Rents Are Falling

Rents Are Falling

COVID is leaving a trail of destruction across the country!

 

Retail

As COVID has brought tourism to a temporary standstill, left consumers avoiding others and ordering online, and millions are saving rather than spending, retail is suffering. Expectations are that Global luxury retail sales will fall by 29% in 2020. With falling sales and bankruptcies, America’s prime retail districts are losing tenants, and rents are in free fall. The Covid-19 crisis will likely have a lasting impact on premier shopping streets e.g., 5th Avenue in New York, the Magnificent Mile in Chicago, the Las Vegas Strip, and Rodeo Drive in Los Angeles. It appears that while sales at premier locations are falling, sales closer to home and in the suburbs are recovering faster.

According to Naveen Jaggi, president of JLL’s Retail Advisory team, “We will see an extension of what happened in 2008 and 2009, which left American consumers shifting toward value more aggressively. More and more retail real estate space is going to be taken up by non-luxury. Take Fifth Avenue. You see a Vans, a Five Below, and a Timberland. Those kinds of brands are the ones taking space. That’s all you need to know about the direction of Fifth Avenue.”

The reasons for the movement of non-luxury into these premier shopping areas are the new companies are still profitable, and rents are falling. In New York, the impact is:

  • During Q2, 2020, average asking rents along major retail corridors in Manhattan had declined for the eleventh consecutive quarter. Prices have dropped 11.3% from a year ago, and for the first time since 2011 were below $700 per sq. ft.
  • Rents on Prince Street in SoHo experienced the most significant declines, falling 37.5% year-over-year to $437 per sq. ft.
  • The Upper Madison Avenue corridor from 57th Street to 72nd Street, saw rents drop 15.3% from a year.
  • The Plaza District along Fifth Avenue, which runs from 49th Street to 59th Street, saw rents fall 4.8% from a year ago.
  • The number of ground-floor leases available in Manhattan’s 16 retail corridors hit 235 a record.

Furthermore, it is not over; CBRE is expecting rents to continue falling through 2020.

COVID’s acceleration of the decline of malls is relentless, driven by falling retails in-store sales but also excess retail space. The U.S. has more square feet per capita or retail space than in any other country, and that is not sustainable.

Several retailers have stopped paying rent during the pandemic, which in some cases is resulting in litigation. Simon Property Group is suing Gap Inc. for not paying its bills. Furthermore, many retailers are also using the pandemic as an opportunity to renegotiate their leases to get better deals, as property owners are desperate to fill space.

 

Office

COVID has put the brakes on the U.S. office market too. Data from JLL shows that in Q2, leasing in the U.S. dropped by 53.4 percent. Also in Q2, the U.S. office market experienced occupancy losses of 14.2 million sq. ft., bringing year-to-date net absorption to -8.4 million square feet. Most of this was due to the lockdown, but also partially due to wait-and-see strategies, and additional time spent negotiating. In addition, for the first five months of 2020, the average term of an office lease in the U.S. fell 15 percent to about seven years, primarily driven by tenants at the end of their lease. According to Ben Munn at JLL it’s “likely to fall farther.” Office development remained constant and in New York City 25MM sq. ft. of new office product is still planned for delivery between now and 2024

Companies are avoiding long-term decisions, instead, they want flexibility and are currently extending work-from-home programs. Analysis by the National Bureau of Economic Research showed 37 percent of jobs in the U.S. can be performed entirely at home. According to Marc Landis, the managing partner at Phillips Nizer LLP, “As we start talking to clients about their needs, and the balance of this year, and deals they want to do in 2021, they’re absolutely looking for less space and greater flexibility. I saw hesitancy in the transactions where we were involved. People are more focused on what they could cancel or change as opposed to new deals.”

Rent abatements and deferrals for existing leases, as well as collections, are still taking most of the effort at the moment rather than new leases. Companies are choosing to renew or extend leases rather than search for new space at this time. Like many other areas, strong relationships and contract stability with landlords have been key. Traditional landlords have been much better than coworking models like WeWork. According to Landis, “WeWork participants found that they were not given a great deal of flexibility. Unlike a traditional commercial landlord, who would take a long view and work with the tenants in the short term, WeWork greeted people with an extended middle finger.”

What happens in H2 2020 will depend on any additional government support and the resurgence of COVID. A survey by Morning Consult showed one-third of remote workers won’t return until a vaccine is available. However, the bright light was Facebook’s large 730,000 sq. ft. lease in Midtown Manhatten, taking its acquisition of New York office space to over 2.2MM sq. ft. in less than a year. Whether others follow suit is yet to be seen.

 

Residential

The impact of COVID on residential rents is reflective of what COVID is doing to the country. The most expensive cities, cities across the oil patch, college-focused cities, and tech and education hubs such as San Francisco and Boston are experiencing sharp year-over-year rent declines. San Francisco has seen the decline in rents for one-bedroom and two-bedroom apartments decline by 11.8% and 12.1% respectively over the last 12 months. Not only is San Francisco suffering. The following table shows the 35 cities among the top 100 rental markets with year-over-year rent declines in July for 1-BR apartments.

Decliners 1-BR Y/Y %
1 Syracuse, NY $820 -15.5%
2 Madison, WI $1,060 -11.7%
3 San Francisco, CA $3,200 -11.1%
4 Irving, TX $1,030 -9.6%
5 Laredo, TX $750 -9.6%
6 San Jose, CA $2,300 -9.4%
7 Denver, CO $1,440 -8.9%
8 Aurora, CO $1,090 -8.4%
9 Seattle, WA $1,760 -7.4%
10 New York, NY $2,840 -6.9%
11 Providence, RI $1,400 -6.7%
12 Charlotte, NC $1,240 -6.1%
13 Tulsa, OK $620 -6.1%
14 Boston, MA $2,350 -6.0%
15 Fort Worth, TX $1,090 -6.0%
16 Anaheim, CA $1,650 -4.6%
17 Orlando, FL $1,240 -4.6%
18 Santa Ana, CA $1,700 -4.5%
19 Virginia Beach, VA $1,050 -4.5%
20 Louisville, KY $860 -4.4%
21 Los Angeles, CA $2,140 -4.0%
22 Raleigh, NC $1,040 -3.7%
23 Salt Lake City, UT $1,030 -3.7%
24 Oakland, CA $2,220 -3.5%
25 Houston, TX $1,110 -3.5%
26 Pittsburgh, PA $1,050 -2.8%
27 Washington, DC $2,160 -2.7%
28 Spokane, WA $830 -2.4%
29 Corpus Christi, TX $830 -2.4%
30 New Orleans, LA $1,400 -2.1%
31 Durham, NC $1,090 -1.8%
32 Plano, TX $1,150 -1.7%
33 San Antonio, TX $880 -1.1%
34 Scottsdale, AZ $1,420 -0.7%
35 Minneapolis, MN $1,390 -0.7%

However, it is not all bad news. There were 60 cities with increases in 1-BR rents – compared to 35 cities with declines. The top 35 increases were:

Gainers I-BR
1 Cleveland, OH $940 16.0%
2 Indianapolis, IN $870 16.0%
3 Columbus, OH $810 15.7%
4 St Petersburg, FL $1,270 15.5%
5 Reno, NV $1,050 15.4%
6 Chattanooga, TN $900 15.4%
7 Cincinnati, OH $900 15.4%
8 Baltimore, MD $1,360 15.3%
9 St Louis, MO $910 15.2%
10 Norfolk, VA $920 15.0%
11 Lincoln, NE $770 14.9%
12 Detroit, MI $700 14.8%
13 Rochester, NY $960 14.3%
14 Chesapeake, VA $1,130 14.1%
15 Memphis, TN $830 13.7%
16 Bakersfield, CA $830 13.7%
17 Des Moines, IA $920 13.6%
18 Newark, NJ $1,290 12.2%
19 Boise, ID $1,070 11.5%
20 Nashville, TN $1,300 11.1%
21 Akron, OH $610 10.9%
22 Sacramento, CA $1,430 10.0%
23 Fresno, CA $1,100 10.0%
24 Wichita, KS $670 9.8%
25 Philadelphia, PA $1,500 8.7%
26 Oklahoma City, OK $750 8.7%
27 Arlington, TX $890 8.5%
28 Gilbert, AZ $1,310 8.3%
29 Tucson, AZ $700 7.7%
30 Richmond, VA $1,150 7.5%
31 Colorado Springs, CO $1,000 7.5%
32 Winston Salem, NC $820 6.5%
33 El Paso, TX $690 6.2%
34 Buffalo, NY $1,050 6.1%
35 Atlanta, GA $1,470 5.8%

While many of the gainers are showing gains in double digits, it is still too early to celebrate. The gainers are due to people moving home as they can WFH, or they have lost their jobs and seeking to save money.

However, the moratorium on evictions has just ended, and whether or not the President or Congress renews it, it is artificially affecting the market. If the federal eviction moratorium isn’t reestablished soon 40% of US renters are at risk of losing their homes, according to Statista. The CARES Act’s eviction safeguard is thought to have helped as many as 23 million US families (roughly one-third of all US renters) stay in their homes during the coronavirus recession.

Furthermore, without additional unemployment support, many more renters will be unable to pay their rents.

The issue for landlords is:

  • If there is no additional unemployment benefit provided, more tenants will stop paying; and
  • If they evict those that are not paying, who do they replace them with, one unemployed tenant is no better than another.

I expect this to put further downward pressure on rents, but not just in those cities in the most significant decline list, but reduce the increases in the second list. The issue is how much will the collapse in low rental costs, where most of the unemployed live, affect more expensive rental properties.

I expect COVID to continue to wreak havoc for at least another 12 months, what the rental market will look like then, who knows. But it will be different.

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Ideation! Harder Than It Sounds

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We All Need Clarity

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Is Your Company Scalable?

Is Your Company Scalable?

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Are you ready for the Talent Crunch?

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We Need Honesty About the Economy

We Need Honesty About the Economy

Larry Kudlow is at it again. Last Sunday, on CNN, he said the economy is getting better, fast. Among his many statements were:

  • “I don’t think the economy is going south; I think it’s going north.” The economy fell 32% on an annualized basis in Q2. While there was an improvement in late Q2, it appears to be reversing as cases and deaths rise in the South and West.
  • “You’re in a housing boom right now.” Building permits fell by 30% in Q1 and 10% in Q2 over 2019.
  • “You’re in a retail-sales boom right now.” While retail sales recovered in July, they were down 25% in Q2 and are still below last year.
  • “You’re in an auto car boom right now.” On July 29, GM reported second-quarter U.S. vehicle sales declined roughly 34.1% over the last year.
  • “Manufacturing—look at the ISM indexes—all are booming.” For Q1, manufacturing productivity was down 30% over the prior year, for Q2 70%. While there was a glimpse of recovery in June, we will have to see if it holds, but we have a long way to get to “booming.”
  • “New business applications are skyrocketing.” Business applications were down 2.9% in Q1 and rose 2% in Q2 over the prior year. Again some improvement, but skyrocketing, I think not.
  • “The jobs picture remains strong.” The unemployment rate declined from 14.7% in April to 11.1% in June; however, the trend is once more reversing. With such high numbers, “strong” is far fetched.
  • “Economic recession? I don’t buy it.” The Definition of an economic recession is two consecutive quarters of economic decline. A 5% fall in Q2 and 32% fall in Q2, I believe, meets the criteria.
  • “The V-shaped recovery is in place. There is going to be a 20% growth rate in the third and fourth quarters.” The Conference Board is expecting 20.6% GDP growth in Q3 but 0.8% in Q4.

Now I understand that the administration is trying to push the narrative that the economy is excellent, and we must return to “normal.” However, as I have said many times before, this is a public health crisis, and until we fix the public health crisis, we cannot fix the economy. The surge in cases and deaths through the South and West have harmed the economy in those areas. As the COVID cases stabilize and fall, they should rebound. However, we are now seeing cases starting to surge in the middle of the country. Next up is the winter with flu season and more COVID cases as people stay indoors.

Many good CEOs believe that when talking to your employees during times of crisis, you need to be honest, and I totally agree. They can see what is going on, and if you paint everything in a positive light, you diminish credibility and lead them to fear the worst. So it is with the country. The administration needs to be honest, stop promoting solutions that are ineffective from people that believe “endometriosis and other potentially dangerous gynecological conditions are the residue of sexual intercourse with demons.”

For me, Larry Kudlow lost credibility with after his piece in 2005, “The Housing Bears are Wrong Again” in which he dismissed “All the bubbleheads who expect housing-price crashes in Las Vegas or Naples, Florida, to bring down the consumer, the rest of the economy, and the entire stock market.” His piece in 2007, “Bush Boom Continues,” where he predicted the economy would continue to grow just as it was collapsing, only confirmed my views. A banker who worked with Kudlow at Bear Stearns was quoted in Vanity Fair, “Over his entire career, I can’t recall a single forecast that he made that was accurate. You know, there’s the old joke about the economist that predicted seven out of the last four recessions. Kudlow makes that guy look good.”

Sending out Kudlow weakens the belief in the Administration by Wall Street and CEOs, which slows any economic recovery. Be honest and this time “Is the public health crisis stupid.”

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Do You Understand Your Costs to Ensure Profitability?

Do You Understand Your Costs to Ensure Profitability?

You can only determine profitability when you know your costs. I’ve discussed before that you should price according to value, not hours. However, you still need to know your costs to understand the minimum pricing and how it is performing. Do you consider each jobs’ profitability when you price new jobs? Do you know what you should be charging to ensure you hit your profit targets? These discussions about a company’s profitability, and what measure drives profit, are critical for your organization.

Sunk Costs Are Just That, Sunk!

Sunk Costs Are Just That, Sunk!

If you were starting your business today, what would you do differently? This thought-provoking question is a valuable exercise, especially when it brings up the idea of “sunk costs” and how they limit us. A sunk cost is a payment or investment that has already been made. Since it is unrecoverable no matter what, a sunk cost shouldn’t be factored into any future decisions. However, we’re all familiar with the sunk cost fallacy: behavior driven by a past expenditure that isn’t recoupable, regardless of future actions.

Do You REALLY Know Your Business Model?

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Ideation! Harder Than It Sounds

Ideation! Harder Than It Sounds

Bringing in new ideas, thoughts, understanding, and logic is key as your organization faces the challenges of a changing environment. But when you do an ideation session in your organization… how does it go? For so many organizations, many times, after a few ideas have been thrown out and rejected, the thought process slows down very quickly, and a form of hopelessness takes over. How does your organization have better ideation? I’ve come across a new approach with a few teams lately.

Recruit, Recruit, Recruit!

Recruit, Recruit, Recruit!

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We All Need Clarity

We All Need Clarity

If your organization is focused on obscurity over clarity, whether intentionally or not, your “A” player employees are vulnerable. There is a looming talent crunch. As we start to emerge from COVID, demand is increasing, and many are scrambling to fill positions to meet that demand. Headhunters and recruiters are soon going to be calling your key “A” employees. Have you been giving them a reason to stay?

Not Another **** Meeting

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As Leonard Bernstein put it so well, “To achieve great things, two things are needed: a plan and not quite enough time.” Your meetings can be shorter, more fruitful, and engaging, with better outcomes for the organization, employees, and managers. It’s time to examine your meeting rhythms and how you set meeting agendas. This week, I break down daily, weekly, monthly, quarterly, annual, and individual meeting rhythms, with sample agendas for each.

Is Your Company Scalable?

Is Your Company Scalable?

Let’s start here: Why should your company be scalable at all? If your business is scalable, you have business freedom–freedom with time, money, and options. Many business leaders get stuck in the “owner’s trap”, where you need to do everything yourself. Sound familiar? If you want a scalable business that gives you freedom, you need to be intentional about what you sell, and how.

Are you ready for the Talent Crunch?

Are you ready for the Talent Crunch?

Companies are gearing up to hire. Unfortunately, many are competing within the same talent pool. Some experts are currently predicting a strong economic recovery starting in May or June. But as the economy booms, there is going to be fierce competition for talent. How will you fare in the looming talent crisis? Your organization should be creating a plan, now, so you can attract the talent you need in the year ahead.

Do You Know Where Your Clients Are and What They Want?

Do You Know Where Your Clients Are and What They Want?

Working on an event with a not for profit that I recently joined, I posed two questions, “Who is our audience?” and “What do they want?” I figured that these were easy questions and should quickly have responses; however, I was shocked, because they couldn’t be answered. How can you put on a successful event when you don’t know who you are marketing it to and what they really want. It made me think about how COVID is dramatically changing who our customers are, what they buy, and where.

We all know that a large amount of business has moved online, but many companies have yet to fully pivot to the point they can provide both information and delivery of their products and services in an online format that meets or exceeds their customers’ expectations. During a recent conversation with an executive of a training company, he was discussing how they working to move all their training online, but dealing with the challenges of how to deliver it in a way that the attendees got its full and would enjoy the experience. In my own business, I know many clients are getting tired of Zoom calls and want to return to in-person meetings, but only when it is safe. The challenge is how to make it interesting and keep people engaged?

If we look across the economy, many industries are finding the delivery of, and demand for, their products are changing. We all experienced the toilet paper shortage when the lockdown started. Why? From my understanding, the toilet manufacturers had most of their production set up to service commercial clients, the biggest users. However, with the lockdown all that commercial demand transferred to residential demand, which the manufacturers were not set up to produce or deliver.  Likewise, with the liquor business were sales were transferred from restaurants to retail, again disrupting supply chains.

A recent article in Bloomberg noted that:

  • SK-II beauty brand produced by Procter & Gamble Co. has seen sales decline by double digits. The reason, most sales were done at airport duty-free shops. With travel effectively on hold, the airports are empty and no one is buying. Thus the delivery needs to change.
  • Mondelez International Inc. said that sales at its gum and candy division plunged 33% primarily due to falling sales of gum. Why? Gum consumption is very dependent on people being away from their homes. It is used to freshen breath for meetings or first dates – activities have been effectively halted for the moment. Thus, demand has evaporated.
  • Starbucks announced that U.S. traffic slumped 52% from a year earlier; however, the average total bill, rose 25% over the same period. The reason was that shops were closed and people are not out, but when they are they are bundling orders for everyone at home. While bundling of orders makes the economics of delivery orders more attractive, it requires skill to allocate labor and tailor operations to ensure big-batch orders are fresh and hot.
  • Molson Coors Beverage Co. reported revenue down 23% over last year. During the COVID period, party-friendly kegs sales disappeared; however, sales of 12-ounce cans exploded. The issue for Molson was getting enough aluminum for the cans to meet demand, which causes the fall in revenue. The company is working with suppliers to ensure the availability of the packaging materials needed to accommodate the stay-at-home lifestyle.
  • As we all know U.S. tourism has been hit badly with COVID, but this is taking a toll on many retailers that have tourist-centric locations, e.g. Tiffanies and Macys on Fifth Avenue. However, it is also affecting stores like Carter’s Inc., the baby, and kids’ clothing chain that has seen tourist-centric locations revenue fall by 20% while non-tourist centric locations saw a rise in revenue of 15%. The issue for Carter’s is that tourist-centric locations account for about 20% of revenue. Thus the company is facing issues with delivery and is working closely with retailers like Wal-Mart, Target, and Amazon.com to help offset the decline.

Therefore, if you are experiencing either an increase or fall in revenue, spend time to understand why? Is it that customer tastes/requirements or channel delivery has changed and plan accordingly. As I have said before, I expect us to be living with COVID for at least a year, so be prepared for the long haul and recognize that many customers’ behavior changes may not revert when it is all over.

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Discover how to enhance decision-making in your organization by focusing on three crucial areas: solving the right problem, gathering all the available information, and understanding the intent. Learn to empower your team, foster a purpose-driven culture, and improve organizational clarity for better decision-making.

Do You Understand Your Costs to Ensure Profitability?

Do You Understand Your Costs to Ensure Profitability?

You can only determine profitability when you know your costs. I’ve discussed before that you should price according to value, not hours. However, you still need to know your costs to understand the minimum pricing and how it is performing. Do you consider each jobs’ profitability when you price new jobs? Do you know what you should be charging to ensure you hit your profit targets? These discussions about a company’s profitability, and what measure drives profit, are critical for your organization.

Sunk Costs Are Just That, Sunk!

Sunk Costs Are Just That, Sunk!

If you were starting your business today, what would you do differently? This thought-provoking question is a valuable exercise, especially when it brings up the idea of “sunk costs” and how they limit us. A sunk cost is a payment or investment that has already been made. Since it is unrecoverable no matter what, a sunk cost shouldn’t be factored into any future decisions. However, we’re all familiar with the sunk cost fallacy: behavior driven by a past expenditure that isn’t recoupable, regardless of future actions.

Do You REALLY Know Your Business Model?

Do You REALLY Know Your Business Model?

Bringing clarity to your organization is a common theme on The Disruption! blog. Defining your business model is a worthwhile exercise for any leadership team. But how do you even begin to bring clarity into your operations? If you’re looking for a place to start, Josh Kaufman’s “Five Parts of Every Business” offers an excellent framework. Kaufman defines five parts of every business model that all flow into the next, breaking it down into Value Creation, Marketing, Sales, Value Delivery, and Finance.

Ideation! Harder Than It Sounds

Ideation! Harder Than It Sounds

Bringing in new ideas, thoughts, understanding, and logic is key as your organization faces the challenges of a changing environment. But when you do an ideation session in your organization… how does it go? For so many organizations, many times, after a few ideas have been thrown out and rejected, the thought process slows down very quickly, and a form of hopelessness takes over. How does your organization have better ideation? I’ve come across a new approach with a few teams lately.

Recruit, Recruit, Recruit!

Recruit, Recruit, Recruit!

An uptick in business has begun this quarter, and companies are rushing to hire to meet this surge in demand. What amazes me is how many are so unprepared to hire. Continual recruiting is key to the survival of a company. It isn’t the same thing as hiring—continuous recruiting is building a pipeline of people that you would hire if you needed to fill a position, or “A players” you would hire if they were available.

We All Need Clarity

We All Need Clarity

If your organization is focused on obscurity over clarity, whether intentionally or not, your “A” player employees are vulnerable. There is a looming talent crunch. As we start to emerge from COVID, demand is increasing, and many are scrambling to fill positions to meet that demand. Headhunters and recruiters are soon going to be calling your key “A” employees. Have you been giving them a reason to stay?

Not Another **** Meeting

Not Another **** Meeting

As Leonard Bernstein put it so well, “To achieve great things, two things are needed: a plan and not quite enough time.” Your meetings can be shorter, more fruitful, and engaging, with better outcomes for the organization, employees, and managers. It’s time to examine your meeting rhythms and how you set meeting agendas. This week, I break down daily, weekly, monthly, quarterly, annual, and individual meeting rhythms, with sample agendas for each.

Is Your Company Scalable?

Is Your Company Scalable?

Let’s start here: Why should your company be scalable at all? If your business is scalable, you have business freedom–freedom with time, money, and options. Many business leaders get stuck in the “owner’s trap”, where you need to do everything yourself. Sound familiar? If you want a scalable business that gives you freedom, you need to be intentional about what you sell, and how.

Are you ready for the Talent Crunch?

Are you ready for the Talent Crunch?

Companies are gearing up to hire. Unfortunately, many are competing within the same talent pool. Some experts are currently predicting a strong economic recovery starting in May or June. But as the economy booms, there is going to be fierce competition for talent. How will you fare in the looming talent crisis? Your organization should be creating a plan, now, so you can attract the talent you need in the year ahead.

Compensation in a COVID World

Compensation in a COVID World

We are all dealing with the impact of COVID. For some, business is soaring, others it is a struggle to survive.  Whichever is impacting your business, it will impact compensation planning for 2020 and beyond. As I said a few months ago, your budget and plans as of March should be in the shredder and along with them your compensation structure.

From what I hear, companies are following the courses of action:

  • Cutting or increasing compensation budgets;
  • Changing work hours and/or rates of pay;
  • Indefinitely laying off, or, significant increases in hiring; and
  • Changing incentive and sales compensation plans (both plus and minus) to retain valuable talent and customer relationships.

So what is your company doing or planning to do? All your employees are wondering and watching, so the sooner you address these issues, the better. Communication is essential, and compensation is all about communication during times like these. 

 

Your Financial Position

How has your business been financially impacted? Managing significant increases in business levels can be as challenging as big declines. Therefore, you need to have realistic forecasts, and an understanding of your ability to pay your employees is critical. Many have taken PPP loans; however, they were a bridge gap, and it looks like the canyon is much more extensive than the bridge. We will be living with the trials and tribulations of COVID for another 12 months or more, so Congress’ eight weeks cover is insufficient. 

 

Review employees and their value to the “new” organization

It is time to review all your employees. Do they fit with the “new” organization and its direction? Many great people have been laid off, sidelined, or are unhappy in their current positions. Thus there is an opportunity to hire better people that would have been unavailable before or people you need to execute the pivot you are experiencing.

Also, look at your employees and determine:

  • Who rose to the occasion, and who didn’t?
  • Who has pulled their weight and more during these hard times?
  • Who has lead and supported others when they were struggling?
  • Who didn’t?

Now is the perfect time for a talent assessment exercise, e.g., a 9 Box matrix to determine who is performing and their potential in your “new normal.”   

 

Review base compensation plans

How long is it since your compensation structure system was last updated? What data did you use to develop your base pay program? How was that data aged, and to what point in time?  

Currently, it’s critical to understand your compensation structure and related pay practices. As businesses adjust to the “new normal,” compensation and pay practices are in a unique position. Some employees will receive a pay rate that is less than what they were making with unemployment compensation, especially with the federal support. Some employees will have received premium pay (e.g., hazard or appreciation pay differentials) because they were “critical workers.” How long will can you support this? How do you communicate with employees if, or when, you stop the premium pay? Since the COVID crisis continues unabated, how do you justify to your employees that they were critical a month ago, but not now, or not in four months when we expect the winter to make the crisis worse? Managing your communication is vital as you may alienate good employees who feel betrayed. Furthermore, realize that employees will have become dependent on the additional income.

The market is providing so many mixed messages about pay structure, that it is hard to know what one should do. Some of the views are:

  • No need to adjust pay ranges this year, maybe not even next year.
  • Reduce pay ranges temporarily, at least, which is becoming common, especially if it means keeping staff.
  • To remain competitive and attract the best talent, you may need to increase your pay ranges.
  • Those organizations that are reducing staff may need to increase the compensation of remaining employees who will have to take on additional roles and responsibilities.
  • Those organizations pivoting to new markets, products or services and need new people, what industry norms do you use to determine pay structure?

Salary survey data lags the market and survey data will not be available until 2021 or later. Thus, without reliable data, you need to understand your competitive market for the people you need and determine what you can offer in that situation.

You need to review your employees’ compensation in terms of:

  • New or fewer responsibilities;
  • Value to the organization as a result of any changes due to COVID;
  • Value to the organization as a team player and going beyond, or not reaching, what is required:
  • Comparison-ratio data (current rate of pay divided by target/market rates) once the revised base compensation structure is determined.

It may be necessary to change starting pay rates for positions and employees in your pay structures. If, however, you are looking to reduce pay, ensure beforehand that you are not stepping into a minefield, and get advice from an HR professional. Issues to be avoided are:

  • Reducing the compensation of those on contracts with specific payment;
  • Appearances of discrimination or retaliation; and
  • Reducing compensation of those on H-1B and E3 visas.

Finally, if reducing pay for existing employees, you need to communicate the changes, what will it take for compensation to return to previous levels. With regard to the trigger event to return pay, it must be something that everyone can see. If not it will seem arbitrary by management and therefore detrimental to morale and performance.  

 

Review incentive compensation plans

With your strategic plan in now the shredder, hopefully, a new one is now ready or on its way. Your incentive compensation plan needs to be tied to your strategic plan to ensure alignment with the organization’s goals, and so incentive compensation should be adjusted annually. However, most companies will have to adjust mid-year as, during this accelerating period of COVID, six or more months is too long to wait. 

Examine all your incentive plans and review them to understand all of the plan provisions. You need to stress test plans monthly in light of changing market and financial conditions to evaluate their impact on business and individual employees. The rapidly changing business environment requires careful examination of such plans to ensure they represent the intent of and are aligned with the business strategy. 

For those employees who receive a significant portion of their compensation in the form of incentive compensation, there are several factors to consider.

  • If your business plan is out the window, the compensation targets need to change.
  • If, due to falling revenues, compensation is likely to drop dramatically, resulting in retention issues, then migrate more to base compensation.
  • Adjust goals so that there are wins! Incentive compensated employees, usually salespeople, are very competitive. If you remove wins from their life, their performance may suffer.
  • Those businesses that are realizing a significant increase in activity, incentive compensation is an excellent way to reward performance. However, a best practice is to establish maximum award payout levels as well as performance thresholds, as the increased performance may be due more to unexpected economic forces than the efforts of employees.
  • If employees are likely to realize unexpected windfalls that are not a result of their efforts, be prepared to make adjustments
  • Due to the uncertain nature of the economy, revisit your payout schedule to ensure it continues to make sense in today’s environment.
  • Run Monte Carlo simulations on your incentive compensation plans to ensure that they don’t pose a risk to the company.

However, most of all, communication is key! Communicate clearly, early and often. Managing employee expectations during difficult times is critical. Failure to communicate no matter how good the resulting plans are will cause problems in the organization that could be damaging at times like this. 

 

In case you missed it, communication is key!

Compensation is an emotional issue, and it impacts the lives of all your employees and their families. At this time, everyone is experiencing a great deal of stress:

  • Is my job safe?
  • Can my children return to school?
  • Are my parents safe?
  • Do I have enough cash to survive?

So now is not the time to add to that stress, as it will sabotage employee performance and thus corporate performance. Communication is essential — it is genuinely all about communication.  

You cannot stop rumors and “water cooler” talk, especially in a virtual world. Thus, even if you say nothing, your employees are watching and listening. Your behavior, in the absence of a clearly stated rationale, will drive assumptions about both the organization’s and their own prospects. Many will assume the worst possible scenario.

No news is NOT good news during uncertainty and overly optimistic pronouncements, which contradict the information they see if even worse. Whatever the report, the employees still want to know what their leaders are thinking and doing concerning strategy and tactics. This communication will provide the background to the reasoning involved when making compensation decisions. While they may not agree, they will appreciate honesty and transparency. It will also stop the rumor mill, reduce wasted time due to stress and worry, and provide focus.

Therefore, your managers and supervisors must have conversations with their direct reports on what to expect, what you know right now, and what you don’t know yet.

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The Underpaid and Under-Employed Need Protections Too

The Underpaid and Under-Employed Need Protections Too

COVID caused Congress to respond a few months ago, but now as the CARES Act and other protections expire, Congressional action is missing. What form of stimulus emerges, who knows. For the moment, it looks like the additional $600 in unemployment is out, to the cheers of many, who see it as a work disincentive.

As usual, those who are pushing for its demise are loathed to let facts get in the way of a convenient theory. A recent survey of economists, who usually disagree on everything, found 0% disagreed with the idea that “employment growth is currently constrained more by firms’ lack of interest in hiring than people’s willingness to work at prevailing wages.”

There are several arguments why.

  1. Benefits. For many Americans, their jobs provide health care and retirement benefits, so it makes no sense to reject a position with potential lifetime benefits to receive a few more unemployment checks. However, many of the workers benefiting from the additional payments do not receive such benefits, so I am convinced how much weight this argument carries.
  2. No unemployment if workers don’t return. Some states require employers to report employees who decide not to return to work, and if the refusal is for anything other than health concerns, the benefits stop. However, given that most states’ unemployment offices are overwhelmed, how effective this is at present is questionable.
  3. Job Vacancies. If companies could not fill job openings, the number of vacancies would be high. However, in April, the U.S. recorded the lowest level of job vacancies since 2014. Vacancies have risen slightly since then. Also, Homebase data shows that applicants per job doubled in early April, suggesting that laid-off workers were seeking new employment. Here is evidence that the additional payment is not stopping people from looking for work.
  4. Rising wages. If companies could not fill job openings, the laws of supply and demand would expect wages to rise to such point that they could fill them. According to Goldman Sachs, average hourly earnings in Q2 2020 increased by about 7%, which initially would give weight to this idea. However, on inspection, this is primarily because low-paid workers have lost jobs in disproportionate numbers, dragging average wages upwards. Therefore either the market is failing, or there are just no jobs.

Thus it would appear that the additional benefit is not the detriment to work that many assume. However, there is no doubt that the removal of the additional support will drive more people back to work as they struggle to survive financially. This result may not be the panacea that many hope.

As I have said many times, this is a public health crisis, and until we address it, the economy will not recover. Well, looking at the data, it appears that the Gig economy and low paid workers may be compounding the health care problem. According to medical historian Frank Snowden in his new book, Epidemics, and Society, “Epidemic diseases are not random events that afflict societies capriciously and without warning. On the contrary, every society produces its specific vulnerabilities.” Thus, he wrote, a disease provides insight into a “society’s structure, its standard of living, and its political priorities.”

On inspection COVID’s destruction show one common factor, clusters of infection have been associated with those whose work is low-paid, insecure, and contingent. Researchers at the London School of Hygiene and Tropical Medicine, have found that nearly 80% of infections are traceable to:

  • food processing plants,
  • ships,
  • aged care homes,
  • grocery stores,
  • factories,
  • bars, restaurants,
  • shops and
  • worker dormitories.

All of which are associated with low pay and poor job security. While some office workers have contracted the disease, those infections are primarily the result of a business conference. In the U.K., the increasing number of outbreaks in care homes results from temporary staff, on zero-hours contracts, who get transferred between facilities.

This trend is not in the U.K. In the U.S., many of the most significant outbreaks were in with meatpacking plants, which are known for poor working conditions. Furthermore, the mortality rate is highest for African Americans and then Hispanics, people who have the majority of working-class service sector jobs associated with infection clusters. Besides, because these jobs often are considered essential workers, e.g., meeting packing plant employees, workers must be at the job site despite outbreaks in their communities. Furthermore, most such positions do not provide sick leave resulting in many working when they are sick.

Many of those who work in such positions, also meet other criteria the CDC has identified as a source of infections. They live in:

  • Densely populated areas and cannot practice social distancing.
  • Homes with a lack of complete plumbing making handwashing and disinfection harder.
  • Neighborhoods that are farther from grocery stores and medical facilities, making it harder to stay home and to receive care if sick.
  • Areas where they have to rely on public transportation, making it hard to practice social distancing.
  • Multigenerational households and multi-family households where older family members cannot be protected and the sick isolated.

While some front line health care workers have caught COVID, these infections are at a lower rate than medics less directly exposed. Thus straightforward precautions appear to be sufficient to reduce the risk of disease significantly.

So rather than pushing workers back into harm’s way and turning them into new sources of infections, we should seek to provide them the same protection that white-collar employees, who have been working from home for months, enjoy. With over 4 million infections and 140,000 deaths, helping those workers would help us all get the infections under control and the economy back on track. However, we show little regard for the underpaid and under-employed, and it is now killing us.

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