【人手不足】當護士對疫苗說不

護士親眼見證了新冠病毒如何威脅人們的生命，而且已有眾多研究證明疫苗能保護確診病人免於重症和死亡，很難理解為什麼他們會反對疫苗。但美國全國各地的醫院院長的確都面臨著這個問題。在美國眾多護理組織聯合起來、希望抗擊護士對接種疫苗的猶疑取態時，美國護士協會（American Nurses Association）最近的一項調查顯示，仍有八分之一的護士並未接種疫苗，或不打算接種疫苗。

「在我們的護士中，絕大多數是正值生育年齡的年輕女性。」Ballad Health行政總裁萊文（Alan Levine）說。社交平台上的謠言導致一些年輕女性擔心輝瑞和Moderna等公司生產的mRNA疫苗可能會影響生育能力。儘管這並非事實，這種說法在一些圈子裡已經頗有影響力，即使美國婦產科學院（American College of Obstetricians and Gynecologists）早前公開表示，沒有證據表明疫苗會損害生育能力。

對疫苗的猶疑有許多種。疫苗懷疑論者懷著根深蒂固的偏見，在社交平台上用錯誤資訊煽動恐懼情緒；亦有人擔心疫苗問世的時間還太短；還有些人僅僅只是模棱兩可，他們並非急切地反對接種疫苗，但可能還需要有誘因推動。

美國醫院協會（American Hospital Association）的數據顯示，截至8月19日，美國有35％的醫院強制員工接種新冠疫苗。美國食品及藥物管理局（FDA）在8月23日全面批准輝瑞疫苗後，這個比例在未來幾個月可能會上升。美國國家衛生政策研究院（National Academy for State Health Policy）的數據顯示，現在約有22個州要求至少有部份醫護人員接種新冠疫苗，但並非所有州都向這個方向前進。到目前為止，美國有四個州——阿肯色州、佐治亞州、蒙大拿州和田納西州發布了禁令，禁止機構強制要求部份員工接種疫苗。另一方面，還有一些州尚未表態，因此醫院管理層需要自行平衡人手方面的擔憂，和保護員工與患者的願望。—Cynthia Koons、Emma Court；譯：汪澤

#護士 #醫院 #人手不足 #疫苗 #猶豫取態 #強制接種

（本文節選自《彭博商業周刊∕中文版》第229期，如欲查閱全文，歡迎訂閱）
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Reinventing Workers for the Post-COVID Economy

The nation’s economic recovery from the COVID-19 pandemic will hinge ( ) to some extent ( ) on how quickly show managers can become electricians ( ), whether taxi drivers can become plumbers ( ), and how many cooks can manage software for a bank.

This is likely to prove especially problematic for millions of low-paid workers in service industries like retailing ( ), hospitality ( ), building maintenance and transportation, which may be permanently impaired ( ) or fundamentally transformed. What will janitors ( ) do if fewer people work in offices? What will waiters do if the urban restaurant ecosystem never recovers its density ( )?

Their prognosis ( ) is bleak ( ). Marcela Escobari, an economist at the Brookings Institution, warns that even if the economy adds jobs as the coronavirus risk fades ( ), “the rebound won’t help the people that have been hurt the most.”

Looking back over 16 years of data, Escobari finds that workers in the occupations ( ) most heavily hit since the spring will have a difficult time reinventing themselves. Taxi drivers, dancers and front-desk clerks have poor track records moving to jobs as, say, registered nurses, pipe layers or instrumentation technicians.

COVID is abruptly ( ) taking out a swath ( ) of jobs that were thought to be comparatively ( ) resilient ( ), in services that require personal contact with customers. And the jolt ( ) has landed squarely on workers with little or no education beyond high school, toiling ( ) in the low-wage service economy.

“The damage to the economy and particularly to workers will probably be longer lasting than we think it is going to be,” said Peter Beard, senior vice president at the Greater Houston Partnership, an economic development group.

What’s more, he said, COVID will intensify underlying ( ) dynamics ( ) that were already transforming ( ) the workplace. Automation ( ), for one, will most likely accelerate ( ) as employers seek to protect their businesses from future pandemics

The challenge is not insurmountable ( ). Yet despite scattered ( ) success stories, moving millions of workers into new occupations remains an enormous ( ) challenge.

“We need a New Deal ( ) for skills,” said Amit Sevak, president of Revature, a company that hires workers, trains them to use digital tools and helps place them in jobs. “President Roosevelt deployed ( ) the massive number of workers unemployed in the Great Depression on projects that created many of the dams ( ) and roads and bridges we have. We need something like that.”

勞工轉型以因應後疫情時代經濟

美國經濟能否從新型冠狀病毒影響下復甦，將在一定程度上取決於表演經理們要多久才能變成電工，計程車司機能否化身為水管工，以及有多少廚師能替銀行管理軟體。

這對零售業、餐旅業、建築維修和運輸業等服務業數百萬低薪工人來說，問題恐怕特別大。這些行業可能受到永久性損害或發生根本性改變。若辦公室裡人變少了，工友要做什麼呢？若都市餐廳生態系統繁盛不再，服務生又該如何？

他們的前景是黯淡的。布魯金斯學會經濟學家Marcela Escobari警告說，即使就業機會隨新型冠狀病毒疫情風險消退而增加，「經濟反彈也幫不了那些受創最重的人」。

Escobari檢視16年來的數據發現，今春以來受衝擊最大的一些職業，勞工將很難自我改造。計程車司機、舞者和櫃檯人員轉行從事護理師、舖管工或儀器技工等工作者十分有限。

新型冠狀病毒突然帶走了一大批原本被認為較不容易永久消失的工作，即需與客戶面對面接觸的服務工作。這一衝擊直接打擊到那些僅受過高中教育、在低薪服務經濟區塊中掙扎的勞工。

經濟發展組織大休士頓商會資深副總裁Peter Beard表示：「經濟、尤其是勞工們受害的時間，可能比我們預期的還要更長。」

他說，更重要的是，新型冠狀病毒疫情將強化已經在改變職場的潛在動力，自動化即為一例，由於雇主力求讓自己的企業未來不受大疫情影響，自動化極可能加速。

這項挑戰並非不能克服。然而，儘管有少數成功的例子，讓數百萬勞工轉業仍是巨大的挑戰。

雇用勞工後培訓他們使用數位工具，並幫他們找到工作的Revature公司總裁Amit Sevak說：「我們需要一項針對職業技能的新政。小羅斯福總統大蕭條時期把大量失業勞工投入工程計畫，興建了我們現在使用的水壩、道路與橋樑。我們需要這樣的東西。」

#高雄人 #學習英文 請找 #多益達人林立英文
#高中英文 #成人英文
#多益家教班 #商用英文
#國立大學外國語文學系講師

My nurse told me our video blew up on TikTok (I can only say that @welsonsim ‘s fan base is too strong😂) so here’s another introduction to the “crew” behind the scene:
🏊‍♂️Welson Sim don’t need to intro, too femes. Hahaha. Great guy, super fun and friendly, def enjoyable to treat such patient.😂

👯‍♀️@sherrylin.leeeee most requested assistant name in the comment section sebab budak sabah banyak cantek HAHA.
@maisarahfarhana_ @kartikalazim and missing @faraaainn_ @aniessnjha @aqillahrazali my dear nurses who are more excited than me internally but buat chill on the outside. 🤣

And what is Hometown Cha Cha Cha cuz everyone’s commenting about that lol.

Our stay at Ying Lun postpartum center
我們在英倫產後護理之家的日子

For my second child, I choose to stay at Ying Lun Postpartum Care. I was blown away by the amazing service and amenities there! For my second child, I thought that I would be pretty set in terms of knowing how to take care of the newborn baby, but I was pleasantly surprised that I really learned a lot during my stay at Ying Lun. While the services are mainly for mother and the newborn, when my eldest arrived to the postpartum center to visit with a scar on her forehead the nurses immediately came to help check and redress her wound. It was so sweet!
我的第二胎，我選擇留在 英倫產後護理之家 。我被他們的服務和設施驚艷到！我認為我會在如何照顧新生兒方面做得很好，因爲這是我的第二胎，但是我很高興我在這裡學到了很多東西。雖然主要為媽媽們和新生兒提供服務，但是當我的大女兒來這探望我時，額頭上有小傷口，護士立即來幫助我們檢查傷口，真是太窩心了！
My favorites things about Ying Lun were:
關於英倫，我最喜歡的東西是：
1. The food! I didn't get sick of the meals there, and they were so delicious I pretty much finished all of them. As a breastfeeding mom, I finished the breakfast, lunch, dinner, and three snacks they provided.
1.食物！那裡的餐點令我百吃不厭，而且非常美味，每一道我都吃得精光。作為一個正在餵母乳的媽媽，我每天都吃完了早餐，午餐，晚餐和三種小點心。
2. The nurses! The nurses at Ying Lun were extremely knowledgeable, accommodating and generally concerned for your well-being. I could tell they really went out of their way to take care of the babies and even talk to them show them love in the nursery.
2.英倫的護士們非常有智慧，也樂於助人，並且關心所有人的健康。他們真的竭盡所能照顧嬰兒，愛護他們。
3. The amenities! I loved the luxurious decor, the comfy slippers they provided, the playroom for my eldest daughter, the photo studio @A Plus 專業攝影 , the spa package, the gym and even the coffee in the lobby. It was delicious!
3.設施非常的豪華！裝飾也很漂亮，我超喜歡他們提供的舒適拖鞋，大女兒常常流連忘返的遊戲室，A Plus 專業攝影 ，Spa，健身房，甚至是大廳提供的咖啡都很美味！
I guess it's hard to list my favorite things considering I liked everything about it! Check out our video below!
我喜歡的東西實在太多了，很只列出其中幾項！可以觀看我們的影片看看到底有多棒！
Thanks so much Yinglun for your kindness and warmth. It was exactly my family and I needed! ❤ ❤
謝謝英倫在這幾周裡的幫助和溫暖，正是我和家人所需的要！
If you want to hear more about our experience you can also tune in my latest Kungfu Momma Show podcast about it!
如果大家想了解更多有關我們的經驗，還可以收聽我們最新的功夫媽媽秀Podcast
Anchor: https://cutt.ly/UbMJPge

For the eBook with a complete recipe, click this link to download. https://www.normanmusa.com/module

This is a recorded cook-along session with Chef Norman Musa to celebrate the NHS Nurses Day Celebration.

哈佛知識分享: 做生意，七大困難選擇!

七條策略問題 Seven Strategy Question《第二: 核心價值 - 公司股東、顧客、員工，誰優先? 》

Business is about making tough choices. 上一集就講咗 Who is your primary customer? 誰是你首要顧客?

今集我會同你探討第二個策略問題: 核心價值 - 你是把公司股東、顧客、或員工利益行先?

How do your core values prioritize company shareholders, emoloyees and cuatomers? Who come FIRST? 當有衝突，邊個利益行先?

根據哈佛教授 Bob Simons 呢本書 Seven Strategy Questions，冇話對唔與錯。 但搞唔清楚就一定錯。三選其一，你揀邊個行先?

(1) 公司/股東 (Shareholders) 行先? 李嘉誠就最出名股東行先。佢退休前最後一次主持長和系股東會，被問及一個出色的企業家最重要是什麼，李嘉誠話：「最重要忠誠為股東爭取正常收入，為股東設想，投資有前途項目，派息要合理，將股東利益排第一。」 我諗你咁多年都聽唔少佢講話股東利益排第一。 因此，好多人都話同長實做生意唔簡單， 甚至乎有時畀人感覺 (no offense) 賺到盡， 一蚊一毫都同你計，why? 因為股東利益行先，佢又啱喎。 但做善事? 李嘉誠本人捐幾十幾百億佢就好疏爽，因為唔關股東事。

Core value (核心價值)係股東行先，即係公司利益行先，成日話為公司著想，即係等於話為公司股東著想。 因此好多上市公司， 甚至乎初創企業，都會有 employee stock option，希望員工同公司利益一致。 希望佢哋由朝到晚都諗住 Creating Shareholder Value，為公司 = 為自己增值。

根據呢本 Seven Strategy Questions, AIG (AIA 母公司)、Citigroup、Pfizer 輝瑞藥業都係出名 shareholders 行先的公司，也是好成功的公司。做生意就係先講賺錢， 天公地道。

(2) 有啲公司嘅 Core Value 就係顧客行先 Customers First。例如，Johnson & Johnson 強生，係1943年就 craft 咗呢個 Credo (教義) :

We believe our first responsibility is to the patients, doctors and nurses, to mothers and fathers and all others who use our products and services....

We are responsible to our employees who work with us throughout the world.

We are responsible to the communities in which we live and work and to the world community as well....

Our final responsibility is to our stockholders. Business must make a sound profit....

When we operate according to these principles, the stockholders should realize a fair return.

Johnson & Johnson 的核心價值 core value 係顧客行先、員工第二、community 社群圈子第三、股東利益排第四。

我相信好多公司都係「話」顧客行先， 但有冇寫到好似強生咁清楚呢? 當然我相信更加多嘅公司，就係口講一套，做另一套。 口講顧客行先， 實質上遇到任何金錢利益，就縮數，公司/股東利益行先。

例如你開間茶餐廳， 有啲食材就嚟到期， 喺掉同唔掉的邊緣， 又唔會食死人，但又未必係最靚料，咁你會點? Be honest! ..... 公司賺少啲都揼?你就係顧客行先。 側側膊，唔多覺照用，慳番啲成本? 你就係公司行先。 無話對與錯， 最緊要搞清楚。你知啫，但係全公司同事知唔知? 能唔能夠全部人都言行一致?

(3) 如果我問你，有 covid 肺炎前， 某航空公司嘅股價喺呢道， 現在估計應該係邊? 如果我同你講仲高過肺炎之前，你會唔會信? 肺炎前係每股USD57，依家? USD62，高咗近10%。 佢就係美國西南航空 Southwest Airlines， 記住呢個係全球最多人染病嘅美國喎，有排都未走出疫情。佢就係出晒名 Employee First 嘅公司。Yes! The airline puts employee happiness above customet satisfaction. 員工開心，更重要過顧客滿意程度。

Southwest ranks employees first, customers second, and shareholders third.  員工第一、顧客第二、公司/股東第三。

你有無坐過Southwest Airlines 嘅飛機? 搭飛機通常最悶嘅就係一開始嘅 Safety Annoucement 安全提示。 但如果喺 Southwest? 你會聽有人講 jokes .... 有人 Rap!

呢啲講笑、唱歌、跳舞冇得迫。 員工開心，佢哋就自然會做。 你上網睇到會更多更多其他搞笑例子。

Southwest company blog says: "We believe that if we treat our employees right, they will treat our customers right, and in turn that results in increased business and profits that make everyone happy."

Employees come first 嘅理念，令到Southwest Airlines 每兩秒鐘就收到一份 job application, 每100個人申請，只有兩個人能夠成功獲取錄。2% acceptance rate， 好多傳媒都話去 Southwest 返工仲難過入哈佛! 有好嘅人才，就自然有好嘅服務，有好嘅業績。 亦都因為咁Southest Airlines 一間公司嘅市值，曾經係等於美國所有其他航空公司(American Airlines, Delta, Continental, UA etc)加埋嘅總和，都唔夠佢一間公司值錢。

你唔好以為Southwest Airlines 淨係員工開心喎，根據權威市場研究公司 J.D.Power 2020 survey，Southwest Airlines 嘅顧客滿意程度 customer satisfaction 都係全美國最高，both long and short-haul. 長短途都贏曬!

但老實說，坊間有幾多間公司會大聲講話員工行先? 間間都話顧客行先? 但諗真啲，係唔係真呢? 轉一轉個優先次序， 會唔會有另一番景象呢?

公司/股東、顧客、員工， 係你嘅核心價值邊個行先? 冇話對與錯。 但最緊要搞清楚， 萬一互相有衝突，你會揀邊個先? 係咪全公司上下同事、顧客、股東、合作伙伴都知? 你是否言行一致?

因為錄呢條片，我都問咗自己好多問題。我自己盛滙商舖基金係邊個行先? 我老婆答案即刻答我: 「你梗係員工行先啦! 因為嗰次點點點.... 」

Yes. 我自己商舖基金係員工行先 Employee First 嘅公司。因為我成日都同同事們講:
「錢賺唔晒，最緊要大家 happy!」...
「唔鐘意賺嗰個人嘅錢，就冇賺!」...
「我哋人少少，賺多啲，遠遠好過人多多，個個賺少啲! 大家都想養家活兒，搵到、洗到、身體好!」

我相信只要能夠建立一個好嘅 culture 企業文化， 大家同事們自然會作出個啱嘅決定，買舖賣舖，有條好嘅 team，真係好難輸。 因此，老實說，如果有邊個客唔妥我嘅員工，我通常都會「唔妥」返佢 - 當然呢個要建基於你哋員工嘅信任。

To me ....「顧客不是永遠對的!」 選擇適當的顧客，長遠回報會更佳， 對你選擇嗰班顧客回報都會更佳。我係道都好幸運地同你講，我商舖基金由2016年成立以來加入的同事們，公司基本上係冇人走過。Turnover 近乎零! 你對人點，人就自然對你點! As said ... 錢賺唔晒，最緊要大家同事們Happy! 人客/公司自然賺錢。

你呢? Who comes first in your business? Company/Shareholders, Customers, Employees? 你公司嘅核心價值，邊個是優先? 無論你揀邊個都好，係唔會同你選擇嘅Primary Customers (首要顧客)有衝突， 只會更加強化你服務佢哋嘅能力及提升你競爭力。 最緊要搞清楚 WHO COMES FIRST!

有興趣聽多啲，就來我五月份星期六嘅早餐會啦! 呢兩集同你講咗 Who is your primary customer? 同埋 Who comes first? Company/Shareholders, Customers or Employees?

下一集同你，What Critical Performance Variables Are You Tracking? 追數? 你應該最追幾條數?

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五月份早餐分享會 Topic: The Seven Strategy Questions by Harvard Professor Robert Simons

哈佛分享: 七條做生意策略問題

2012至2014間，我連續三年在哈佛上了 Robert Simons 的堂，畢生受用。我自己成間商舖基金公司都是建基於這本書。

有興趣 sign up la ? 每次限四位 (包括我)。 人多傾唔到計。

5月1日或8日或15日，星期六早上9時開始，約三小時。地點中環。

對象: 管理層/生意經營者/創業者，連我限4位。

有興趣參加的話，請 whatsapp 你的名片給 Suki (我助手) (+852) 5566 1335。

大家交流做生意最重要的幾條問題。

我唔係靠呢行搵食，免費，我請食早餐 ? Be friends ..... 有機會到時見你。李根興 Edwin

www.edwinlee.com.hk

聯絡李根興 whatsapp (+852) 90361143

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購買李根興的【李根興的生意哲學】(最新2020年6月出版 - 定價$198)，或【買舖 要買得 PRO】(定價$198)，連親筆簽名，可 whatsapp Suki (+852) 5566 1335。各大書局也有售。