Posted By Administration,
Wednesday, May 6, 2020
Updated: Monday, May 4, 2020
Funeral professionals have a challenging job under normal circumstances; these are not normal circumstances. Covid-19 has simply turned the world upside down. As a psychologist who works with funeral homes and also works in one, I want to offer several suggestions for dealing with the additional stress created by the current epidemic. Many of these ideas come from my work on the Finding Resilience program sponsored by Homesteaders. You can download free materials here.
Professionals in a wide variety of fields consider it a badge of honor to wear many hats in their business. However, I don’t know of any professionals who wear more hats than funeral directors.
Within a single week, you might be expected to demonstrate knowledge of:
- Event Planning
- Funding Options
- Infectious Disease
- Workplace Regulations
- Grief Support
- Religious Traditions
- Reconstruction, Cosmetology, & Hair Dressing
- …and countless other tasks.
In the last few months, you have also had to add “remote videographer,” “social distancing expert,” “Covid-19 expert,” and “creative rituals coordinator”. Not only are all of these duties happening under significant time pressure, but also in the midst of continually changing state and local regulations. It’s no wonder that funeral directors are feeling the effects of compassion fatigue and/or burnout.
Ideally it is best to make relatively small changes to reduce feelings of burnout before it becomes overwhelming. These changes may include hiring additional staff, delegating responsibilities to others, or finding a colleague to cover during much-needed time off. Funeral professionals experiencing profound burnout, anxiety or depression may seek professional help from their physician or a therapist. Hopefully, you may only need a few “course adjustments” to keep you on a productive, lower-stress path. Here are my suggestions for reducing stress under normal circumstances as well as during the current crisis.
SAY “NO” TO NON-ESSENTIAL TASKS
Especially now, there are going to be some tasks that should be postponed. There may be certain types of long-range planning or reviewing production options that are best left to another time. Even better, it is an ideal time to eliminate some of your daily and weekly tasks that don’t impact your business operations or your quality of service to families. I call this process “smart subtraction”. By reviewing your daily and weekly schedule, you may find tasks that can be eliminated, automated, or outsourced.
MAKE SLEEP A PRIORITY
My work schedule has shifted. I have tried to have “fun nights” with my wife and three daughters, and I have had to adjust to extended family living with us for the last two months. This has destroyed my regular sleep schedule (and I don’t even have to go on middle-of-the-night death calls). When you add the economic stress and uncertainty to changes in daily habits, it is difficult to stay on a regular schedule and get quality sleep. Here are a few tips to help make it more likely that you can fall asleep.
- Avoid drinking too much before bedtime.
Alcohol may initially help you fall asleep, but you may be more likely to wake up in the middle of the night.
- Try to reduce your use of screens in the hour or two before bedtime.
This includes phones, tablets, computers, and televisions. There is a considerable amount of research that suggests certain wavelengths of light emitted from screens that mimic daylight – which is exactly what you don’t want to be viewing just before bed.
- If possible where you live, try to get some light exercise.
Even walking a mile or two can help reduce stress.
Practicing your personal spiritual rituals (and especially gratitude) are ideal just before bed to put you in the right mindset.
WRITE IT DOWN
Recording thoughts and experiences – especially about things that inspire gratitude – can be helpful for people who routinely experience stressful workplace situations. This does not have to be a regular journal or even complete sentences. Doodling and writing short bulleted lists of your thoughts and feelings can work just as well.
DON’T JUST DO SOMETHING, SIT THERE
Practicing meditation and mindful activities can often seem so counter-intuitive. When my thoughts are racing around my brain at record speed, it can be difficult to be still and try to not think of anything. Thankfully, there are many different forms of mindfulness and meditation. It can help to try a meditation app or focus on slow, deep breathing. Mindfulness can also come from your religious practices such as focusing on meaningful scripture. Establishing a regular time to practice mindfulness can train your brain to transition more quickly.
LISTEN TO MUSIC
I am “old school” when it comes to music. I still have a large pack of CDs in my car and I actually listen to them. I have one CD with “In Case of Spiritual Emergency” written on it. It’s a personal compilation of Eric Clapton, Paul Simon, John Hiatt, Mary Chapin Carpenter, and other favorites. I never cease to be amazed at how the right songs can lift my mood, refocus my mind, and give me a more balanced perspective. I’m not sure what should be on your “In Case of Spiritual Emergency” CD, but I encourage you to create that playlist.
KNOW YOU ARE NEEDED
I have been talking with many funeral professionals across the country and the most consistent reactions I hear include sadness. Funeral professionals are feeling sad that they are not able to provide the full range of funeral rituals and events to bereaved families. They are sad that people are dying alone. And they are sad that families are not receiving the benefits of funeral rituals including support and healing.
I know you can’t do your job the way you would like, but please know that you continue to provide an invaluable service. You may not be able to give someone a hug, but your simple presence and compassion (even if expressed through a video chat) are still a vital service to grieving families. Thank you for the sacrifices of your own potential safety to serve others. Thank you for the innovative ways you have created to meet the needs of the bereaved. Do your best to care for yourself. The world needs you more than ever.
Jason Troyer, PhD., specializes in helping death care professionals serve their families better. Additional resources unique to death care are available in his Finding Resilience program.
Circumstances like a pandemic require extra care for yourself and your colleagues. "Stress prevention and management is critical for responders to stay well and to continue to help in the situation." Use the support resources from the CDC available by both call and text, and work together to stay healthy.
Dr. Jason Troyer is a grief expert, author, former psychology professor, and therapist. He provides grief support newsletters, Facebook content, and informational videos at www.GriefPlan.com/funeral. He also provides community presentations, professional workshops, and trainings on behalf of funeral homes and cemeteries. Dr. Troyer can be reached at DrJasonTroyer@gmail.com.
tips and tools
Posted By Administration,
Wednesday, March 18, 2020
Updated: Tuesday, March 17, 2020
CANA was proud to welcome the Millennial Directors, Zach Carnley and Matthew Morian, to the CANA stage at the 2019 Cremation Symposium. With Glenda Stansbury representing the Baby Boomers, this panel talked about our changing workforce and generations working together. They discussed navigating culture clashes, learning new ways of communicating (both language and mode), and the kinds of experiences one should have to earn their spot on the team.
After leaving Las Vegas, the Millennial Directors weren’t done. In the past few years, they’ve spoken about their experience on many associations’ stages. We asked them to write a definitive millennials-in-the-workplace post, putting the topic to bed. After all, they're here, they're in their thirties, —and what are employers’ other options, really? As we examine the millennial experience in the workplace—their search for a suitable work environment and their growth and leadership goals—we hope this post can both inform older generations of readers, and also encourage the younger generations to keep working to find their place in funeral service.
I have been fortunate enough in my career as a funeral professional to be involved in many different wonderful organizations. Credit goes to each of my employers who gave me the opportunity to have a voice and to speak on a topic that is near and dear to my heart. We all know that millennials are the bulk of our profession and steadily becoming the bulk of the families we serve. With that said, I have spoken in front of a few organizations on the best way to work together and blend generations to make the business more productive. During many of these presentations, I have asked for audience participation—and participate they did!
Most everyone—millennials included—has quite a few thoughts on how they should work and the tasks they are given. I have heard everything from, “Millennials are extremely lazy, spending all day on their phone,” to “They are the most goal-oriented, outside-of-the-box thinking and solution-solving generation out there.” Most people I talked to would rather have a dedicated, creative millennial than a traditionalist because, for the most part, they are thinking of ways to better themselves and your business. True, some are there to put in only the bare minimum of what is requested, but you will find that all across the board.
In my presentations, I focus on the expectations millennials have of their employers: a fair schedule, decent pay, typical perks such as insurance and retirement, and room to introduce new ideas. I also speak on how we must focus our efforts as leaders to hone in on what they bring to the table and simply not make them “pay their dues.”
As I said, I have been given almost carte blanche with most of my employers to focus on finding ways to better serve families. That is the attitude leaders need to have towards their millennial employees. Obviously, it’s the leader’s job to make sure these ideas are carried out efficiently with respect to the business. I have always considered it a blessing to get to travel around and be involved in numerous organizations and to socialize and learn from people who have been out there doing it. I hope to keep this up, because I always want to be up to speed on the latest our profession has to offer, both for the business I serve and, of course, the families I serve.
I wish many more employers would jump on board with this thought process. You must give your employees the opportunity to spread their wings and attend conventions, conferences, and educational seminars. They will learn so much more from other funeral professionals, things that they can bring back and put directly into action. The reality of it is there are so many scholarships out there that most people can attend these events at little cost. It’s is our job as leaders to send our people to these events and help them grow as professionals, which in turn will help you to grow your business.
- Zach Carnley
If you are wondering how to attract millennials to your business, then you have to ask yourself, “What do they really want?” I believe what millennials yearn for most in our profession is a healthy work environment. They desire a workplace that has strong leadership, a flexible schedule, and a solid company culture.
Company culture should be a top priority for any funeral home. Whether you are a family owned firm or part of a large corporation, it is important for your coworkers to know why you do what you do. A company’s culture is often made up of three key components: their values, their mission, and their vision.
A company’s vision is essentially their long term goal as a business. It will not typically change overtime as it should be something you continuously strive to achieve. Your mission is what you do every day to help attain your company vision. It is what defines your enterprise to the world. Your values are then an outline of the intended character of your coworkers. If an employee lives by the values you set forth then they are carrying out your mission and will ultimately fulfill your vision. A funeral home with a solid company culture is one with a future in which millennials can see themselves being an integral part of.
Having a flexible schedule is another trait of a healthy work environment. A flexible schedule in our industry is a difficult task to tackle. To attempt to detail it would require an additional blog post. Simply stated: a flexible schedule allows for a work-life balance that decreases the likelihood of employee burnout over time.
For millennials, it may mean the ability to go their child’s tee-ball game or to go to a concert during their normal shift. Without tipping the scales too far for any one person, a leader should do their best to accommodate their colleagues instead of making it more difficult for them to find that balance. The results will be better morale and a willingness to go the extra mile for the company because the company went the extra mile for them.
In order to maintain a flexible schedule and support a company culture, you have to have strong leaders. Leaders do not have to be managers or supervisors. Those titles can be bestowed and stripped away without any discernible change occurring. A leader is one who cares for and supports those around them. They help others succeed and become the best they can be for the sake of the company, not for themselves.
Luckily, leadership can be learned! It is a skill that can be honed with practice. If you have the heart to serve (you’d hope so, working at a funeral home) then you have what it takes to lead. Set a good example with your actions. Set an even better example through your interactions with your coworkers. Stay positive and motivate others to do the same and you’ll see a healthy work environment begin to flourish.
With that, you’ll have an inbox full of resumes from millennials in no time.
- Matthew Morian
You can listen to the full panel in "Professor B and the Y-Men: Mentoring the Next Generation of Heroes" with Glenda Stansbury & Zach Carnley, and Matt Morian from CANA's 2019 Cremation Symposium, and our other presenters, for just $100. Visit goCANA.org/CANAheroes to learn more.
Zach Carnley graduated from Stephen F. Austin State University with a B.A. in Criminal Justice. While attending SFA he worked part-time in a funeral home and discovered his passion for working with families at one of their toughest times. He decided to pursue this passion and graduated as valedictorian from the Dallas Institute of Funeral Service in 2009. Zach is a board member of the Academy of Professional Funeral Service Practice, a board member of the Texas Funeral Service Association and North Texas Funeral Director Association. He is a member of the Burleson Rotary Club and the Burleson Lions Club and serves as an ambassador with the Burleson Chamber of Commerce. Zach has been honored as both the North Texas Funeral Director Association’s and Texas Funeral Director Association’s Young Funeral Professional of the Year..
Matthew Morian is a first-generation funeral director & embalmer. He is the managing funeral director of Lucas Funeral Homes in Keller and Grapevine, Texas. Matt has been in the funeral profession since 2010 and is a graduate of the Dallas Institute of Funeral Service. He is a member of the Pi Sigma Eta funeral director’s fraternity and helped charter the Dallas Institute of Funeral Service’s Lions Club. Matt has served as President of the Dallas Institute’s Lions Club and the Keller Lions Club and as a Zone-Chairperson for Lions Club District 2-E2. In 2017, he was awarded the Texas Funeral Director Association’s Young Funeral Professional of the Year and he currently serves on the board of the North Texas Funeral Director Association.
Posted By Administration,
Wednesday, February 5, 2020
Updated: Monday, February 3, 2020
In 2020, maintaining and keeping good quality talent on your team isn’t just a want, it’s an absolute need. It’s what’s going to determine your success and the foundation of your business moving into this next decade.
This next generation needs a purpose, something that fires them up and gets them out of bed in the morning. Yes, millennials want to make a living, but they want to make a meaningful living. According to Forbes, millennials ranked meaningful work as one of the top needs they have from their workplace.
The Harsh Reality
“People don’t leave bad companies, they leave bad managers.”
If leaders and those in positions of power can take this quote by Marcus Buckingham to heart, I believe we would see so much more retention amongst our profession.
Here are some harsh realities:
These are some powerful statistics that mean if we aren’t encouraging a culture of growth, this next generation has no problem going to find it elsewhere.
How connected do you think your employees are to your company? If we are being honest with ourselves, there are plenty of areas we can improve in this category.
According to a study done by Gallup in 2017, 230,000 employees were surveyed in 142 countries on their current engagement. Employees fall into one of three categories:
- Not Engaged
- Actively Disengaged
Only 13% of employees they surveyed were truly passionate and motivated by the work they did every day. An astounding 63% were not engaged, and 24% were actively disengaged.
The impact of a disengaged employee can negatively impact your business in the following ways:
- They’ll be cutting corners, which results in poor decision making
- There will be no drive and no focus, which results in less creativity
- They simply don’t care, which results in negative customer reviews
- Less productivity requires more staff, which results in over-hiring with a lower ROI.
Unfortunately, there isn’t much we can do about the actively disengaged. They just need a path out. However, the statistics show that around 63% have the potential to be engaged if we put the effort in to putting meaning behind what they are doing.
What category would you put most of your employees in? Do they fall into the popular category not engaged? Maybe it’s time to rethink how you’re motivating your employees. Do you share a common purpose that they can buy into with passion? How often do you give praise? Could it be time to put more incentive compensation plans in place? Purpose and incentive are the keys to motivating engagement.
Once we have worked to get our employees into the “engaged” category, the positive benefits have an astounding impact. Statistics show that 50% will post messages on social media and 24% are more likely to help boost sales than disengaged employees. Find ways to bring meaning back so that your employees live in the engaged category, and your firm is guaranteed to reap the benefits.
Create Your Plan
Hire the Right People
Obviously, all this talk about having engaged employees is only possible if we hire the right people from the get-go that are naturally motivated. Service attitude is a big thing we look for at JCG. Recognize if they have the natural ability to go above and beyond to exceed a customer’s expectations. Are they good listeners, do they care, are they genuinely interested in other people and have a desire to always be learning? You can teach service aptitude (the ability recognize service opportunities), but you can’t teach attitude (the desire to serve).
Onboarding and Training
Develop a welcome program that makes them remember their first day. Decorate their desk with a welcome sign, write an internal spotlight, or take them to lunch with your team. Remember, their first day of work is one way to set the tone for their engagement. Spend a lot of effort on helping them to understand WHY you do what you do and how they bring value to that purpose. The first few weeks are critical to employee engagement. The more they buy in early, the more likely they are to want to stick around.
Initial training an on-going training is essential to employee engagement. You must teach them skills to be successful. Have a minimum standard for customer service expectations in writing and don’t train just once. Reinforce the expectations as often as weekly. This includes modeling, observing, and measuring behavior.
Retention and Relationships
Employees are more engaged when they are recognized, so communicate! Provide for feedback, and even ask for feedback yourself. Peer recognition is another way to keep employees engaged. Set up a quarterly award that gets everyone involved to recognize their peers. Feedback is the key, as this next generation craves it.
So where should we start? A good place to assess where your engagement is at is to survey your staff about their happiness at work. Ask about if they feel valued, and if they appreciate the kind of feedback they get.
It might be a rude awakening, but we all have to start somewhere. Getting the data is the only way you can grow from today into reaping the benefits of having engaged employees long into the future.
Want to learn more about increase employee engagement and improve customer service? Join Lori Salberg and more cremation rockstars in Las Vegas for CANA’s 2020 Cremation Symposium, February 26-28. Lori will present on “Developing a Collaborative Growth Culture” to re-invigorate organizations by fully engaging employees, improving performance of the business overall.
See what else we have planned and register for CANA's 2020 Cremation Symposium: goCANA.org/CGT
Lori Salberg, Director of J3Tech Solutions a Division of Johnson Consulting Group, joined Johnson Consulting Group in 2017, bringing experience in cemetery, funeral home, and pre-need sales management. Along with sales and operations management, Lori directed the development of two propriety cemetery and funeral home enterprise software systems.
Lori began her career in 2001 as a Family Service Counselor for the Catholic Cemeteries in San Jose. She quickly moved into management and rose to Associate Director of three cemetery locations. In 2010, Lori furthered her career as General Manager of Holy Sepulchre Cemetery and Holy Angels Funeral and Cremation Center in Hayward, CA, where she also joined the Catholic Management Services leadership team. As Director of Administration and IT, Lori brought management expertise and software solutions to cemetery and funeral home clients. In 2015, Lori joined PlotBox as VP of Sales. Lori contributed to the development of a SaaS cemetery software program, and was principally responsible for introducing it to the US market.
She is a frequent speaker at many state and regional industry events and an article contributor to many industry magazines. She is also a member of the ICCFA Sales and Marketing Committee, which plans and oversees the Annual World Wide Sales Conference each January. Lori balances her passion for helping clients prepare for the future with raising her three children, Catalina, JJ, and Lyla. She spends a lot of weekends at dance competitions and little league baseball tournaments.
Posted By Administration,
Wednesday, January 22, 2020
Updated: Thursday, January 2, 2020
“How long will my burial business last?”
As I was writing this article, our eight-year-old grandson shed some light on the responses from – well an eight-year-old point of view. My wife, a former teacher, was helping him with his homework – a fair amount of math work and then onto the dreaded reading. Our grandson, who was about at his concentration limit for the moment, started playing a video game.
When his grandmother mentioned reading a bit, his reply was surprising and unexpected. His delivery was neither harsh nor snippy. He merely said, “Maybe after this game or when I am dead.” In other words, my wife asked the question he did not want to hear and we got the answer that grandparents don’t want in return. Still, we found it quite funny, exactly framing his “not now” attitude. Discussions on changing consumer attitudes and funeral home finances today often elicit a similar response – not now.
If not now, when?
Earlier this year, a funeral home owner asked me, “How long will my burial business last?” On the surface some might scoff at such a question – too simplistic, too old school. I beg to differ. Looking at this question offers us an insight into the core revenue of a funeral home. The issue also allows me to re-address a topic I first covered several years ago.
Ten years ago, a funeral home owner asking a question on “how long a burial business will last” would have delighted me! To hear it today is a bit disheartening yet shows that owners are finally thinking about the impact of cremation. After all the forewarnings from myself and others, funeral home owners finally now feel the revenue effects. Neither I nor others take delight in the ‘sudden realization’, but we fully understand the dilemma that you face.
What to do?
If you are a funeral home owner close to retirement, maybe the answer is to find a willing buyer. In our valuation work, we find that top-performing firms obtain the highest values. Top performers attract skilled staff and maintain their facilities meticulously. If your firm is not a top performer, you may want to change your management style.
Many funeral home owners are not ready to retire. Funeral service may still be calling - kudos to you. What is the best course of action for those closely held to funeral service? There are a number of points to consider.
To be clear, I am not referring to remodeling the facilities (although that could be an issue too). In this case remodeling refers to remodeling the core business - a new business model, a business model based on the financial realities of a different revenue stream, probably with less revenue per call than in the past.
Much has been written about the current high employment rate and the difficulty in finding employees. Funeral service has its own challenges, which I hear about weekly – “There are no quality, qualified licensed funeral directors to be found.” Outside analysts agree that we are experiencing a shortage of trained personnel in funeral service and will for a number of years.
Outside of raiding other funeral homes, attracting top-notch people to funeral service is one solution. Regulations need to change by accommodating quality personnel who may not want an embalmer’s license.
A recent rush in acquisitions foretells the shift in funeral home ownership. Sixty-year-old-plus owners now face their own exit. Some are well prepared, but some are not. The consolidation of competitors began a few years ago and will continue for several years. This consolidation of owners, and perhaps rooftops, bodes well for the younger generation of owners. My 2015 estimate of 25% too many funeral homes in the U.S. needs to be updated, but I suspect that number has grown. Taking calls from declining firms or making prudent acquisitions ensures their success. However, successful owners must capture consumer needs today.
Easier said than done, understanding consumers takes on critical importance. Without relying on casket and vault sales as the main revenue-driver, new-age owners will allow consumers to express their grief in new ways – ways driven more by consumers right now, than orchestrated solely by what was done in the past.
Owners refusing to embrace the new consumer-driven business model can count their days by how many caskets they sell. If you did not watch the August 14, 2019 HBO special, Alternate Endings, find a way to view the show. The story of six endings contained several emotional departures from funeral service, but the biggest takeaway? While there may have been licensed funeral directors in the back stories, no funeral director took a vital role in these non-”traditional” funerals.
The 2019 NFDA Consumer Survey found that 53% of those surveyed indicated that they could do their own funeral or memorial service, without a funeral director. Thankfully many client-families still want or need a funeral director but the HBO special and the NFDA survey point to what could be a rising number of people who don’t see a need to use you. How can we attract more interest in ceremonies recognizing a life lived?
Imagination Gone Wild
For nearly a century, funeral service hid behind the casket and vault sale. The loss of casket and outer burial container sales clearly reduces revenue. We must focus more on the personal side, making solid connections with consumers – no more just glad-handing family members as they come in the door – because, they may not come in the door. We must give them a reason that “remembering a loved one” is important.
The move from merchandise-oriented to a service-oriented funeral business began many years ago in higher cremation areas. Now, the cremation upturn is hitting even the rural and largely unaffected areas.
In a recent AARP magazine interview, musician Carlos Santana commented, “You stay relevant by trusting you have something people need.” Funeral business needs to specialize in service now or risk irrelevance.
As the HBO special revealed, some consumers want a personal hand in a memorial (or living funeral). We have to help them truly capture the essence of their loved one. Making each funeral/memorial service special is the future of funeral service in my opinion.
Success in the 2020s
Themed good-byes represent one logical solution. Yes, they may take a lot more work than the old burial model, but they usually contain the “wow” factor for many consumers. Celebrants or celebrant-like ceremonies seem to make more connections as well. Look for off-menu choices that resonate with client-families. Let your imagination run wild and something magical may just happen. Success in the 2020s will be measured by story-telling, creating a compelling story about a loved one, a story even an eight-year-old can appreciate. Master-storytellers will excel.
Our eight-year-old grandson was finally persuaded to read that book he discarded. He actually found it thought-provoking. It was a small history book from nearly 100 years ago. Things have changed dramatically since then — many advancements but many old beliefs dispelled.
Losing 1.65 burial calls per 100 cases annually to cremation or $66,000+ over the next 10 years is not welcome news. Our 500-call funeral home owner exhibited the courage to ask the tough question. I hope he is ready for the answers. Are you?
This post is excerpted from the full article “How Long Will My Burial Business Last?” originally published In Volume 16, Issue 3 of Directions by Nixon Consulting, Inc. This newsletter content and information is sent to clients and associates of Nixon Consulting, Inc. Published quarterly. Subscription is by Invitation only from NCi. Reproduced with permission of the author.
David Nixon began working with funeral home owners in 1979. David is a Certified Management Consultant™ (CMC®), accredited by the Institute of Management Consultants, USA. David is noted for his ‘Listening to Cremation’ annual cremation study, which was first published in 1995. In addition to his work on funeral home financial analysis, he also concentrates on strategic planning, FTC Funeral Rule Compliance, funeral home budgeting and pricing, as well as funeral business valuations. David also focuses on exit planning and the transition of funeral home owners with all the complexities involved in selling or buying a funeral home.
Posted By Administration,
Wednesday, January 8, 2020
Updated: Thursday, January 2, 2020
After the celebrations are over, the beginning of each new year reminds us to refresh and improve our habits. It is not too late to resolve to accomplish the following items this year and establish a new routine for years to come.
- Update and review current governing laws and regulations.
Regardless of your role in the industry, it is important to understand the current laws and regulations that govern your work. Put aside the necessary time to review the federal, state, and local laws and regulations which affect your day to day operations. Right to control final disposition and cremation authorization issues dominate legal complaints against people and businesses in this industry. If you have difficulty finding the statutes and regulations, try searching the web sites for your state association or licensing board – they often have links available.
CANA Members: If you need further assistance, use your legal consultation benefit and give me a call.
- Educate and train staff on any new laws or regulations affecting your business.
Keeping yourself updated on new laws or regulations is just a first step. The next is to educate and train your staff and co-workers on what you have learned. Hold a “lunch and learn” with your team and give everyone the tools to succeed.
- Update your forms to bring them into compliance with any law changes.
Out of date, non-compliant forms are an easy target for regulators and plaintiffs’ attorneys alike. Confirm that your form documents include all the required notices, consents, and disclosures. Consult with an attorney if you have any questions regarding current legal requirements.
- Educate and train staff on the changes in your forms.
Compliant forms are important, but the persons who use them every day must understand how to utilize them to the fullest. Avoid the problems caused by improperly filled out forms. If done and utilized correctly, forms often provide the best documentation in defense of legal complaints.
- Review and update your operational policies and procedures.
OSHA compliance is critical to a successful operation. So, too, are human resource policies, and so much more. If you need assistance in your review, CANA has partnered with Cremation Strategies & Consulting to offer a program which will help you compile operational policies and procedures customized for your business. Learn more here.
- Review and update your employee handbook (including social media policy).
Employment issues are a prevalent headache across all industries and business models. Address common concerns in your employee handbook, so that everyone is on notice of the standards to which they will be held accountable. Implement clear, unambiguous policies on work hours, time off, sick leave, vacation time, and dress codes. Have appropriate sexual harassment policies in place. Communicate your expectations regarding social media use and restrictions on employee posts on business matters. Make sure employees are aware that social media is not for airing of workplace grievances or complaints.
CANA Members: Read up on what my office suggests for these policies as part of the Crematory Management Program.
- Educate and train staff on your policies and procedures.
Periodic training and review of operational and employment policies and procedures are critical. There cannot be compliance without your employees first understanding your expectations and standards to which they will be held accountable.
CANA Members: You can keep your standard operating procedures current and your staff informed with the Crematory Management Program and support from Cremation Strategies & Consulting.
- Meet with your insurance agent or broker.
Make sure your insurance agent or broker understands your business. Too often there are gaps in coverage discovered when you need insurance assistance or defense to a legal claim, when is too late to put the protections you need in place. Many gaps in coverage result from your agent or broker not understanding your daily work and operations sufficiently to make sure that what you actually do is covered. Just because you have “professional liability” insurance, you have no guarantee that all of your professional services are covered. Proactive insurance strategies will serve you best.
CANA Members: Have you looked over CANA’s newest benefit, a professional liability insurance program for crematories? Read what makes this policy different and how it covers businesses like yours.
- Meet with your tax planning professional.
Do not leave money on the table. A tax professional’s advice can add value to your business and improve its bottom line. Mitigate your tax risks and exposures prudently.
- Budget for and plan to attend meaningful continuing education opportunities.
Take some time to think about the education and assistance which will benefit you and your business most in the upcoming year. Then, search for continuing education opportunities that will assist in meeting your goals. There are in person and online resources available to address almost any concern as an industry professional or business owner. Some jurisdictions even allow you to get your crematory operator certification online. If you attend CANA’s convention in Seattle this year, please say hello. I look forward to seeing you!
CANA Members: Not sure how to get started developing a defined professional development plan for your employees? CANA Education Director Jennifer Werthman is here to help you achieve your goals – reach out any time.
Getting your new year off to a good start can jumpstart accomplishing your business’s New Year’s Resolutions. Best wishes for your success in 2020!
CANA Members: Your association is here to help! If you ever need these resources or anything else offered by CANA, reach out.
Excerpted from The Cremationist, Vol 53, Issue 1: “First Quarter 2019 Top Ten Legal Checklist” by Lara M. Price. Members can read this article and any other advice in The Cremationist archive. Not a member? Consider joining your business to access this and all archives of The Cremationist plus the many resources referenced here to help you find solutions for all aspects of your business – only $495
Lara M. Price is a shareholder at Sheehy, Ware & Pappas, PC, in Houston, in the products liability and professional liability sections of the firm. She has extensive experience in a number of substantive areas of trial practice, including products liability, professional liability, administrative law, commercial litigation, health care law, premises liability, and personal injury and wrongful death. She regularly represents corporations, other business entities, and individuals in complex litigation against claims for personal injuries, wrongful death, and economic loss in state courts throughout Texas and in federal courts in Texas and elsewhere. Ms. Price is General Counsel for CANA and Texas Funeral Directors Association.
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