If you run a small business in Lyons, Georgia, general liability insurance is probably something you’ve thought about — or should be thinking about. Whether you own a restaurant on Hibbard Avenue, a contracting company servicing Toombs County, or a retail shop near downtown, one lawsuit or accident claim can put everything you’ve built at risk.

This guide breaks down exactly what general liability insurance covers, how much it costs for small businesses in South Georgia, and how to make sure you’re properly protected. No jargon, no runaround. Just what you actually need to know.

What Is General Liability Insurance?

General liability insurance is a foundational business insurance policy that protects your company when a third party — a customer, vendor, or member of the public — suffers bodily injury or property damage connected to your business operations. It also covers personal and advertising injury claims, like copyright infringement or defamation.

In plain terms: if someone trips in your store and breaks their wrist, your general liability policy covers their medical bills and your legal defense if they sue. Without it, you’re paying those costs out of pocket.

For small businesses in Lyons and across Toombs County, general liability insurance is typically the first policy you’ll need — and in many cases, it’s required before you can even sign a lease, take on a contract, or work with a larger company as a vendor or subcontractor.

What General Liability Insurance Covers

• Bodily injury: A customer, vendor, or visitor is injured on your property or because of your work
• Property damage: Your business accidentally damages someone else’s property
• Personal and advertising injury: Claims like libel, slander, or copyright infringement in your advertising
• Medical payments: Immediate medical costs for someone injured at your location, regardless of fault
• Legal defense costs: Attorney fees, court costs, and settlements up to your policy limits

What It Doesn’t Cover

General liability has limits. It does not cover:

• Damage to your own property (that’s commercial property insurance)
• Employee injuries on the job (that’s workers’ compensation)
• Professional mistakes or errors in your services (that’s professional liability / E&O)
• Auto accidents involving your business vehicles (that’s commercial auto insurance)

Most small businesses in Lyons will eventually need more than just general liability — but it’s always the right starting point.

Who Needs General Liability Insurance in Lyons, GA?

The short answer: almost every business. Here are some of the most common situations we see among small business owners in the Lyons area:

Contractors and Construction Companies

If you’re pulling permits in Toombs County or working as a subcontractor on projects in and around Lyons, you’ll almost certainly be required to carry general liability insurance. General contractors routinely require proof of coverage before they’ll put you on a job. Most require a minimum of $1 million per occurrence.

Retail Shops and Restaurants

Foot traffic means risk. If a customer slips on a wet floor, claims a product you sold caused them harm, or has any kind of accident on your property, general liability is what stands between you and a costly lawsuit.

Service Businesses

Cleaning services, landscapers, plumbers, electricians, hair salons — if you’re working in or around clients’ homes or properties, general liability protects you if something gets broken or someone gets hurt.

Home-Based Businesses

This surprises a lot of people: your homeowner’s insurance does not cover business-related liability. If a client visits your home office and has an accident, you need a separate business liability policy.

How Much Does General Liability Insurance Cost in Lyons, GA?

For most small businesses in Lyons and the surrounding Toombs County area, general liability insurance runs between $400 and $1,500 per year — often less than $50 a month for simple, low-risk operations.

Several factors affect your premium:

• Industry and type of work: A bookkeeping firm pays far less than a roofing contractor. Higher physical risk = higher premium.
• Annual revenue: Larger revenue usually means more exposure and a higher premium.
• Number of employees: More employees generally means more risk.
• Claims history: Prior liability claims will push your premium up.
• Coverage limits: A $1 million / $2 million policy (most common) costs less than a $2 million / $4 million policy.
• Location: South Georgia businesses typically pay less than their counterparts in Atlanta, all else being equal.

The best way to get an accurate number is to get a quote from a local agent who knows the Lyons and Toombs County market. A local agent can often find better rates and coverage combinations than going directly to a national carrier online.

Coverage Limits — What Should You Actually Carry?

Most general liability policies are written with two limit numbers, like $1,000,000 / $2,000,000. Here’s what those mean:

• Per-occurrence limit: The maximum your policy pays for a single claim ($1 million in the example above)
• Aggregate limit: The total your policy pays across all claims in a policy year ($2 million in the example above)

For most small businesses in Lyons, a $1M / $2M policy is the standard starting point. If you’re working on larger commercial contracts, your client may require $2M per occurrence. An umbrella policy is another cost-effective way to get higher limits without buying a higher-tier base policy.

Not sure what limits you need? That’s exactly what a local insurance agent is for. Zorn Insight works with small businesses throughout the Lyons area and can walk you through the right coverage for your specific situation. Visit our general liability insurance page to learn more about coverage options, or check out our full business insurance overview to see how general liability fits alongside other policies.

Certificates of Insurance — What They Are and Why You’ll Need Them

A certificate of insurance (COI) is a one-page document that proves you have active insurance coverage. You’ll need to provide one:

• Before signing a commercial lease in Lyons
• Before starting a job for a general contractor or municipality
• When applying for certain business licenses
• When a customer or vendor requires proof of coverage

Your insurance agent can generate a COI in minutes once your policy is active. If you’re doing a lot of contract work in Toombs County and surrounding areas, you’ll likely be requesting these regularly.

General Liability vs. a Business Owner’s Policy (BOP)

You’ll often hear the term “BOP” when shopping for small business insurance. A Business Owner’s Policy bundles general liability and commercial property insurance together — usually at a lower combined price than buying both separately.

If you have a physical location in Lyons — a storefront, an office, a warehouse — a BOP is usually the smarter buy. If you’re a service-based business that works primarily at client locations and doesn’t have much physical property to insure, a standalone general liability policy may be all you need.

Either way, a local agent can run the numbers both ways and show you what makes more sense for your specific business.

Working with a Local Insurance Agent in the Lyons Area

There’s a real difference between getting a policy from a national comparison site and working with a local agent who actually knows Lyons, Toombs County, and South Georgia.

A local agent understands the types of businesses in your area — the agriculture-related businesses, the construction contractors, the retail shops along the main corridors. They know what coverage requirements look like on local contracts, what claim patterns exist in the region, and how to find coverage for businesses that don’t fit neatly into a national carrier’s online form.

Zorn Insight is based in Vidalia, right next door to Lyons, and serves businesses throughout Toombs County and across South Georgia. If you’re looking for business insurance in Lyons, GA, we’d love to help you find the right coverage at the right price.

Frequently Asked Questions: General Liability Insurance in Lyons, GA

Do I legally have to have general liability insurance to operate a business in Georgia?

Georgia doesn’t have a statewide law requiring most small businesses to carry general liability insurance. But you may be required to carry it by your landlord, by the entity you’re contracting with, or by a professional licensing board in your industry. Even when it’s not legally required, it’s a serious financial risk to operate without it — one lawsuit can exceed what most small businesses earn in a year.

How fast can I get general liability coverage for my business in Lyons?

In most cases, a general liability policy can be quoted and bound the same day. Once your policy is active, a certificate of insurance can be issued within minutes. If you have a contract starting Monday and need coverage in place by Friday, that’s very doable.

Does general liability insurance cover my employees if they get hurt on the job?

No — that’s covered by workers’ compensation insurance, which is a separate policy. General liability covers third parties (customers, vendors, the public). If you have employees in Georgia, you’re generally required by state law to carry workers’ comp once you hit a certain employee threshold. Talk to a local agent about both coverages together.

I work out of my home in Lyons. Do I need a separate business liability policy?

Yes, and this catches a lot of home-based business owners off guard. Your personal homeowner’s insurance policy excludes business-related liability. If a client comes to your home and is injured, or if your business activities cause property damage, your homeowner’s policy won’t cover it. A separate general liability policy — or a home-based business endorsement — fills that gap.

What’s the difference between general liability and professional liability insurance?

General liability covers physical risks — bodily injury and property damage. Professional liability (also called Errors and Omissions or E&O) covers financial harm caused by your professional services or advice. If you’re a consultant, accountant, real estate agent, or any other service professional, you may need both. A local agent can help you figure out which policies apply to your specific work.

Can I add someone else as an additional insured on my general liability policy?

Yes, and this is very common on commercial contracts. If a general contractor requires you to add them as an additional insured, your insurance agent can add that endorsement to your policy. There’s usually a small fee per endorsement, or some policies include a blanket additional insured endorsement that covers all required parties automatically.

How do I know how much general liability coverage my Lyons business actually needs?

Start by looking at any contracts you’ve signed or plan to sign — they’ll often specify a minimum coverage requirement. Then consider the nature of your work: higher-risk industries (construction, food service, healthcare) should carry higher limits. A $1M / $2M policy is the most common starting point for small businesses, but a local agent who knows your industry can give you a specific recommendation based on your actual risk profile.

 The NCCI, other state workers compensation regulatory bureaus, and state governments are still working to develop payroll handling and reporting guidance as it applies to the COVID-19 crisis. This holds true for General Liability policies as well. As we all navigate the COVID-19 crisis and its potential impact to the exposure basis on both in-force and future Workers’ Compensation and General Liability policies, we felt it important that we ask you to share some general guidance with your team on keeping payroll records.

 Payroll given to employees for time not worked related to the COVID-19 crisis should be separately identified in your records. This exposure should be captured to a unique payroll category.

 You should maintain payroll records for employees that continue to work but have taken on different duties in a manner that the payroll is identified and split based on the applicable workers compensation and general liability class codes.

 The above will enable the auditor to identify COVID-19 associated payrolls when conducting the audit. Those payrolls will be handled as determined by NCCI, the appropriate Workers’ Compensation bureaus, state governments, or ISO.

 Thank you for the trust you have placed in us as together we navigate these challenging times.

Don Wall February 24, 2020

Canada’s construction sector should brace itself for significant supply-chain interruptions caused by the coronavirus outbreak, experts assembled by the Canadian Construction Association (CCA) recently warned.

Not only will supplies be disrupted, the trio of experts in the Feb. 18 informational webinar explained, but stakeholders should also prepare themselves for other ramifications such as higher costs, the collapse of strategic partnerships, logistics breakdowns and possible legal squabbles as parties debate whether contracts may provide “force majeure” relief.

“No-one is buying anything or producing anything in China right now,” said Peter Kapler, senior vice-president and national director of performance security with Aon.

As for construction supply-chain problems, he said, “It’s not a matter of if but when.”

Kapler laid out the rapid spread of the coronavirus from its initial detection by the Chinese Center for Disease Control on Dec. 21, 2019 to Jan. 23, when the city of Wuhan was quarantined.

On Jan. 30 the World Health Organization declared a “global health emergency” and by Feb. 17, the global case count was 73,435 cases.

Wuhan is known for producing metal products, mechanical equipment and solar panels as well as electrical and electronics manufacturing. Cheri Hanes, a construction risk engineer with AXA XL, said there were 164 manufacturing facilities in Wuhan creating products often used by the global construction industry, including 13 plants that directly manufacture construction materials.

Overall, Canada imports $48.5 billion in goods from China annually, with over $500 million in each of the electrical and electronics, plastics, iron and steel, glass and prefab building sectors.

It’s not only that materials will be unavailable, it’s that materials will be unaffordable,

— Cheri Hanes

AXA XL

In short, said Hanes, constructors around the world are realizing right now how closely they are tied to China for supplies.

“Problems are going to reverberate quickly through supply chains,” she said.

Hanes urged Canadian firms to immediately conduct a supply chain audit. Rather than narrowly focusing on the city of Wuhan, she said, their sights should be trained on all of China and beyond, including any third parties their suppliers and partners deal with. The audit should look to identify possible shortages of raw materials in addition to finished products and prepare for costs to soar, with the timetable for distress most likely extending well after the outbreak becomes contained.

“It’s not only that materials will be unavailable, it’s that materials will be unaffordable,” said Hanes, adding the effects could be “catastrophic” to a balance sheet.

“There may be some serious after-effects.”

Canadians should start to work with all parties to identify vulnerabilities end to end in the supply chain, Hanes said. Owners, contractors, subs and suppliers should all be talking transparently and making accommodations in these extraordinary circumstances.

“A big room approach is needed,” she said.

Supply chain Plan B’s should be developed and risk registers recalibrated, she said. Can alternate capacity be built up? Constructors should recognize there will be a “next time” and given that the world is more interconnected than ever before, they should plan to build a more resilient supply chain that can sustain the impacts of more frequent disruptions.

“All of this is deep work but it’s worth it,” said Hanes.

Risk engineering may be the opposite of value engineering, “but that money may be very well spent,” she added.

“A learning organization doesn’t just snap back, it learns and grows.”

The third contributor to the panel was Andrea Lee, partner with Glaholt Bowles, who explained that many contracts include force majeure clauses that release parties from performance of contractual obligations when unexpected events occur that will make performance more onerous than expected.

Typical criteria include an event that is beyond the control of a claiming party, when the event prevents or delays contract performance, when the event was not due to negligence or fault of the claiming party, and when the claiming party has exercised reasonable diligence to overcome the specified force majeure event.

Examples are “acts of god” such as landslides or earthquakes, and acts of terrorism.

CCDC contracts include such unforeseen events and call for the contract performance time to be extended for a “reasonable” period— typically for the duration of the event — to be determined though consultations.

Lee presented case law offering helpful interpretation of the doctrine but noted no Canadian legal judgment has ever had to consider force majeure in the case of a serious outbreak or epidemic. Courts considering the matter in future would probably look at the Atlantic Paper Stock decision (1976), which established criteria such as a determination whether the change is so radical that it strikes at the root of the contract, and whether the parties, through the exercise of reasonable skill, can find work-arounds.

“Keeping track of all the evidence that might have to be used down the road, I think that is important” in showing reasonable efforts were made to find alternative solutions, Lee said.

In the end, Lee agreed with both Kapler and Hanes that parties should attempt to maintain relationships during a crisis and find practical solutions.

“Parties should think about how to work together,” said Lee. “Legal principles meet a real-world approach.”

Kapler had the last word: “It is a big-room issue, and a lot of communication is required from all parties on a going-forward basis. There is a big role for the CCA to play.”

Hard Hat FAQ: 7 Answers From an Expert

While hard hats are a very routine personal protective equipment (PPE), questions about them persist. An EMC Loss Control Engineer, sheds light on some of the most common concerns and questions she comes across while working with policyholders.

Q: Are stickers allowed on hard hats?
A: It depends. The American National Standards Institute (ANSI) and the Occupational Safety and Health Administration (OSHA) have differing standards on this issue. ANSI does not allow stickers on hard hats, and until OSHA adopts this standard, the practice of placing stickers on hard hats will likely continue.

OSHA’s response says that applying stickers or painting hard hats “must be performed in accordance with the manufacturer’s instructions, unless the employer can demonstrate that the altered helmet is as effective and protective.” This places the burden on the manufacturer to determine if it’s OK to add stickers.

Many companies use stickers on hard hats to show employee training levels and indicate if a worker is qualified to be on the current job site. But from a safety standpoint, stickers aren’t a good idea because they can cover a hole or crack. And unseen damage jeopardizes the wearer’s safety, defeating the reason for wearing a hard hat.

Q: What do the different colors of hard hats mean?
A: Color assignments can differ from site to site, but these color uses are most common:

• White for supervisors, foremen and engineers
• Brown for welders and those working with high heat
• Green for safety inspectors and occasionally new workers
• Yellow for earth movers and general workers
• Blue for carpenters, technical workers and temp workers
• Orange for road crew workers, visitors and sometimes new employees

Additionally, some employees choose to wear unusual colors, such as pink, for visibility.

Q: What are hard hat ratings?
A: There are two types and several classes of ANSI ratings. Type I protects only the top of the head, while Type II protects the top and sides of the head. Class C hats don’t provide protection from electrical hazards. Class G helmets protect against low-voltage conductors (up to 2,200 volts), and Class E hats are tested at 20,000 volts.

Q: When are hard hats required?
A: In OSHA 29 CFR 1910.135, hats are required when any of these conditions are present in the work area:

• Objects may fall from above and hit an employee on the head
• Employees may bump their heads on objects such as pipes or beams
• There is a danger of head contact with electrical hazards

One thing to note is that some employers don’t think about non-electricians needing hard hat protection from electrical hazards. But any time there is an electrical danger, employees working in that area—electricians or not—need the protection of a Class G or E hat.

Q: Do hard hats expire?
A: Yes, and a recommended replacement date is stamped on the hat. However, rely on that date loosely. For example, if the hat sat in a warehouse for a year before you purchased it, the expiration date will be off. Keep your purchase records to prove how long it’s been in use.

On the other hand, heavy exposures to sun, extreme temperatures, chemicals and hard daily use means you’ll need to replace your hard hat much sooner. You’ll need to replace your hat immediately if it takes a heavy impact or is dropped more than 8-10 feet.

Q: What testing leads to ANSI approval for hard hats?
A: ANSI standard Z89.1 requires flammability, force transmission, apex penetration and electrical insulation testing for all Type I and Type II hats. In addition, Type II hats require impact energy attenuation, off-center penetration and chin-strap tests.

Some manufacturers run additional tests including high visibility, low temperature and wearing the hat backward.

There are permanent labels or markings on hard hats, letting you know the type, class and testing completed.

Q: How should a hard hat fit?
A: When you adjust the harness suspension, there should be approximately 1-1¼ inches clearance between your head and the hat.

Q: Can I wear my hard hat backward? 
Some brands are designed so the hat can be worn backward, while others are not. Always check the manufacturer’s label to be sure a hard hat is safe to wear backward.

Q: Can I wear a baseball hat or other headgear under my hard hat? 
Baseball hats are not allowed, but other headgear, such as bandanas and winter liners can be worn if they are tight against the head and don’t affect the hat’s suspension and functioning.

An Important Reminder
Hard hats are often treated carelessly and abused by workers. Remember, a hard hat could be what stands between you and severe injury or death. It’s important to follow regulations to ensure your hard hat is still doing the job it is designed to do: keep you safe.

A hard hat does not offer total protection—you need to be aware of what is going on around you. Our experts suggest setting up “no-go” zones to avoid employee exposure to overhead hazards. You should also reinforce jobsite dangers during employee training, stressing that a hard hat can’t prevent all injuries caused by falling objects. There is only a limited amount of protection a good hard hat can provide.

For more information, refer to Safe Use of Hard Hats training and Safety Brief: Personal Protective Equipment, Hard Hats.

The Best Way to Shore up Your Excavation Safety

With a fatality rate that is 112% higher than the rate for general construction, excavation is among the most hazardous construction operations you can undertake this spring. Cave-ins pose the greatest risk, with other potential hazards including falls, falling loads, hazardous atmospheres and incidents involving mobile equipment.

Many factors affect safety during excavation, so we asked our experts for the number one thing you should be doing (but probably aren’t). Their answer? The easiest and most effective way to improve excavation safety is to designate a competent person for your excavation operations.

What is a Competent Person?
Several OSHA standards, including those governing outdoor scaffolding systems, reference the need for a competent person. But many people in the construction field aren’t aware that it’s a requirement for excavation and trenching. It doesn’t matter if you’re digging a 1-foot trench or a 20-foot hole—if you’re excavating, you need to have a designated competent person.

There are three main attributes defining a competent person:

• Hazard Recognition—identifies existing and predictable hazards in the surroundings or working conditions that might be dangerous to employees
• Task-Specific Knowledge—understands soil types and protective systems
• Able to Stop Work—authorized to protect employees by stopping work until a hazard or dangerous condition can be corrected.

How to Designate a Competent Person
A competent person should not be chosen lightly. When an employee is considered a “competent person,” it isn’t just a compliment—it is a serious obligation. To be fully in compliance with OSHA (and to fully protect your employees), you need to identify someone by name who meets the competent person criteria outlined above.

Depending on the size of your worksite and span of your operations, you may need to designate more than one competent person. List the names of your competent people in your safety programs and materials to make sure everyone is on the same page.

Responsibilities of a Competent Person
A competent person is responsible for overseeing your excavation operations. That doesn’t mean they need to be on-site for the entirety of an excavation. However, they should inspect excavations daily and whenever conditions change. These inspections should occur before worker entry to ensure all hazards have been eliminated. It’s a good idea to document these daily inspections to show you are in compliance with the standard. Try using EMC’s free Excavation Inspection Form to guide the inspection, then retain the completed copy for future reference.

In addition to conducting site inspections, the competent person is responsible for:

• Classifying soil
• Inspecting protective systems
• Designing structural ramps
• Monitoring water removal equipment

Becoming a Competent Person
Becoming a competent person is less formal and easier than many people assume. It’s not an official certification, and there’s no standardized test that must be passed to attain the status. To qualify as a competent person, you need to have a solid understanding of the different methods of digging, types of soil and kinds of protection systems available. If you understand how those factors interact—if you can visualize them, explain them and demonstrate knowledge about them—then you are likely a competent person.

There’s no single path to follow to become a competent person. Experience is the most common way people get there. Someone who is newer to the industry might need additional training time. While you could take a multi-day course on the subject, many people opt to use online, self-study materials. Here are a few to get you started.

• OSHA’s Trenching and Excavation Topic—Get familiar with the standard and what it requires. This site also includes construction-specific technical resources and examples of hazards and solutions.
• OSHA Technical Manual: Hazard Recognition in Trenching and Shoring
• OSHA’s Classification of Soils for Excavations
• OSHA’s Trenching and Excavation Safety Overview
• EMC’s Trenching and Excavation Tech Sheet

What Else Can I do to Make Excavation Safer?
Beyond daily inspections and regular monitoring, there are several things a competent person can do to increase excavation safety.

Plan Ahead—A great best practice (one that is sometimes enforced by general contractors or owners) is putting together a pre-dig permit (sometimes called a “daily dig permit”) before any excavation begins. Before you start digging, create a written plan that covers what equipment will be used, how deep you plan to dig and what soil type or water conditions are present in the area. By thinking through the tasks in advance, you can spot problems before they occur. Even if this practice isn’t required on your job, it will set you apart as an organized and safe contractor.

Find the Best Solution—Sometimes it can feel like the goals of the competent person run counter to the goals of the installers. The site personnel may claim the trench box is in the way, or perhaps the project is running behind and there is concern about how long it will take to shore appropriately. While benching and sloping is a common do-it-all solution, it doesn’t necessarily work well in all instances. Luckily, technology and products have come a long way, and a little time spent researching before you start the job can help you find a mutually acceptable solution. Don’t be afraid to ask for input from your equipment rental company. They can offer helpful recommendations when you’re trying to select the best protective support system for the job.

Communicate Frequently—An effective competent person will have the familiarity and availability to talk with the employees performing the work. Encourage open communication, even informally, about near-misses. Fixing the problem that caused a close call could save a life later on. As part of your regular communication, make sure employees are reporting issues with protective systems so they can be reported to the equipment rental company and fixed as soon as possible.

Plan, Prepare and Respond to Coronavirus Disease 2019

Older adults and people who have severe underlying chronic medical conditions like heart or lung disease or diabetes seem to be at higher risk for developing more serious complications from COVID-19 illness.
Find more information here.

This interim guidance is based on what is currently known about the coronavirus disease 2019 (COVID-19). The Centers for Disease Control and Prevention (CDC) will update this interim guidance as needed and as additional information becomes available.

CDC is working across the Department of Health and Human Services and across the U.S. government in the public health response to COVID-19. Much is unknown about how the virus that causes COVID-19 spreads. Current knowledge is largely based on what is known about similar coronaviruses.

Coronaviruses are a large family of viruses that are common in humans and many different species of animals, including camels, cattle, cats, and bats. Rarely, animal coronaviruses can infect people and then spread between people, such as with MERS-CoV and SARS-CoV. The virus that causes COVID-19 is spreading from person-to-person in China and some limited person-to-person transmission has been reported in countries outside China, including the United States. However, respiratory illnesses like seasonal influenza, are currently widespread in many US communities.

Dr. Jay Butler, CDC’s Deputy Director for Infectious Diseases and Senior Response Official for the COVID-19 response provided a situational update for CDC partners, including members of the private sector, public health organizations, universities, and clinical societies.

The following interim guidance may help prevent workplace exposures to acute respiratory illnesses, including COVID-19, in non-healthcare settings. The guidance also provides planning considerations if there are more widespread, community outbreaks of COVID-19.

To prevent stigma and discrimination in the workplace, use only the guidance described below to determine risk of COVID-19. Do not make determinations of risk based on race or country of origin, and be sure to maintain confidentiality of people with confirmed COVID-19. There is much more to learn about the transmissibility, severity, and other features of COVID-19 and investigations are ongoing. Updates are available on CDC’s COVID-19 web page.

Recommended strategies for employers to use now:

• Actively encourage sick employees to stay home:
  • Employees who have symptoms of acute respiratory illness are recommended to stay home and not come to work until they are free of fever (100.4° F [38.0° C] or greater using an oral thermometer), signs of a fever, and any other symptoms for at least 24 hours, without the use of fever-reducing or other symptom-altering medicines (e.g. cough suppressants). Employees should notify their supervisor and stay home if they are sick.
  • Ensure that your sick leave policies are flexible and consistent with public health guidance and that employees are aware of these policies.
  • Talk with companies that provide your business with contract or temporary employees about the importance of sick employees staying home and encourage them to develop non-punitive leave policies.
  • Do not require a healthcare provider’s note for employees who are sick with acute respiratory illness to validate their illness or to return to work, as healthcare provider offices and medical facilities may be extremely busy and not able to provide such documentation in a timely way.
  • Employers should maintain flexible policies that permit employees to stay home to care for a sick family member. Employers should be aware that more employees may need to stay at home to care for sick children or other sick family members than is usual.
• Separate sick employees:
  • CDC recommends that employees who appear to have acute respiratory illness symptoms (i.e. cough, shortness of breath) upon arrival to work or become sick during the day should be separated from other employees and be sent home immediately. Sick employees should cover their noses and mouths with a tissue when coughing or sneezing (or an elbow or shoulder if no tissue is available).
• Emphasize staying home when sick, respiratory etiquette and hand hygiene by all employees:
  • Place posters that encourage staying home when sick, cough and sneeze etiquette, and hand hygiene at the entrance to your workplace and in other workplace areas where they are likely to be seen.
  • Provide tissues and no-touch disposal receptacles for use by employees.
  • Instruct employees to clean their hands often with an alcohol-based hand sanitizer that contains at least 60-95% alcohol, or wash their hands with soap and water for at least 20 seconds. Soap and water should be used preferentially if hands are visibly dirty.
  • Provide soap and water and alcohol-based hand rubs in the workplace. Ensure that adequate supplies are maintained. Place hand rubs in multiple locations or in conference rooms to encourage hand hygiene.
  • Visit the coughing and sneezing etiquette and clean hands webpage for more information.
• Perform routine environmental cleaning:
  • Routinely clean all frequently touched surfaces in the workplace, such as workstations, countertops, and doorknobs. Use the cleaning agents that are usually used in these areas and follow the directions on the label.
  • No additional disinfection beyond routine cleaning is recommended at this time.
  • Provide disposable wipes so that commonly used surfaces (for example, doorknobs, keyboards, remote controls, desks) can be wiped down by employees before each use.
• Advise employees before traveling to take certain steps:
  • Check the CDC’s Traveler’s Health Notices for the latest guidance and recommendations for each country to which you will travel. Specific travel information for travelers going to and returning from China, and information for aircrew, can be found at on the CDC website.
  • Advise employees to check themselves for symptoms of acute respiratory illness before starting travel and notify their supervisor and stay home if they are sick.
  • Ensure employees who become sick while traveling or on temporary assignment understand that they should notify their supervisor and should promptly call a healthcare provider for advice if needed.
  • If outside the United States, sick employees should follow your company’s policy for obtaining medical care or contact a healthcare provider or overseas medical assistance company to assist them with finding an appropriate healthcare provider in that country. A U.S. consular officer can help locate healthcare services. However, U.S. embassies, consulates, and military facilities do not have the legal authority, capability, and resources to evacuate or give medicines, vaccines, or medical care to private U.S. citizens overseas.
• Additional Measures in Response to Currently Occurring Sporadic Importations of the COVID-19:
  • Employees who are well but who have a sick family member at home with COVID-19 should notify their supervisor and refer to CDC guidance for how to conduct a risk assessment of their potential exposure.
  • If an employee is confirmed to have COVID-19, employers should inform fellow employees of their possible exposure to COVID-19 in the workplace but maintain confidentiality as required by the Americans with Disabilities Act (ADA). Employees exposed to a co-worker with confirmed COVID-19 should refer to CDC guidance for how to conduct a risk assessment of their potential exposure.

Planning for a Possible COVID-19 Outbreak in the US

The severity of illness or how many people will fall ill from COVID-19 is unknown at this time. If there is evidence of a COVID-19 outbreak in the U.S., employers should plan to be able to respond in a flexible way to varying levels of severity and be prepared to refine their business response plans as needed. For the general American public, such as workers in non-healthcare settings and where it is unlikely that work tasks create an increased risk of exposures to COVID-19, the immediate health risk from COVID-19 is considered low. The CDC and its partners will continue to monitor national and international data on the severity of illness caused by COVID-19, will disseminate the results of these ongoing surveillance assessments, and will make additional recommendations as needed.

Planning Considerations

All employers need to consider how best to decrease the spread of acute respiratory illness and lower the impact of COVID-19 in their workplace in the event of an outbreak in the US. They should identify and communicate their objectives, which may include one or more of the following: (a) reducing transmission among staff, (b) protecting people who are at higher risk for adverse health complications, (c) maintaining business operations, and (d) minimizing adverse effects on other entities in their supply chains. Some of the key considerations when making decisions on appropriate responses are:

• Disease severity (i.e., number of people who are sick, hospitalization and death rates) in the community where the business is located;
• Impact of disease on employees that are vulnerable and may be at higher risk for COVID-19 adverse health complications. Inform employees that some people may be at higher risk for severe illness, such as older adults and those with chronic medical conditions.
• Prepare for possible increased numbers of employee absences due to illness in employees and their family members, dismissals of early childhood programs and K-12 schools due to high levels of absenteeism or illness:
  • Employers should plan to monitor and respond to absenteeism at the workplace. Implement plans to continue your essential business functions in case you experience higher than usual absenteeism.
  • Cross-train personnel to perform essential functions so that the workplace is able to operate even if key staff members are absent.
  • Assess your essential functions and the reliance that others and the community have on your services or products. Be prepared to change your business practices if needed to maintain critical operations (e.g., identify alternative suppliers, prioritize customers, or temporarily suspend some of your operations if needed).
• Employers with more than one business location are encouraged to provide local managers with the authority to take appropriate actions outlined in their business infectious disease outbreak response plan based on the condition in each locality.
• Coordination with stateexternal icon
   and localexternal icon
   health officials is strongly encouraged for all businesses so that timely and accurate information can guide appropriate responses in each location where their operations reside. Since the intensity of an outbreak may differ according to geographic location, local health officials will be issuing guidance specific to their communities.

Important Considerations for Creating an Infectious Disease Outbreak Response Plan

All employers should be ready to implement strategies to protect their workforce from COVID-19 while ensuring continuity of operations. During a COVID-19 outbreak, all sick employees should stay home and away from the workplace, respiratory etiquette and hand hygiene should be encouraged, and routine cleaning of commonly touched surfaces should be performed regularly.

Employers should:

• Ensure the plan is flexible and involve your employees in developing and reviewing your plan.
• Conduct a focused discussion or exercise using your plan, to find out ahead of time whether the plan has gaps or problems that need to be corrected.
• Share your plan with employees and explain what human resources policies, workplace and leave flexibilities, and pay and benefits will be available to them.
• Share best practices with other businesses in your communities (especially those in your supply chain), chambers of commerce, and associations to improve community response efforts.

Recommendations for an Infectious Disease Outbreak Response Plan:

• Identify possible work-related exposure and health risks to your employees. OSHA has more information on how to protect workers from potential exposuresexternal icon
   to COVID-19.
• Review human resources policies to make sure that policies and practices are consistent with public health recommendations and are consistent with existing state and federal workplace laws (for more information on employer responsibilities, visit the Department of Labor’sexternal icon
   and the Equal Employment Opportunity Commission’sexternal icon
   websites).
• Explore whether you can establish policies and practices, such as flexible worksites (e.g., telecommuting) and flexible work hours (e.g., staggered shifts), to increase the physical distance among employees and between employees and others if state and local health authorities recommend the use of social distancing strategies. For employees who are able to telework, supervisors should encourage employees to telework instead of coming into the workplace until symptoms are completely resolved. Ensure that you have the information technology and infrastructure needed to support multiple employees who may be able to work from home.
• Identify essential business functions, essential jobs or roles, and critical elements within your supply chains (e.g., raw materials, suppliers, subcontractor services/products, and logistics) required to maintain business operations. Plan for how your business will operate if there is increasing absenteeism or these supply chains are interrupted.
• Set up authorities, triggers, and procedures for activating and terminating the company’s infectious disease outbreak response plan, altering business operations (e.g., possibly changing or closing operations in affected areas), and transferring business knowledge to key employees. Work closely with your local health officials to identify these triggers.
• Plan to minimize exposure between employees and also between employees and the public, if public health officials call for social distancing.
• Establish a process to communicate information to employees and business partners on your infectious disease outbreak response plans and latest COVID-19 information. Anticipate employee fear, anxiety, rumors, and misinformation, and plan communications accordingly.
• In some communities, early childhood programs and K-12 schools may be dismissed, particularly if COVID-19 worsens. Determine how you will operate if absenteeism spikes from increases in sick employees, those who stay home to care for sick family members, and those who must stay home to watch their children if dismissed from school. Businesses and other employers should prepare to institute flexible workplace and leave policies for these employees.
• Local conditions will influence the decisions that public health officials make regarding community-level strategies; employers should take the time now to learn about plans in place in each community where they have a business.
• If there is evidence of a COVID-19 outbreak in the US, consider canceling non-essential business travel to additional countries per travel guidance on the CDC website.
  • Travel restrictions may be enacted by other countries which may limit the ability of employees to return home if they become sick while on travel status.
  • Consider cancelling large work-related meetings or events.
• Engage stateexternal icon
   and localexternal icon
   health departments to confirm channels of communication and methods for dissemination of local outbreak information. When working with your local health department check their available hours.

By Derek Ross, Human Resources Consultant, East Coast Risk Management

Hiring the right person for your company can be a daunting task. There are many steps to consider throughout the entire process, from properly writing a job description to getting all parties involved on the same page. Having the proper recruitment strategy and applicant tracking systems in place before you decide to hire someone can make or break the candidate’s experience as well as your ability to find the best available candidate for the job.

When planning your recruitment strategy, the first crucial step you want to take is identifying the hiring manager(s) or key personnel in the decision making process. This will allow everyone involved to be on the same page from the get go. The next step you want to take is defining the position in an extensive, well-written job description. A solid job description lists duties, responsibilities and essential skills needed to perform the job. It gives the job seeker a good indication of the duties and necessary requirements needed to help them decide if they think they would be a fit. In the job posting, you can also give a brief description about your company, pay range, work environment, physical demands, etc.

If you’re an employer who takes a more proactive approach to recruiting, you can actively source for the qualified candidates on paid sites such as CareerBuilder, Monster, ZipRecruiter, Indeed or even Glassdoor, to name a few. Another option is to utilize free sites such as your company’s website or social media pages. Social media outlets like LinkedIn, Facebook or Twitter allow you to organically post open positions.

Now, let’s say you are a smaller employer that does not have an Applicant Tracking System (ATS) currently in place. Not to worry. Rest assured that there is still an easy way for smaller organizations to track potential candidates. By keeping a simple spreadsheet using software such as Excel, you can keep your hiring process on track and make sure qualified candidates are not being overlooked.

After you’ve established your list of qualified candidates from your job postings and/or sourcing efforts, the next step is candidate screening. By pre-screening the most qualified candidates first, you can save the hiring manager valuable time. This is usually done through a simple 15 to 30-minute phone call or web conferencing interview. Remember to have a solid set of questions to ask each candidate. This will ensure you are asking each interviewee the right questions, and the same questions. That consistency will help you select the best candidates for the next step in your hiring process. Your pre-screening calls also give the candidates time to ask specific questions regarding the job, company, culture, etc.

Once you have established a pool of qualified candidates through your phone screens, schedule face-to-face interviews with the hiring manager(s) and/or key decision makers. Make sure you reserve a private room ahead of time allowing at least 45 minutes to 1 hour for the interview. Again, prepare specific questions related to the job at hand. You can use many different interview techniques including behavioral-based techniques, which evaluate the person’s strengths & weaknesses as well as past behaviors.

The “STAR” method is a respected behavioral-based technique. Here is how it might look to an interviewee:

• Situation or Task: Describe the situation that you were in or the task that you needed to accomplish. You must describe a specific event or situation, not a generalized description of what you have done in the past. Be sure to give enough detail for the interviewer to understand. This situation can be from a previous job, from a volunteer experience, or any relevant event.
• Action you took: Describe the action you took and be sure to keep the focus on you. Even if you are discussing a group project or effort, describe what you did — not the efforts of the team. Don’t tell what you might do, tell what you did.
• Results you achieved: What happened? How did the event end? What did you accomplish? What did you learn?

There is also the competency technique, which evaluates the person’s particular skill set and knowledge of the essential functions of the job. For example: providing a typing test for a Data Entry Clerk or Excel test for a financial position you are trying to fill. Remember, the key is to match competency testing with the needs of your company and the position for which you are hiring. Implementing solid interviewing techniques like these will help you hire the best qualified candidate for the job.  That will save you time and money, as well as reduce turnover.

At this point, after having already performed the initial pre-screenings and face-to-face interviews, you should have either selected your top candidate, or at least two or three favorites; which means now it is time to perform reference checks on these individuals. Once more, having a template of pre-determined questions ready to ask the candidates’ professional referrals is always best practice. Depending on the position you are hiring, it may be best to give the candidates pre-placement screening assessments, otherwise known as skills testing. Skills testing is an easy to way for the potential new hire to prove that they actually have the particular skills and knowledge to perform the job for which they are applying. Another excellent assessment is personality or behavioral testing. These tests are designed to provide your business with information of an individual’s behavioral style that will have an impact on their performance at work. This type of assessment can also be used as a tool to promote internally or help with development of your current staff. Neither the skills assessment nor personality/behavioral tests should be used as a standalone decision maker, but rather as supplemental tools to help you better make an informed decision.

Alright, so after having collected as much information as possible on your top candidates, it is finally time to make that job offer! Create a formal offer letter spelling out the position, start date, salary or hourly rate as well as any contingencies there may be, such as successful passing of a background check, drug test, etc. This should eliminate any surprises when it comes time for your successful candidate to sign and accept the position.

Lastly and also very important, once that offer is signed by the candidate, stay in constant contact with your new hire regarding any needed pre-employment testing and carefully communicate expectations for their first day of work. This will ensure that they arrive fully engaged and ready for their new job and possibly, new career.

Avoiding Impaired Drivers

Over a million American drivers are arrested each year for driving under the influence of alcohol or narcotics. And it’s estimated that three out of every 10 people will be involved in an alcohol or drug-related crash during their lifetime. Given these statistics, your commercial drivers need to be aware of the warning signs of driver impairment and trained to safely attempt avoiding an accident with an impaired driver.

Groups at Risk

Male drivers are involved in fatal impaired motor vehicle accidents approximately twice as often as female drivers. The risk of being involved in an alcohol-related crash is also much greater for young people. Approximately 40% of those under age 24 who die in vehicle accidents have drug or alcohol impairments.

Warning Signs of an Impaired Driver

Your drivers can help avoid becoming a statistic by recognizing the signs of a hazardous driver:

• Drifting or weaving
• Speeding or driving too slowly
• Giving inconsistent signaling
• Braking erratically
• Stopping without apparent cause
• Accelerating or slowing down rapidly
• Driving with head out of the window or with the window down in cold weather
• Driving into opposing or crossing traffic
• Driving with tires on a lane marker
• Slow response to traffic signals
• Almost striking an object or another vehicle
• Making unusually wide turns
• Driving on the shoulder or the roadside
• Tailgating
• Turning abruptly or illegally
• Driving with headlights off in the dark

Avoiding Impaired Drivers

Commercial drivers should follow these tips if they encounter an impaired driver.

When a driver ahead of you is driving in an unsafe manner: Keep a safe following distance and allow yourself plenty of time to react.

When the driver is behind you: Turn off at the nearest intersection or driveway and allow the driver to pass before continuing.

When a suspected impaired driver is approaching you: Slow down quickly, move to the right side of the road and stop. This will help avoid a head-on collision. You may also want to sound your horn and flash your lights if there is enough time.

When approaching an intersection, slow down and be aware of your surroundings. Look left, then right, then left again. Remember to leave yourself enough room around other cars and obstacles so you can take evasive action if necessary. Always lock your vehicle doors, fasten your seat belt, and have any passengers do the same. These measures can help keep you safe.

If possible and safe to do so, obtain the license plate number of any vehicle driving erratically. Contact law enforcement by dialing 911 and report a description of the vehicle, license plate number and location and direction of travel.

Do Your Drivers Know How to Avoid Hydroplaning?

Most drivers know that it is important to slow down, turn off cruise control and avoid tailgating when driving on snowy and icy roads. However, many drivers are surprised to learn that rain can be nearly as treacherous to drive in as snow and ice. Not only are flooded streets and swollen creeks a danger for sweeping vehicles off the road, but water-slick roadways can also cause hydroplaning. According to the Federal Highway Administration, 75 percent of all weather-related vehicle crashes occur on wet pavement, with 47 percent of them occurring when it is raining.

What Is Hydroplaning?

Hydroplaning can happen when water flows between your car’s tires and the pavement. The water prevents tires from gripping the road, which can lead to a loss of steering control and accidents. The effects of hydroplaning are similar to the loss of control drivers experience when driving on icy streets. It may feel like your vehicle is floating and that you have no control over the direction you are heading.

Prevent Hydroplaning

“There are ways to prevent hydroplaning,” says EMC Senior Engineer Jim Stotser, “starting with good vehicle maintenance, and following up with training drivers how to handle situations where hydroplaning may occur.” These include:

1. Checking your tires. When performing maintenance, make sure tire tread is in good condition and tires are inflated correctly. The lower your tire inflation and thinner the tread, the greater the possibility of hydroplaning. That’s because deeper tire grooves scatter the water you drive through, allowing for better traction. Rotating tires frequently and replacing them as needed keeps you safer on all roadways, but especially on those that are water- or ice-covered.

2. Understanding the dangers. It’s not just heavy rains and deep puddles that cause hydroplaning. One of the most dangerous times for hydroplaning is within the first 10 minutes of a rain shower. Raindrops mix with dust and oils on the road, and the combo makes a very slick surface. Driving through a large puddle or an area of standing water—even if it’s not raining and the streets aren’t fully wet—can also create conditions for hydroplaning.

3. Driving slower and hanging back. Slowing down is the safest move when the pavement is wet. Not only will you have better visibility, but the slower you drive, the less likely you are to hydroplane. That’s because tires get better traction on wet pavement at lower speeds. How much slower to drive depends on how much rain, the type of pavement and your tire condition. Some experts say that hydroplaning is rare at speeds as low as 30 mph, others suggest 45 mph as a sufficiently safe speed when the pavement is wet. Leave more space between your vehicle and those ahead of you, as it will take longer to stop your vehicle when the pavement is wet. When driving 35 mph on wet pavement, it may take 120 feet or more to come to a stop, while dry-road stops take only 60 to 100 feet.

4. Turning off cruise control. Driving with cruise control on can cause your tires to spin faster if you start to hydroplane, so turning this feature off is a proactive move. Jim also recommends that truck drivers avoid using Jake brakes when driving on wet pavement.

5. Changing lanes if possible. Jim notes that right lanes often have deeper depressions that collect rainwater and those dips can collect enough water to cause hydroplaning. Outside lanes bounded by curbs may also funnel more water flow, which can lead to an increased hydroplaning risk. Freeway exit and entrance ramps also pose a similar water-flow danger. When water combines with the sharp curves of ramps, you can easily lose control of your vehicle. His advice: Slow down when entering a ramp when the pavement is wet.

If you do begin to hydroplane, Jim advises taking your foot off the accelerator, continuing to steer toward the course of the road and remaining calm.