Nicole Vullo on 
Written By Jen Graziano, Attorney, Licensed Funeral Director NY/CT
Coxe & Graziano Funeral Home
By now anyone who’s had a read of my articles will detect the (not so) subtle theme that labor shortages are crippling our industry. The result is mounting owner frustration, excess burnout and even premature exits from the business.
But maintaining good labor, if you’re blessed to already have it, is key to remaining in this game. If you are lucky enough to have strong players on your team, dedicated to supporting and advancing your funeral home and brand, cherish them….and make sure they are happy and hoping to remain on board.
A simple, “check in” to “check up” on your employees will go a long way. Weekly “roundup” meetings to address any issues or concerns are a good way to take the temperature of your staff and also bring the owners and managers up to speed of the daily ongoings of the firm. It also shows you have a desire to connect, and they have an opportunity to be heard, intangibles that yield benefits larger than you can imagine. These meetings can be informal, cup of coffee in hand, and everyone getting a chance to raise or clarify an issue.
The culture of the funeral firm(s) also plays a significant role in employee satisfaction, or lack thereof. When is the last time you shared a meal with your staff? When was the last time you ventured outside the walls of the funeral home and enjoyed a “happy hour”? Do you celebrate birthdays? Do you know how their kids are doing in school or sports? Are your employees compensated with end-of-the-year bonuses or are there other motivational incentives that encourage them to grow with the company? A culture with a familial-like setting and support will always both attract and retain good employees. And while we live in a far different world today where boundary lines are clear, defined and necessary, a warm and friendly environment is always best.
Aside from creating an inviting workplace, it’s also necessary to be sure you’re compliant with all regulatory requirements such as OSHA. An “Employee Handbook” is also a must. If you don’t already have one, create it yourself or enlist an attorney or other outlet to help. Although I often hate to concede this, I’m sure our new friend “AI” can be helpful here. An employee handbook should not only outline expectations but also define terms, parameters and scope of employment. This booklet will be undoubtedly helpful should disputes ever arise as it allows you to literally point to language that can hopefully usher a speedy resolution. The handbook should outline permissible “leave” time and differentiate between vacation, personal and sick days. You can also set guidelines for the amount of time allotted for employees based on their tenure at the firm. Handbooks also outline company policy for complaints, sexual harassment, eligibility for benefits both health and financial, as well as provide other protections for the employer. It is literally the “instruction manual” for your funeral home. Even if you own or operate a smaller, lower volume firm, with even just one employee, don’t rest with the false comfort that you are immune from complaints and disputes. Every firm that has an employee should be operating under some form of written guidance. Here are some tips for an employee handbook. At minimum, your directive should include the following:
- SAFETY POLICIES – OSHA requirements such as Formaldehyde and PPE Standards
- AT WILL DISCLAIMERS – boldly indicate that employment is at-will and termination and resignation permissible without cause
- ANTI-DISCRIMINATION & ANTI-HARASSMENT POLICY- self-explanatory but you can define what constitutes discriminatory or harassing behavior. It is also permissible to simply include the company will not tolerate any behavior that can be construed as discriminatory or harassing.
- CONFIDENTIALITY- sensitive information obtained through the course of employment such as client family information or specific practices of your firm are not to be discussed nor disclosed to others.
- STANDARDS OF CONDUCT -can include dress code, personal cell phone use on company time, identifying conflicts of interest.
- COMPENSATION- can provide details of compensation including overtime policy
- BENEFITS – can indicate who qualifies and what they qualify for
- LEAVE- as mentioned above, you can outline the types of leave as well as the duration for each type
An employer can never go wrong spelling out expectations in black and white. Employees should be furnished with a copy of handbooks and asked to sign a form indicating they’ve read and accepted the terms. An employee handbook is among your strongest lines of defense should an employment or labor dispute arise.
Your employees should embrace the mission of management to strive for excellence in the firm and create a positive experience for the client family. To do this, labor and management must operate as a unified front. If an employee is happy in the workplace, their happiness will resonate with the families you serve. They will go the extra mile if the owner or manager is doing the same for them. Quid pro quo at its finest. And in an industry where word (and rumor) travel at the speed of light, a reputation as a good employer will make its way around and likely bring more qualified, able-bodied candidates to your door. In the end, a strong and positive workplace culture will create a very positive domino effect.
Jen has carried her family’s legacy into the 4th generation. A fixture at the funeral home since her early years, she has embraced the call to service and has taken her work outside the confines of the funeral home into the community at large. Jen has spearheaded many projects and organizations including Mamaroneck’s coveted “Harbor Fest” that she chaired for six years. She also served as a two term President of the Mamaroneck Chamber of Commerce. Jen is active in daily operations of all 3 funeral homes. She understands the delicate balance of providing dignity and service to the deceased while comforting and caring for the living. Jen had initiated the funeral home’s aftercare program more than a decade ago and it remains a viable discussion group that has assisted many people in dealing with the difficulties of loss. She is responsible for hosting the funeral home’s coveted “Senior Appreciation Day” at local senior centers in Larchmont/Mamaroneck, Harrison and Greenwich. In addition she serves on the Community Advisory Board for Greenwich Hospital, a Board Member of the Greenwich Chamber of Commerce and President of the Sts. John & Paul PSPA. She is a frequent lecturer and panelist discussing senior issues in the community. She is a graduate of The Ursuline School, Fordham University, Touro Law School and the American Academy McAllister Institute. Jen is also a lector and parishioner of Sts. John & Paul and a member of the Larchmont Shore Club. She is the host of a weekly radio program on WVOX, “Time to Talk” focusing on sensitive issues of advanced planning and the creator of “Coming of Age Magazine”, which further touches on those issues. She’s recently created a line of memorial jewelry, RememBar Collection, comprised of “wearable memories”, which allow you to carry the ones you love with you wherever you go. She is most proud of her number one role, “Mia’s mom”.