton Lincoln Harbor Hotel Weehawken (201) 617-5600 Station at Lyndhurst Apartments Lyndhurst (201) 252-4036

Red Roof Inn Secaucus (201) 319-1000

Teaneck Marriott at Glenpointe Teaneck (201) 836-0600

Renaissance Meadowlands Hotel Rutherford (201) 231-3100

The Meadowlands River Inn Secaucus (201) 867-4400

Residence Inn East Rutherford (201) 939-0020

W Hotel Hoboken (201) 253-2420

Residence Inn by Marriott Port Imperial Weehawken (201) 758-7922

Westin Hotel Jersey City (201) 626-2900

Il Villaggio_Oct2015_V1_Il 10/20/15 4:29 PM Page 1

“A diamond in the shadow of the Meadowlands, old-style cuisine that never disappoints” Zagat Survey, America’s Top 1000 Italian Restaurants 2008

“Best of Award of Excellence” - Wine Spectator Magazine

Come experience Il Villaggio’s distinguished cuisine in our newly renovated restaurant Since 1979, Il Villaggio has been consistently providing guests with truly memorable dining experiences.

Our menu specializes in classic northern Italian dishes, which include a wide variety of fresh fish & seafood specials that change daily. Complete your dining experience with our wide selection of homemade desserts.

Il Villaggio caters to Bar/Bat Mitzvahs,Weddings, and Private/Corporate Events.

Monday-Friday: 11:30 am -11:00 pm • Saturday: 5:00 pm - 12 Midnight Sunday: Private Events Only 651 Route 17 North, Carlstadt, NJ 07072 Telephone: 201.935.7733 • info@ilvillaggio.com • www.ilvillaggio.com

DESTINATION MEADOWLANDS

Recreation, Sports & Entertainment

Fun Ghoul Rutherford (201) 460-1489

Medieval Times Dinner & Tournament Lyndhurst (201) 933-2220

Aviation Hall of Fame & GolfTec Museum Of NJ Englewood Teterboro (201) 567-0103 (201) 288-6344 Bergen Performing Arts Center (bergenPAC) Englewood (201) 816-8160

Hi-Tech Billiard Club & Lounge Weehawken (201) 624-8240

Bowlero Walllington Wallington (973) 773-9100

High Exposure Rock Climbing/Ninja Warrior Gym Northvale (201) 768-8600

Chuck E. Cheese’s North Bergen (201) 861-1799 Durkan Fencing Company South Hackensack 201-880-9585

MetLife Stadium East Rutherford (201) 559-1562 NY Giants East Rutherford (201) 935-8111 NY Jets Florham Park (516) 560-8100

Hornblower Cruises & Events 888-467-6256 Kerasotes Showplace 14 Secaucus (201) 210-5364

Entertainment Cruises | Spirit of New York & New Jersey Dining Cruises (201) 333-8600

Liberty Science Center Jersey City (201) 200-1000

Meadowlands Racing & Field Station: Dinosaurs Entertainment East Rutherford Leonia (201) 460-4166 (855) 999-9010

NY Red Bulls Harrison (201) 583-7000 NY Waterway Weehawken (201) 902-8700 RPM Raceway Jersey City (201) 333-7223 Sofive Carlstadt 347-790-5032 Space Farms Zoo & Museum Sussex (973) 875-5800

Statue Cruises Jersey City (201) 432-6321

Statue of Liberty & Ellis Island (212) 344-0996

Ecotourism Hackensack Riverkeeper Hackensack (201) 968-0808

NJSEA Meadowlands Environment Center Lyndhurst (201) 460-8300

Health, Fitness & Beauty GNC Live Well Secaucus (201) 348-9549

King’s Court Health & Sports Club Lyndhurst (201) 460-0088

The Plaza at Harmon Meadow Secaucus (908) 226-5285

LA Fitness Signature Club Secaucus (201) 751-9940

Newport Centre Jersey City (201) 626-207z

Poofy Organics Rutherford (201) 438-6800

The Mills at Jersey Gardens Jersey City (908) 436-3005

Sally Beauty Supply North Bergen 201-295-0020

The Shops at Riverside Hackensack (201) 489-0151

SOJO Spa Club Edgewater (201) 313-7200

Westfield Garden State Plaza Paramus (201) 843-2121

The DOJO Rutherford (201) 933-3050

Haircutter in the Meadow Secaucus (201) 863-3900 Jenny Craig Secaucus (201) 330-0110

Shopping Malls/ Centers American Dream East Rutherford 1-833-AMDREAM

Bergen Town Center Paramus (201) 845-4051

Outlet Shopping Calvin Klein Company Store Secaucus (201) 223-9760 Gucci Secaucus (201) 392-2670 Tommy Hilfiger Secaucus (201) 863-5600

PRESENTED BY THE SMALL BUSINESS COUNCIL

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Stamford | Jersey City | Long Island Non-Transferrable. Non-Combinable. Must book by December 31, 2020.

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REGISTER ONLINE: COFFEE

WWW.MEADOWLANDS.ORG

WORK. SHOP.

Welcome to

The Plaza at Harmon Meadow

DINE. STAY. PLAY.

14 Screen theatre • Open Sundays • All within walking distance • 4 miles from NYC 18 6

FOOD / DRINK

27 ES AC

28 Y

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Secaucus Meadowlands

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14 Starbucks 15 Stefano’s Mediterranean Grille 16 Subway/Dunkin’ Donuts

31 12

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12 Plaza Candy

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11 Niko Niko Sushi

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10 Houlihan’s

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9 Firenza Pizza

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8 CUPS frozen yogurt

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4 Cheeseburger in Paradise

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Public Restrooms

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17 Tokyo Hibachi & Sushi 18 Which Wich Superior Sandwiches

HOTELS

29 Poke Bros.

30 Cumin N’ Eat

A Residence Inn B Holiday Inn

SPECIALTY 19 Bank of America

26 Terra Dental Center

20 GNC

27 The Max Challenge

21 Hair Cutter in the Meadow 28 USPS 22 Jewelry Exchange

31 Cellphones Guy

23 Kerasotes Showplace 14

32 Taiji Oriental Massage

24 Mill Creek Art Gallery

700 Plaza Drive | Secaucus, New Jersey 800.488.0768 @PlazaHarmonMeadow theplazaatharmonmeadow.com

INDEX OF ADVERTISERS Allstate Agency, www.allstate.com/kmeredith........................................................ 21 Bergen Business Expo, www.meadowlands.org............................. Inside Back Cover MEDIA & COMMUNICATIONS DIVISION

Branca Properties Inc., www.brancaproperties.com............................................... 21 CBH Care, cbhcare.com.......................................................................................... 10

WE TELL THE STORY. INTEGRATED PRINT & DIGITAL MEDIA PACKAGES

Chart House, www.chart-house.com...................................................................... 36 Ernst & Young, www.ey.com................................................................................... 19 Grassi Advisors & Accountants, www.grassicpas.com............................................... 1 Guzzo+Guzzo Architects, LLC, www.gg-architect.com............................................ 33 Harmon Meadow Plaza.......................................................................................... 43

print & digital visibility packages for your business

Il Villaggio, www.ilvillaggio.com............................................................................ 41 Impressive Printing, www.impprinting.com.......................................................... 33 J. Fletcher Creamer, www.jfcson.com..................................................................... 13 Jewel Electric, www.jewelelectric.com....................................................... Back Cover JLL Real Estate, us.jll.com...............................................................Inside Front Cover KAD Associates, www.kad-associates.com.............................................................. 33 Kearny Bank, www.KearnyBank.com........................................................................ 7 MCHQ & Business Hub, www.meadowlands.org..................................................... 5 Meadowlands Chamber: Committees and Councils.............................................. 37

Meadowlands Magazine is

Meadowlands Live! | Convention & Visitors Bureau | Visitors Center..................... 29

NOW REACHING

50,000

Meadowlands Chamber: Monthly Networking Meeting....................................... 38

+

BUSINESS OWNERS/ EXECUTIVE AUDIENCE (TOTAL BASED ON PRINT & DIGITAL DISTRIBUTION)

Meadowlands Chamber: SBC Seminar Series, www.meadowlands.org................ 42 Meadowlands Media, www.medowlandsmedia.com............................................ 44 NAI James E. Hanson, www.naihanson.com.......................................................... 15 Nanina’s In The Park, The Park Savoy & Park Chateau, www.naninasinthepark.com...... 39 NYSF Magazine, www.nysfmag.com........................................................................ 8 Overhead Door, www.DockNDoor.com................................................................... 33 PSE&G, www.pseg.com............................................................................................ 2 RPM Raceway, www.rpmraceway.com.................................................................... 42 Scarinci & Hollenbeck, www.scarincihollenbeck.com............................................. 27 Skalli Events, www.skallievents.com...................................................................... 16 The Table: Metropolitan NJ Dining Guide, www.meadowlandslive.com............... 38 Think Tank with Steve Adubato, steveadubato.org................................................. 25

Now publishing: Meadowlands Magazine Meadowlands Live! | Visitors Guide Economic Development & Relocation Guide The Table: Metropolitan NJ Dining Guide Emerging Leaders Podcast Meadowlands Minute with Steve Adubato Financial Futures: Business 4.0

William Paterson University, www.wpunj.edu....................................................... 14

For more information on multimedia advertising in Meadowlands Media products, please contact Martha Morley at (201) 493-7996 or email: greerentps@aol.com

ADVERTISING CONTACT: MARTHA MORLEY 201) 493-7996 | GREERENTPS@AOL.COM

Call for new items! If your organization has news or announcements

MEADOWLANDSMEDIA.COM

JGaravente@meadowlands.org or call (201) 939-0707

44

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February 2020

to share with our audience, please send to Joe Garavente at

Tuesday April 21st

12:00-5:30pm

~ Power Networking with hundreds of businesses & consumers in NJ! ~ All-You-Can-Eat Buffet Lunch and Dessert Hour! ~ Keynote Speaker, Sponsorship Opportunities & Fantastic Exhibitors! ~ Sample dishes from some of our finest caterers in the area!

www.BERGENBUSINESSEXPO.com SOLD OUT 2017

SOLD OUT 2018

Questions contact Alli Pereira 201- 3 -0 0 apereira@meadowlands.org

SOLD OUT 2019

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