如今,沒有什么比新冠疫苗更重要了。任何企業(yè)都不能夠袖手旁觀,不可以寄望于各級(jí)政府一手搞定疫苗接種推廣事宜。
因?yàn)樗鼈冞€做不到。
只不過,這背后涉及很多的原因。預(yù)約疫苗接種困難重重,折射了全球經(jīng)濟(jì)所積聚的無數(shù)尚未解決的問題:數(shù)字鴻溝、醫(yī)療不平等、員工倦怠、工資待遇不公平、機(jī)構(gòu)不受信任、模棱兩可的移民法和就業(yè)狀況等等。
即便我們度過了當(dāng)下的危機(jī),這些問題也仍舊會(huì)存在。
時(shí)間不多了。新冠病毒的新變種正在四處蔓延,美國各州卻在莫名其妙地放松疫情防控措施。甚至教育工作者也稱存在疫苗接種率不均衡的現(xiàn)象。還有些人拒絕接種疫苗,目前這只是少數(shù)。我們不能給那些一直觀望而遲遲沒有行動(dòng)的人任何不去接種疫苗的理由(比如 “預(yù)約真的很難”)。
來說說我的經(jīng)驗(yàn)之談。在過去的幾個(gè)月里,我的社區(qū)新聞創(chuàng)業(yè)公司一直在協(xié)助紐約居民(以及37名無家可歸的新澤西人)預(yù)約接種疫苗。我們當(dāng)初創(chuàng)立成為一家新聞通訊社,旨在幫助人們度過新冠疫情危機(jī),因此我們的這些努力感覺……與我們的品牌調(diào)性十分相符。在過去的幾周里,隨著需求的增長(zhǎng),尋求幫助的人大大增多,人們需要的不僅僅是預(yù)約接種疫苗,還包括翻譯、準(zhǔn)備證明文件、被送往疫苗接種站點(diǎn)等等。漣漪效應(yīng)非常巨大:“你能不能也幫幫我的朋友/家人/教會(huì)/同事/餐館?”
我不斷地留意周圍的情況。“真的沒有別人在做這些事情嗎?”然而,與疫苗接種預(yù)約網(wǎng)站一樣,整個(gè)服務(wù)系統(tǒng)也很不完善。于是,我們參與進(jìn)來,這要?dú)w功于我們的志愿者隊(duì)伍。我們小小的努力得到口口相傳,因而我們已經(jīng)幫助到大約1500人。
作為一名資深商業(yè)記者和新晉企業(yè)家,我感到震驚的是,私營(yíng)部門并沒有在幫助人們接種疫苗方面發(fā)揮更大的作用。根據(jù)我們從數(shù)百名工人那里了解到的情況,以及對(duì)商業(yè)領(lǐng)袖的采訪,大大小小的公司都能夠而且必須采取一些措施來助力加快疫苗的分發(fā)。我們所有人的生計(jì)都仰仗于此。再說一遍,現(xiàn)在沒有什么比這更重要了。
為員工提供必要的證明文件
各地政府正在按年齡、健康狀況和職業(yè)分批提供疫苗。例如,第一批疫苗是給醫(yī)護(hù)人員的。到疫苗接種范圍擴(kuò)大到司機(jī)、服務(wù)員、調(diào)酒師、收銀員等職業(yè)時(shí),證明自己的謀生方式對(duì)他們來說則會(huì)是一個(gè)挑戰(zhàn)。隨著越來越多面向公眾的崗位符合疫苗接種資格,企業(yè)現(xiàn)在就需要考慮該如何積極主動(dòng)地給自己的員工提供支持。我們?cè)谝泼窀母锷弦呀?jīng)落后了幾十年,但對(duì)收取現(xiàn)金工資的工人來說,為他們出示就業(yè)證明(使用信頭)真的會(huì)有很大的幫助。
有個(gè)很好的例子:這個(gè)面向司機(jī)的GrubHub門戶網(wǎng)站明確指出,“Grubhub每周都會(huì)給司機(jī)提供工資單,它們可以充當(dāng)你的職業(yè)證明?!?/p>
提供帶薪休假方便員工接種疫苗
在幫助數(shù)百名餐廳員工預(yù)約疫苗接種期間,我們發(fā)現(xiàn)了一個(gè)問題:有限的預(yù)約開放時(shí)間與他們的工作日程不匹配。許多人身兼多職,餐飲行業(yè)已經(jīng)飽受重創(chuàng),因而他們不敢向老板提出任何要求。哪怕只是錯(cuò)過一個(gè)班次,損失的不僅僅是個(gè)人信譽(yù),還包括實(shí)實(shí)在在的工資。而通過給予帶薪休假,雇主既發(fā)出了接種疫苗非常重要的信號(hào),也讓工人不會(huì)因?yàn)殡x開崗位收入減少而感到壓力。
有個(gè)很好的例子:橄欖園和LongHorn Steakhouse的母公司達(dá)頓餐廳(Darden Restaurants)早早就表態(tài)稱,將為員工提供4小時(shí)的帶薪休假,讓他們接種疫苗。“我們認(rèn)識(shí)到,接種疫苗是個(gè)你能夠獨(dú)自作出的個(gè)人決定?!痹摴镜氖紫瘓?zhí)行官吉恩·李表示,“雖然我們不會(huì)將接種疫苗列為小時(shí)工的就職條件,但我們還是強(qiáng)烈建議你考慮接種疫苗?!?/p>
知名連鎖零售店Dollar General也表達(dá)了同樣的態(tài)度:“我們不希望我們的員工在接種疫苗和上班之間陷入兩難境地?!?/p>
就第二劑甚至第一劑提供休息時(shí)間或彈性
你應(yīng)該有聽說過新接種疫苗的人出現(xiàn)發(fā)冷、發(fā)燒、疲憊不堪等癥狀。雇主應(yīng)當(dāng)給員工提供適當(dāng)?shù)男菹r(shí)間,予以理解——做好計(jì)劃,給員工的疫苗接種日程留有緩沖的時(shí)間,這樣就不會(huì)影響你的業(yè)務(wù)。
例如,羅切斯特大學(xué)(University of Rochester)針對(duì)這個(gè)問題提供一天的帶薪病假,以“幫助那些在接種第二劑疫苗后出現(xiàn)副作用而無法工作的人員”。
承擔(dān)員工疫苗費(fèi)用
任何人都不可以因?yàn)榻?jīng)濟(jì)能力而拒絕接種疫苗。但疫苗價(jià)格不一,取決于接種地點(diǎn)、所在州、所在的診所或保險(xiǎn)等級(jí)。例如,有些接種站點(diǎn)會(huì)收取管理費(fèi)。“企業(yè)必須盡其所能幫助加速提高疫苗覆蓋率。”媒體公司ClearHealthCosts的首席執(zhí)行官及創(chuàng)始人珍妮·平德指出。ClearHealthCosts致力于提高醫(yī)療成本的透明度。
一個(gè)很好的例子是,Instacart將為其在美國和加拿大的經(jīng)理和采購員發(fā)放25美元的疫苗接種津貼。在印度,印孚瑟斯(Infosys)和埃森哲(Accenture)也宣布,它們將承擔(dān)員工的疫苗接種費(fèi)用。
讓IT部門提供幫助
預(yù)約疫苗接種并不容易。即使你所在的部門不在第一批接種范圍內(nèi),沒有很多人屬于第一批接種人員,我也敢肯定,有一部分員工每天都得花掉幾個(gè)小時(shí)的時(shí)間來瀏覽網(wǎng)站,不停地刷新,以幫助父母、親戚和其他親人預(yù)約。我們的志愿者通過利用機(jī)器人程序、Chrome擴(kuò)展程序和多種設(shè)備來幫助人們預(yù)約。前幾天,一家酒店的信息技術(shù)部負(fù)責(zé)人打來電話,問我們能不能給他提供培訓(xùn)。他有著正確的態(tài)度。你會(huì)希望你公司的人都能夠掌握預(yù)約所需的技術(shù)知識(shí),進(jìn)而可以為同事、愛人以及未來的客戶帶來亟需的幫助。這是一項(xiàng)技能,公司里有能力快速預(yù)約疫苗接種的人越多,你的工作環(huán)境可能就越安全。
雇主必須問的三個(gè)問題
據(jù)平德介紹,這三個(gè)問題包括:公司是否要為員工提供疫苗?是否強(qiáng)制要求員工接種疫苗?對(duì)于已經(jīng)接種疫苗的員工,公司要采取什么樣的返崗政策?
“在醫(yī)療環(huán)境中,有多少人拒絕接種疫苗?你該如何應(yīng)對(duì)他們?”她問道?!坝^察一下周圍的情況,你會(huì)發(fā)現(xiàn)這是個(gè)令人擔(dān)憂的問題。這對(duì)我們這些接種過疫苗的人來說意味著什么呢?”
就業(yè)市場(chǎng)偏愛已接種疫苗者
前幾天,我收到一家托兒所的郵件,它說它能夠根據(jù)是否打過疫苗來對(duì)保育員進(jìn)行分類。疫苗接種在就業(yè)市場(chǎng)成了一項(xiàng)切實(shí)可見的優(yōu)勢(shì)。勞動(dòng)者認(rèn)識(shí)到這一點(diǎn)(給予他人幫助和尋求幫助的失業(yè)者都很多),他們認(rèn)為疫苗的普及是維持生計(jì)的關(guān)鍵所在。
“企業(yè)在幫助世界各地的人接種疫苗方面可以發(fā)揮很大的作用?!庇℃谏沟目偛美S·庫馬爾表示,“大型雇主可以在很大程度上幫助建立信任,緩解公眾對(duì)疫苗接種的猶豫態(tài)度?!?/p>
在未來的“大轉(zhuǎn)型”(如擴(kuò)大招聘或恢復(fù)商務(wù)差旅)中,就業(yè)市場(chǎng)對(duì)已經(jīng)接種疫苗者的偏愛,發(fā)出了一個(gè)重要的信號(hào),也預(yù)示著那些拒絕接種疫苗的人不太可能在新的后疫情時(shí)代找到工作。(財(cái)富中文網(wǎng))
譯者:萬志文
如今,沒有什么比新冠疫苗更重要了。任何企業(yè)都不能夠袖手旁觀,不可以寄望于各級(jí)政府一手搞定疫苗接種推廣事宜。
因?yàn)樗鼈冞€做不到。
只不過,這背后涉及很多的原因。預(yù)約疫苗接種困難重重,折射了全球經(jīng)濟(jì)所積聚的無數(shù)尚未解決的問題:數(shù)字鴻溝、醫(yī)療不平等、員工倦怠、工資待遇不公平、機(jī)構(gòu)不受信任、模棱兩可的移民法和就業(yè)狀況等等。
即便我們度過了當(dāng)下的危機(jī),這些問題也仍舊會(huì)存在。
時(shí)間不多了。新冠病毒的新變種正在四處蔓延,美國各州卻在莫名其妙地放松疫情防控措施。甚至教育工作者也稱存在疫苗接種率不均衡的現(xiàn)象。還有些人拒絕接種疫苗,目前這只是少數(shù)。我們不能給那些一直觀望而遲遲沒有行動(dòng)的人任何不去接種疫苗的理由(比如 “預(yù)約真的很難”)。
來說說我的經(jīng)驗(yàn)之談。在過去的幾個(gè)月里,我的社區(qū)新聞創(chuàng)業(yè)公司一直在協(xié)助紐約居民(以及37名無家可歸的新澤西人)預(yù)約接種疫苗。我們當(dāng)初創(chuàng)立成為一家新聞通訊社,旨在幫助人們度過新冠疫情危機(jī),因此我們的這些努力感覺……與我們的品牌調(diào)性十分相符。在過去的幾周里,隨著需求的增長(zhǎng),尋求幫助的人大大增多,人們需要的不僅僅是預(yù)約接種疫苗,還包括翻譯、準(zhǔn)備證明文件、被送往疫苗接種站點(diǎn)等等。漣漪效應(yīng)非常巨大:“你能不能也幫幫我的朋友/家人/教會(huì)/同事/餐館?”
我不斷地留意周圍的情況?!罢娴臎]有別人在做這些事情嗎?”然而,與疫苗接種預(yù)約網(wǎng)站一樣,整個(gè)服務(wù)系統(tǒng)也很不完善。于是,我們參與進(jìn)來,這要?dú)w功于我們的志愿者隊(duì)伍。我們小小的努力得到口口相傳,因而我們已經(jīng)幫助到大約1500人。
作為一名資深商業(yè)記者和新晉企業(yè)家,我感到震驚的是,私營(yíng)部門并沒有在幫助人們接種疫苗方面發(fā)揮更大的作用。根據(jù)我們從數(shù)百名工人那里了解到的情況,以及對(duì)商業(yè)領(lǐng)袖的采訪,大大小小的公司都能夠而且必須采取一些措施來助力加快疫苗的分發(fā)。我們所有人的生計(jì)都仰仗于此。再說一遍,現(xiàn)在沒有什么比這更重要了。
為員工提供必要的證明文件
各地政府正在按年齡、健康狀況和職業(yè)分批提供疫苗。例如,第一批疫苗是給醫(yī)護(hù)人員的。到疫苗接種范圍擴(kuò)大到司機(jī)、服務(wù)員、調(diào)酒師、收銀員等職業(yè)時(shí),證明自己的謀生方式對(duì)他們來說則會(huì)是一個(gè)挑戰(zhàn)。隨著越來越多面向公眾的崗位符合疫苗接種資格,企業(yè)現(xiàn)在就需要考慮該如何積極主動(dòng)地給自己的員工提供支持。我們?cè)谝泼窀母锷弦呀?jīng)落后了幾十年,但對(duì)收取現(xiàn)金工資的工人來說,為他們出示就業(yè)證明(使用信頭)真的會(huì)有很大的幫助。
有個(gè)很好的例子:這個(gè)面向司機(jī)的GrubHub門戶網(wǎng)站明確指出,“Grubhub每周都會(huì)給司機(jī)提供工資單,它們可以充當(dāng)你的職業(yè)證明?!?/p>
提供帶薪休假方便員工接種疫苗
在幫助數(shù)百名餐廳員工預(yù)約疫苗接種期間,我們發(fā)現(xiàn)了一個(gè)問題:有限的預(yù)約開放時(shí)間與他們的工作日程不匹配。許多人身兼多職,餐飲行業(yè)已經(jīng)飽受重創(chuàng),因而他們不敢向老板提出任何要求。哪怕只是錯(cuò)過一個(gè)班次,損失的不僅僅是個(gè)人信譽(yù),還包括實(shí)實(shí)在在的工資。而通過給予帶薪休假,雇主既發(fā)出了接種疫苗非常重要的信號(hào),也讓工人不會(huì)因?yàn)殡x開崗位收入減少而感到壓力。
有個(gè)很好的例子:橄欖園和LongHorn Steakhouse的母公司達(dá)頓餐廳(Darden Restaurants)早早就表態(tài)稱,將為員工提供4小時(shí)的帶薪休假,讓他們接種疫苗。“我們認(rèn)識(shí)到,接種疫苗是個(gè)你能夠獨(dú)自作出的個(gè)人決定?!痹摴镜氖紫瘓?zhí)行官吉恩·李表示,“雖然我們不會(huì)將接種疫苗列為小時(shí)工的就職條件,但我們還是強(qiáng)烈建議你考慮接種疫苗。”
知名連鎖零售店Dollar General也表達(dá)了同樣的態(tài)度:“我們不希望我們的員工在接種疫苗和上班之間陷入兩難境地。”
就第二劑甚至第一劑提供休息時(shí)間或彈性
你應(yīng)該有聽說過新接種疫苗的人出現(xiàn)發(fā)冷、發(fā)燒、疲憊不堪等癥狀。雇主應(yīng)當(dāng)給員工提供適當(dāng)?shù)男菹r(shí)間,予以理解——做好計(jì)劃,給員工的疫苗接種日程留有緩沖的時(shí)間,這樣就不會(huì)影響你的業(yè)務(wù)。
例如,羅切斯特大學(xué)(University of Rochester)針對(duì)這個(gè)問題提供一天的帶薪病假,以“幫助那些在接種第二劑疫苗后出現(xiàn)副作用而無法工作的人員”。
承擔(dān)員工疫苗費(fèi)用
任何人都不可以因?yàn)榻?jīng)濟(jì)能力而拒絕接種疫苗。但疫苗價(jià)格不一,取決于接種地點(diǎn)、所在州、所在的診所或保險(xiǎn)等級(jí)。例如,有些接種站點(diǎn)會(huì)收取管理費(fèi)?!捌髽I(yè)必須盡其所能幫助加速提高疫苗覆蓋率?!泵襟w公司ClearHealthCosts的首席執(zhí)行官及創(chuàng)始人珍妮·平德指出。ClearHealthCosts致力于提高醫(yī)療成本的透明度。
一個(gè)很好的例子是,Instacart將為其在美國和加拿大的經(jīng)理和采購員發(fā)放25美元的疫苗接種津貼。在印度,印孚瑟斯(Infosys)和埃森哲(Accenture)也宣布,它們將承擔(dān)員工的疫苗接種費(fèi)用。
讓IT部門提供幫助
預(yù)約疫苗接種并不容易。即使你所在的部門不在第一批接種范圍內(nèi),沒有很多人屬于第一批接種人員,我也敢肯定,有一部分員工每天都得花掉幾個(gè)小時(shí)的時(shí)間來瀏覽網(wǎng)站,不停地刷新,以幫助父母、親戚和其他親人預(yù)約。我們的志愿者通過利用機(jī)器人程序、Chrome擴(kuò)展程序和多種設(shè)備來幫助人們預(yù)約。前幾天,一家酒店的信息技術(shù)部負(fù)責(zé)人打來電話,問我們能不能給他提供培訓(xùn)。他有著正確的態(tài)度。你會(huì)希望你公司的人都能夠掌握預(yù)約所需的技術(shù)知識(shí),進(jìn)而可以為同事、愛人以及未來的客戶帶來亟需的幫助。這是一項(xiàng)技能,公司里有能力快速預(yù)約疫苗接種的人越多,你的工作環(huán)境可能就越安全。
雇主必須問的三個(gè)問題
據(jù)平德介紹,這三個(gè)問題包括:公司是否要為員工提供疫苗?是否強(qiáng)制要求員工接種疫苗?對(duì)于已經(jīng)接種疫苗的員工,公司要采取什么樣的返崗政策?
“在醫(yī)療環(huán)境中,有多少人拒絕接種疫苗?你該如何應(yīng)對(duì)他們?”她問道?!坝^察一下周圍的情況,你會(huì)發(fā)現(xiàn)這是個(gè)令人擔(dān)憂的問題。這對(duì)我們這些接種過疫苗的人來說意味著什么呢?”
就業(yè)市場(chǎng)偏愛已接種疫苗者
前幾天,我收到一家托兒所的郵件,它說它能夠根據(jù)是否打過疫苗來對(duì)保育員進(jìn)行分類。疫苗接種在就業(yè)市場(chǎng)成了一項(xiàng)切實(shí)可見的優(yōu)勢(shì)。勞動(dòng)者認(rèn)識(shí)到這一點(diǎn)(給予他人幫助和尋求幫助的失業(yè)者都很多),他們認(rèn)為疫苗的普及是維持生計(jì)的關(guān)鍵所在。
“企業(yè)在幫助世界各地的人接種疫苗方面可以發(fā)揮很大的作用?!庇℃谏沟目偛美S·庫馬爾表示,“大型雇主可以在很大程度上幫助建立信任,緩解公眾對(duì)疫苗接種的猶豫態(tài)度?!?/p>
在未來的“大轉(zhuǎn)型”(如擴(kuò)大招聘或恢復(fù)商務(wù)差旅)中,就業(yè)市場(chǎng)對(duì)已經(jīng)接種疫苗者的偏愛,發(fā)出了一個(gè)重要的信號(hào),也預(yù)示著那些拒絕接種疫苗的人不太可能在新的后疫情時(shí)代找到工作。(財(cái)富中文網(wǎng))
譯者:萬志文
Nothing is more important than vaccines right now. No business can afford to sit on the sidelines, hoping governments get this rollout right.
Because they haven’t.
Thankfully, there’s a lot of blame to go around. The difficulty in booking a vaccine appointment basically holds up a mirror to myriad, accumulated, undealt-with problems of the global economy: digital divides, healthcare inequity, worker burnout, unfair wages, mistrust in institutions, ambiguity in immigration law and work status, and so much more.
Those problems still await us on the other side of this crisis—if only we get there.
Time is running out. New variants of COVID-19 are spreading, and states inexplicably are easing restrictions. Even educators report uneven vaccination rates. Then there’s the issue of those refusing to get vaccinated, a minority for now. We cannot give those on the fence any fodder (such as, “It’s really hard to get an appointment”) for moving into their camp.
I speak from experience. For the last few months, my community-news startup has been assisting New Yorkers (and a stray Jerseyan, or 37 of them) book vaccine appointments. We were founded as a newsletter to get through the pandemic so these efforts felt very … on brand. They exploded over the last few weeks as needs grew and people asked for more than just an appointment: translation, documentation, transportation to vaccine sites. The ripple effect was tremendous: “Can you also help my friend/family/church/colleagues/restaurant?”
I kept looking around. “Are we sure nobody else is doing this?” But the system of services is just as fractured as the websites to book vaccine appointments. So we dove in, thanks to an army of volunteers. A tiny word-of-mouth effort mushroomed into about 1,500 people we’ve helped.
As a longtime business reporter and more recent entrepreneur, I am struck that the private sector has not played a bigger role in getting us vaccinated. Based on what we are hearing from literally hundreds of workers, and interviews with business leaders, companies big and small can and must take several steps to help and hasten vaccine distribution. All of our livelihoods depend on this. Again, nothing is more important right now.
Arm your staff with necessary documents
Governments are doling out vaccines in cohorts of age, health and occupation. The very first doses, for example, went to health-care workers. As you expand to professions such as drivers, waiters, bartenders, cashiers, proving that’s how you earn a living can be a challenge. As the number of public-facing categories qualify (think retail or security guards), your company needs to be thinking now about how to support your workers—proactively. We are decades behind on immigration reform, but showing proof of employment (use letterhead) for a worker paid cash would really go a long way.
Good example: This GrubHub portal for drivers clearly states: “Grubhub provides drivers with pay statements each week and these can be used as your proof of occupation.”
Offer paid time off to get the vaccine
In our experience of booking hundreds of restaurant workers, one theme emerges: They can’t make the limited window of appointments match their schedules. Many toil multiple jobs, and the sector has been so battered that they fear approaching bosses with any request. Missing a shift is not just about losing goodwill but real wages. By giving paid time off, employers both signal the importance of getting vaccinated and allow workers to not stress over reduced income as a result.
Good example: Darden Restaurants, which runs the Olive Garden and LongHorn Steakhouse, among others, was early in saying it would offer four hours of paid time off for employees to get vaccinated. “We recognize getting vaccinated is a personal decision that you alone can make,” CEO Gene Lee said. “While we will not require hourly team members to be vaccinated as a condition of employment, we strongly encourage you consider getting vaccinated.”
Dollar General struck a similar tone: “We do not want our employees to have to choose between receiving a vaccine or coming to work.”
Offer time off or flexibility for the second dose, maybe even the first
You’ve heard the stories of the newly inoculated getting the chills, a fever, exhaustion. Offer time off and understanding—and plan for this cushion in employees’ vaccination schedule so it doesn’t disrupt your business.
Good practice: The University of Rochester is offering one paid sick day to “help those who experience side effects and are unable to work after receiving their second dose.”
Pay for the vaccine
No one can be denied the vaccine based on an ability to pay. But the price is inconsistent depending where one gets the vaccine, by state, clinic or levels of insurance. Some sites charge an administration fee, for example. “Businesses must accelerate a vaccine uptick in any way they can,” said Jeanne Pinder, CEO and founder of ClearHealthCosts, a media company that aims to bring transparency to healthcare costs.
Good practices: Instacart managers and shoppers in the U.S. and Canada will receive a $25 stipend to cover vaccine costs. In India, Infosys and Accenture have announced they are covering costs of vaccines for employees.
Offer your IT department’s help
Booking a vaccine is hard. Even if your sector is not first in line or has a high number of qualified workers, I guarantee you that a portion of your workforce loses hours of their day navigating sites and hitting refresh to find appointments for parents, in-laws and other loved ones. Our volunteers use bots, Chrome extensions and multiple devices. The other day, the head of the information-technology division of a hotel called and asked if we could train him. He has the right attitude. You want people within your company to be well versed in the tech savvy needed to book appointments—for their own work force, for the loves ones of staff, for future customers. This is a skill; the more people in your company who have the ability to quickly book vaccines, the safer your workplace might be.
Three questions employers must ask
According to Pinder, they are: Will companies supply vaccines? Will they require vaccines. What’s their policy for returning to the workplace once someone is vaccinated?
“How many people are declining vaccines in the healthcare environment and how do you deal with them?” she asked. “It’s a worrisome question as you look around the corner. What does that mean for all the rest of us who did get vaccinated?”
Embrace the vaccinated
I got an email from a child-care company the other day saying I could sort caregivers based on whether they had a vaccine. Having a vaccine is a marketable asset. Workers recognize this (we have a high number of unemployed on both sides of giving and getting help) and they see vaccine ubiquity as key to their own livelihoods.
“Businesses have a big role to play in vaccinating the world,” said Ravi Kumar, president of Infosys. “Large employers can significantly help to build trust and ease the public hesitancy toward vaccine.”
Favoring the vaccinated in the Great Transition ahead (expansion hires or the resumption of business travel, for example) sends an important message and makes it less tenable for those refusing vaccines to rejoin the new post-pandemic economy.