Creative Venue works in financial PR, investor relations, reputation management, crisis communication, digital, marketing support and reporting (such as annual reports, white papers, sustainability reports and leadership opinions). Since 1999 it has gained experience in a broad range of industries, with special expertise in financial, services, retail and logistics.

Clients include Amsterdam Commodities, Delta Lloyd Group, G4S, NPM Capital and JCDecaux.

Creative Venue’s working methodology is driven by clearly defined reputation and commercial objectives and based on profile management via market dialogue, through structure (mechanics), tactics (smart and streetwise) and content (relevant messaging).

IPREX EMEA President Michael Schröder (ORCA Affairs, Berlin) welcomed the company: “We were looking for a Dutch partner able to work locally with our pan-European and global clients.   Creative Venue’s impressive track record on- and off-line, combined with a range of PR expertise, makes them a great asset to our network.”

“The agencies within IPREX all have a signature that appeals to our clients”, said Frank Witte, Managing Partner of Creative Venue PR. “They are independent with strong local roots, professionally organized and with a no-nonsense attitude in thinking and doing. Our clients will undoubtedly benefit from the international expertise and geographic coverage that we can offer now. In turn, we look forward to providing solutions to foreign clients in the Dutch market.”

- Ends -

About IPREX

IPREX is a $200 million network of communication agencies, with 1,500 staff and 100 offices worldwide working across the spectrum of industry sectors and practice disciplines.

Dalton-based carpet maker Engineered Floors, LLC, is announcing expansion plans for new facilities in Northwest Georgia. “We are pleased that these new facilities will allow for further job creation for the area,” said Robert E. Shaw, chairman and CEO, Engineered Floors.

Construction of these facilities will take place in multiple phases over a five-year period. When completed, the expansion will represent more than $450 million of investment and result in the creation of 2,000 new jobs.

About Engineered Floors, LLC

Engineered Floors, LLC, is a privately held carpet producer founded by Robert E. Shaw in 2009 and based in Dalton, Georgia, with facilities in Gordon, Whitfield and Murray counties. The company, which employs approximately 1,300 people, produces stain-resistant and colorfast PureColor solution dyed polyester fiber with SoilShield for residential replacement and multi-family housing carpeting. The company acquired carpet maker Dream Weaver Carpet Industries, Inc., in 2011. Dream Weaver specializes in quality residential replacement carpets and can be found in floor covering specialty retailers nationwide. To learn more, visit www.engineeredfloorsllc.com.

Criminal Background Checks As A Catch-22 For Employers

3/20/13

The U. S. Equal Employment Opportunity Commission (EEOC) issued Enforcement Guidance (Guidance) on the Consideration of Arrest and Conviction Records in Employment Decisions under Title VII of the Civil Rights Act (Title VII). Employers need to revise their use of criminal background checks in light of this guidance.

Background.  Ninety percent of employers perform criminal background checks on applicants. The reasons asserted for using criminal background information are to prevent theft or fraud, workplace violence and potential liability for negligent hiring or to comply with state and local laws.

Having a criminal record is not a protected basis in Title VII, but liability can arise for employers from two different theories:  “disparate treatment” or “disparate impact.” Disparate treatment occurs when an employer treats a person in a protected category differently than someone who is not in that same category. Disparate impact liability arises when an employer maintains an apparently neutral policy or practice that has the effect of disproportionately screening out a group protected by Title VII and the employer fails to demonstrate that the policy or practice is job-related. Employers should avoid policies or practices that could violate Title VII under either of these theories. This article outlines seven tips for employers based on the EEOC’s Guidance.

1. Comply With Applicable Laws.  Some states, including California, Connecticut, Hawaii, Massachusetts and New Mexico, have laws that restrict or prohibit the use of criminal background checks. Conversely, others require background checks.  For example, a criminal record may result in denial of a federal security clearance, a prerequisite for some jobs with the federal government and federal contractors.  Similarly, bank, educational and port employees can be denied employment based on their conviction records.

2. Do Not Use A Blanket “Any Conviction” Standard.  The EEOC’s position is that a blanket policy denying employment to all applicants with criminal conviction records violates Title VII.

3. Do Not Consider Arrest Record.  The EEOC’s position is that using arrest records has a disparate impact on African Americans and Hispanics. Thus, employers should not exclude applicants based on an arrest record.

4. Revise Inquiries On Your Employment Application.  The guidance discourages employers from asking about criminal convictions on job applications. If an employer chooses to make inquiries about conviction records, it should include the following disclaimer: “Answering ‘yes’ to any of these questions does not constitute an automatic bar to employment. Among other things, we will consider the nature and gravity of the offense or conduct; the time that passed since the offense or conduct and/or completion of the sentence; and the nature of the job you are seeking. If you answer ‘yes’ to any of the following questions, be sure to provide an explanation.”

5. Assess Each Person’s Individual Situation.  Before disqualifying any applicant based on criminal history, the EEOC suggests that employers consider:

• the circumstances surrounding the offense
• the number of offenses for which the individual was convicted
• age at the time of conviction
• evidence that the individual performed the same type of work, post-conviction, with no incidents of criminal conduct
• the length and consistency of employment history before and after the offense or conduct
• rehabilitation efforts, e.g., education/training; employment and other information regarding fitness for the particular position
• whether the individual is bonded

6. Develop A Written Policy For Conducting Criminal Background Checks.  The EEOC recommends developing a written policy and procedure for screening applicants and employees for criminal conduct. This policy should:

• identify central job requirements and circumstances under which the job is performed
• state specific offenses that may demonstrate unfitness for performing such a job
• determine the duration of exclusions for criminal conduct based on available evidence
• justify the business reasons for the policy and the procedures

7.  Keep Information About Criminal Backgrounds Confidential.  Employers that obtain background information on applicants and employees should keep that information confidential.

Conclusion

The EEOC’s guidance puts employers in a Catch-22: either the employer will hire someone who could do harm in the workplace or expose the employer to liability, or the employer can get into trouble for not complying with the EEOC’s guidance if it continues to require criminal background checks. The use of criminal background checks can be an effective risk management tool, however, they must be done carefully and in compliance with the EEOC’s guidance.

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D. Albert Brannen is a partner in the national law firm of Fisher & Phillips LLP, which represents employers in labor, employment, employee benefits, business immigration, workplace safety and other civil rights matters. He can be reached at dabrannen@laborlawyers.com or 404-240-4235.

By Jenna Murphy

Being a Georgia native, I know very well the significance of the first full week of April: the Masters tournament at Augusta National Golf Club. For four days each spring, the world takes note of Augusta, Ga., as it watches the most elite professional golfers compete for the enviable green jacket. With its rich history and prestige, the Masters supersedes any other sporting event in terms of brand management.  In fact, the Masters is a branding giant among men.

But how did it get there? How does any one brand build such a dynasty that it can withstand the test of time and change so gracefully? After reflecting on its history and evolution, I’ve come up with five tactics that I believe have helped distinguish the Masters as a brand icon.

Tactic #1: Invest in it/Own it

In 1933, Augusta National Golf Club formally opened, and a year later the first Augusta National Invitation Tournament was held. From humble beginnings, the tournament was certainly not the first of its kind (the other three majors already were well established), but it was an investment by two men with a love for the game: Bobby Jones and Clifford Roberts. Jones, a legendary amateur player in his own right, and Roberts, the sharp business-minded executive, would collaborate over many years to see the tournament through a variety of changes.

The first major change came in 1939 when the tournament was officially re-named the Masters. The change, while seemingly bold at the time, showed a declaration of ownership by the founders. Come what may, this tournament now had a name that bore the overtone of a mission statement: quality, competition and love of the game.

Forty years later, the song Augusta was introduced as the Masters theme song. Written by Dave Loggins, it commemorates the grandeur of the course and the tournament’s history of excellence. Having an official timeless theme song puts the Masters in a unique branding category with its ability to unite so many. Yes the music of Augusta unites us all, young and old, rich and poor, and anyone who has ever dreamed of something greater.

With these changes, the tournament had taken ownership of its brand. The investment by not only Jones and Roberts but also all ensuing chairpersons has steadily guided the Masters to the powerhouse brand it is today.

Tactic #2: Give it meaning/Show value

Simply put, to sell a product you must first sell its perceived value. That is, when a potential consumer sees the product they will be compelled to invest in it because it is of worth to them.

With the Masters, the investment is consumer time and money. Patrons, viewers and fans alike all contribute to building the brand value the Masters has, well, mastered. Every aspect of the brand has been cultured in a way that promotes the idea of exclusiveness, generating high value amongst consumers.

While many things contribute to this perception, the most obvious is the placement of the prestigious green jacket over the shoulders of the new tournament champion. The jacket, synonymous with club membership, symbolizes the elevated status of the new honorary member. By giving the jacket only to the champion, its come to hold high value to anyone who understands its meaning.

Another example is the course itself. Known for its beauty, level of difficulty and history, Augusta National has several markers throughout the course memorializing historical moments. One such marker is Sarazen Bridge, located at the 15^th hole. Built to honor Gene Sarazen’s double eagle shot on the par-5 hole in 1935, the bridge commemorates the most famous shot in golf history, commonly referred to as “the shot heard round the world.” The rich history of the course gives much value to the aura surrounding the tournament each year as players seek to re-capture the magic of Masters legends.

Tactic #3: Clarity of purpose (What is it for?)

As with any invention, it is crucial to make sure consumers know its clear purpose. Otherwise you’ll have a brand name with no product association from which to anchor. The same remains true for events such as the Masters. Why the pomp and circumstance every year? Surely there is a point to it all or no one would spend their time or money investing in it.

For the Masters, the clarity of purpose is simple: for the love of the game.  Toward the end of his life, co-founder Clifford Roberts wrote very clearly about the purpose of the tournament in his book, The Story of Augusta National Golf Club. “The Masters is operated for the single purpose of benefitting the game itself,” he said.

While broad in scope, the impact of Roberts’ message resonates with anyone who loves golf, amateur or professional, young or old.  This tournament is for those who believe in the game and want to see it continue to flourish; thus it is played so that it can continue to be played.

Tactic #4: Be innovative

When you’re in a competitive marketplace, the difference is in the details. The time you invest here can help propel your brand above the others. Now we borrow a play right out of Roberts’ playbook. He was always thinking about how he could improve the Masters experience. He added leader boards throughout the course for players and spectators, garnered the first nationwide radio broadcast in professional golf and devised the red and green over/even/under score-keeping system still used by players today.

Even after Roberts’ death, the Masters continues to innovate their brand by pursuing measures that will make it stand above the rest. In 2010, the Masters was broadcast in 3D via television and the Internet, making it the first major sporting event to have such coverage. Viewers at home could now see the true beauty of Augusta National like never before.

These modernisms, in conjunction with a keen sense of respect for the past give the Masters a well-rounded brand-marketing front.

Tactic #5: Stay True to Your Roots

While innovation can ensure a bright future, a time-tested brand knows that to be successful you must also stay true to your roots. In its nearly 80-year history, the Masters has consistently ridden the wave of change with the upmost grace, never forgetting its origin.

In 1940, it was decided that caddies would wear white coveralls as they escorted players throughout the tournament. In keeping with this tradition, the Masters caddie sports the same uniform to this day.

Several years later during World War II, the Masters tournament was on hiatus as Augusta National closed the club in support of American soldiers at war.

By staying true to their personal convictions, the Masters combined the traditions of yesteryear with a values system that helped to build the brand we know today: rooted in traditionalism with an eye for change.

So this year as we watch the spectacle that is the Masters, may we all take note of not only the tournament itself but also the incredible timeless brand in action.

*Credit: many of the historical references utilized in this blog post were derived from the online archives of Masters.com, the official website of the Masters Tournament.

*Photo credit: wwl.com

By Joe Laipple

March 2013

Observing salespeople who operate at peak performance levels and do a good job – whether they are being watched or not – helps call center managers better understand how to earn “discretionary effort” from the rest of the salesforce. Consider what motivates these individuals on a daily and weekly basis. Three sources of motivation provide clues to how one should manage the entire workforce: self-reinforcement, customer reinforcement, and the work itself.

Notice that traditional rewards and recognition aren’t on this list. These employees motivate themselves daily, and they know when they do a good job. They receive reinforcement from clients many times a day, even when they are doing challenging work. They also are motivated by what others, who may be less skilled, consider extra work. They take the extra steps, they ask the extra questions, and they follow up better than others do.

The fact is that top performers manage themselves. Leaders who understand this and take action to encourage better self-management are able to create more discretionary effort. Maintaining and improving the performance of this group, as well as moving other performers to this level, provide the key to positively motivating an entire salesforce.

In contrast, some employees do what they do to avoid being detected. They do what they do because they have to rather than want to. This kind of compliance behavior is created when organizations manage exceptions, approaching performers when there are problems, crises, and issues. As a leader, ask yourself what prompts your actions on a daily basis. There are fires, crises, emails, phone calls, meetings, problems, and challenges – you react and respond to these issues, solving the problems, responding to the emails, putting out the fires. This reactive approach to managing others accomplishes short-term goals, but it also creates a workforce that does what it does only because it has to.

I’m an avid college basketball fan, so naturally the NCAA tournament is a big deal to me. Coming in as an equal stakeholder in my heart of hearts is a love for public relations. So this year in honor of March Madness, I wanted to pay homage to both passions by exploring their similarities on what makes a strong team, both on the basketball court and with PR strategy.

Believe it or not, the make-up of the two seemingly different topics is very much alike. The way you approach your company’s PR strategy is similar to how a basketball coach looks at his roster. Below I’ll explain my version of the six pillars of PR as they relate to a basketball team.

Strategic Thinking- Coach

Every team needs someone with true knowledge and understanding of the game at the helm of the program. A coach understands both offense and defense, recognizes the strengths and weaknesses of his team and communicates well with players. Ultimately, he combines these qualities in a way that maximizes their potential to win. Although he understands his team, he also must understand the opponent in order to prepare a game plan for success.

Likewise, your PR plan needs to be built on strategic thinking. It is absolutely essential to have an upward and outward vision for your client’s company. Your PR team must have a true knowledge and understanding of the client’s business and want to maximize their potential. Equally as important, you must know the role it plays in both the industry and economy at large. Like a coach, you’ve done your homework before the game and have mapped out several keys to success. Your strategy shows that you want to win and know that to do so involves extensive preparation.

Pitching- Point Guard

When the team takes the court, the point guard is the floor leader. This player must set the tempo for the entire team. He has the best ball handling skills and makes the play calls.  Floor vision is also key; effective passing and defense recognition are prime characteristics of the point guard.

In the same manner, your PR team must be able to make a strong pitch to the media. This is the lead of the entire public relations game…without a pitch there would be minimal media coverage, if any, and thus a drastically reduced audience. Your PR team must recognize the key content of client news and present it to the reporter in a way that answers the question “what’s in it for us?” Essentially you must master the content you’ve been given and put the best foot forward, just like a point guard.

Writing- Shooting Guard

On every team, there’s always that one player with the “shooter’s touch.” Everything they throw at the basket goes in, from baseline jumpers to three pointers. This player often has decent ball handling skills as well and may take over at point guard while their teammate is out. Coaches know this is the go-to person when the team has to score.  On the other side of the ball, the shooting guard is often a quick defender and very light on his feet.

Similarly, in PR the ability to “score” often correlates with the ability to write, or more specifically to articulate your message. While all aspects of your PR strategy are important, writing to build a bridge of understanding between company and consumer lies at the heart of the profession.  The ability to articulate your message effectively is directly related to the bottom line, just like putting points on the board in a basketball game.  If you can’t score you can’t win. Similarly, if you cannot communicate why your client’s product is different or better, you will not emerge victorious.

Creativity- Small Forward

Versatility is the name of the game for the small forward on the team. This player can do a little bit of everything, and often with his left hand, too. Some teams use this player in more of a guard role, while others move them closer to the post. A jack-of-all-trades, the small forward often sees the most change on offense when the defense switches it up. Also a key contributor on defense, the small forward can be used to defend guards or forwards depending on the needs of the team.

Just like small forward versatility gives the team many options, so it is for creativity in PR. Every PR strategy should use creative thinking on all levels, from pitching stories to social media interactions and brainstorming ad creation. Creativity can give you an added boost over the mundane, run-of-the-mill messages consumers are used to. Similar to small forwards stepping outside the arc to shoot a three pointer or posting up in the paint for an easy lay-up, PR teams need versatility in creation to maximize the effectiveness of a company’s message.

Research- Power Forward

Power forwards can be the team’s hardest workers. These players must do a lot of work near the goal to position themselves for possible short-range shots. When guards take shots from outside, the power forward must work relentlessly to “box out” their opponent for the rebound.  This player has a lot of physical strength, which is necessary for out-muscling their opponent both on offense and defense inside the paint.

Likewise, the hardest work for a PR team is in the research. Before anything else, research must be done to gain valuable insight into the subject. Whether it’s learning about a client’s consumer base, understanding the culture of the industry or grasping the benefits of this product over the competition, research provides the foundation for building a PR strategy.  Like the tiring work of the power forward, research can be relentless, but both the player and the research put their teams in the best position to win based on their “grunt” work.

Client Relationships- Center

The center is the anchor of the basketball team. Typically the tallest player, he plays close to the goal and is the best shot blocker on defense. In many plays, the center will use his body to set up screens for his teammates to shoot. While not the fastest player on the team, he is integral to several aspects of the game such as inbounding the ball and breaking a press.

Similarly, the anchor and backbone of your PR strategy is your relationship with clients. These relationships are absolutely crucial and involve open communication and dedication to the end result. Like the center on a basketball team getting back for defense, building client relationships takes time and effort. This means setting up strategies to help the client succeed, fostering fluid communication and being ready with a press break play when the time is right. The best way to remember this analogy is with another: like the center is to a basketball team, so client relationships are center to a PR strategy.

So as we begin this March Madness journey with 68 teams, may we appreciate what each player brings to the table and remember to apply it to our PR strategy next time we take the court…I mean office.

It tapped Stephen J. Roppolo as managing partner for the San Antonio office, in addition to his duties as managing partner for the firm’s Houston office. Houston partner Joseph W. Gagnon will also work in both San Antonio and Houston. Attorney Santiago Alaniz will be located full-time in San Antonio.

Roppolo has led the Houston office since its opening in 2007. For 23 years, he’s represented employers in claims such as allegations of sexual harassment, discrimination, defamation, breach of employment contract and other matters. He has also represented employers in enforcing non-compete agreements. Roppolo counsels large and small companies in employment matters, conducts training for managers, and advises on company policies to help employers avoid litigation.

Spring is coming. The flowers will bloom, my allergies will flare and America will head back to the ballpark. Additionally, businesses will start to evaluate their first quarter of the year. How do we compare to last year? Do we stick with this strategy for the second quarter or abandon ship for plan B? Surely there will be many discussions.

As a member of Gen Y, I declare with pride my generation’s key contribution to the new business blueprint: digital advertising. According to research conducted by eMarketer, a company dedicated to analyzing the latest marketing trends, digital ad spending crossed the $100-billion mark for the first time in 2012. Equally as telling, it now makes up nearly a 20% share of total media ad spending.

Image credit: eMarketer

These days, scarcely an hour goes by where we don’t encounter an ad. Watch TV? Ads. Read the news? Ads. Check your email? Ads. Listen to the radio, drive past a billboard, get coupons in the mail? Ads, ads, ads! They’re everywhere and by default we are absorbing them into our psyche. But what makes some ads wildly popular and others flop miserably? Several things: how the message resonates with viewers, visibility and content adaptability. Here, digital advertising presents the all-encompassing package.

How the message resonates with viewers

No longer casting a wide net in hopes of turning a few leads, companies can now tailor their message ever so precisely so that all the right buttons are pressed for maximum impact. For instance, Twitter has a feature for “promoted tweets.” I can say I want my tweet to go to people who search for key words like “fashion” or “vacation.” My tweet will show up on their feed and as a member of my target audience the probability of the viewer then clicking on it is increased because the content is of interest to them.  These clicks can then be tracked using an analytic tool like TweetReach, which can provide a world of knowledge for future ad creation and, if applied well, an increase in revenue.

Visibility

Whenever I hear of a company struggling with garnering leads for their product, my first thought goes to social media. Why? Because recent data released by Facebook shows one billion active users. Meanwhile a study by Semiocast, a French analytics firm, found that Twitter had surpassed 500 million users worldwide. But I didn’t need those numbers to verify what I already know: there is a social media niche for every walk of mankind, and that is hard to compete with when it comes to visibility. Even if you put a billboard offering free gasoline in downtown New York City, you still don’t get the same quality of visibility. Sure, millions of passerby will see the ad but consider how many of them ride their bicycle or walk to work from their loft apartments. Then of course there are the telecommuters.  Each of these groups will ignore the ad completely because it is of zero relation to them. Put that same ad in your digital campaign and plug strategically to audiences Google searching for news on gas prices or hashtagging #highgas on Twitter and boom, target audience tapped at a fraction of the cost.  With digital advertising, its not the quantity of your visibility but the quality. The closer you can get your message to the people who are more apt to react to it, the greater likelihood of a lead.

Content adaptability

Another benefit of digital advertising is its ability to change at a moment’s notice. What is trending today will not be trending next week, I promise. Promoting your ad around a trending topic will automatically increase visibility because as the hot topic of the moment, everyone is in on it. While the gist of your product or service probably will not change, the message in which you relay that information to your audience can now change at a moment’s notice. Some companies have experienced great attention from their ability to adapt their content quickly and effectively. Nabisco’s Oreo tweet during the blackout of this year’s Super Bowl is a perfect example. When the lights went out in the Super Dome in the third quarter, viewers took to their social media outlets to discuss the event. Within minutes, Oreo had placed an ad playing on the snafu claiming “You can still dunk in the dark” and showed the cookie before it was dunked in a glass of milk.  With thousands of re-tweets, their ability to capitalize on the moment is still buzzing in marketing circles. This adaptability gave Oreo a moment to seize the spotlight with their quick thinking, and in doing so receive excellent brand promotion.

As social media and digital capabilities continue to expand at a rapid pace, so will their benefits. It is not a bandwagon to leap onto, but rather an evolution in the way companies promote their brand with advertising. Now more than ever digital advertising allows us to place our thumb on the pulse of our audience and market to them as an integral part of our business blueprint.  So I encourage you, “Carpe digitus,” seize the digital!