Archive for June, 2020

Switzerland to Reopen Borders for All EU/EFTA and UK Travelers on June 15 – SchengenVisaInfo.com

The Swiss Federal Council on its meeting on Friday, June 5, has supported a decision for citizens of all European Union Member states including Britons, as well as citizens of the Schengen Associated Countries Liechtenstein, Norway, and Iceland, to be permitted enter the country as of June 15.

The decision has been suggested by the Federal Department of Justice and Police and presented to the Council by the Federal Councillor Karin Keller-Sutter.

Federal Councillor Karin Keller-Sutter informed the Federal Council at its meeting on June 5 that the Federal Department of Justice and Police FDJP intends to lift the existing entry restrictions, applicable with regard to all EU/EFTA states and the United Kingdom as of June 15, a press release of the Swiss Council reads, regarding the decision.

A possible easing of border restrictions has been announced previously, given that the situation permits. However, previously, Switzerland noted that it would not open its border for trips from Italy, despite that the latter opened for the EU and EFTA citizens on June 3.

At that time, the Swiss authorities, asserted it was too early to lift border controls with Italy noting that they would have to coordinate border opening with Italy with the Italian authorities.

A decision to open borders with Austria, Germany and France on June 15 in agreement with the authorities of those countries, has been announced since mid-May when entry restrictions between Switzerland, Austria and Germany were relaxed for several categories.

According to the press release of the Federal Council, their decision is in line with that of many European countries, referring to the fact that several other countries as France and Iceland will also open their borders on the same date.

During todays informal video conference of Schengen-state justice and home affairs ministers, numerous ministers expressed the desire to see a return to normality and advocated the lifting of European internal border controls as of June 15, the press release reads.

Possible lifting of further entry restrictions for third countries will be decided by the Council on a later date, in consultation with the Schengen member states.

>>Timeline of EU Member States Reopening Their Borders

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Switzerland to Reopen Borders for All EU/EFTA and UK Travelers on June 15 - SchengenVisaInfo.com

Trump again threatens tariffs on European cars, this time over lobsters – Autoblog

BANGOR, Maine U.S. President Donald Trump on Friday threatened to impose tariffs on European Union cars if the bloc does not drop its tariff on American lobsters, naming White House trade adviser Peter Navarro the "lobster king" in charge of talks.

Trump, speaking at an event with commercial fishermen, also asked Navarro to identify Chinese products to hit with tariffs unless Beijing dropped its duties on American lobsters.

"If the European Union doesn't drop that tariff immediately, we're going to put a tariff on their cars, which will be equivalent," Trump said.

"Peter Navarro is going to be the lobster king now," he added after putting the adviser in charge of talks, promising the fishermen the tariffs on American lobsters would be dropped quickly by the EU.

No comment was immediately available from the U.S. Trade Representative's office or the EU's delegation in Washington. The Chinese embassy had no immediate response.

Trump's top trade negotiator, Robert Lighthizer, had proposed a mini-deal with the EU last year that would have reduced barriers for U.S. lobsters, but it never gained traction.

Talks between the two sides have struggled in recent months despite repeated visits by the EU's new trade commissioner, Phil Hogan. Sources close to both sides, speaking on condition of anonymity, say they do not expect to make much headway this year.

Trump has previously made threats to place duties on European automobile imports, with the intent of receiving better terms in the U.S.-Europe trade relationship. He has delayed imposing the tariffs a number of times.

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Trump again threatens tariffs on European cars, this time over lobsters - Autoblog

The duel: could Covid-19 kill off the EU? – Prospect

YESBruno Maes

Indeed it could, but not in the way you think. Nations will not turn their backs on the European Union in search of lost national spirit. Quite the contrary. They will turn to the institutions in Brussels with increasingly taxing demands, and that is something the system was not built for. The EU was not designed to take hard decisions between competing interests. It is very bad at making choices. What it does well is to govern by rule, and the more impersonal and automatic the rules, the better.

But suppose that the present difficulties are only the beginning. Deep interconnection between different systems leads one crisis to cascade into the next. Start with debt in the south. Italian debt is expected to surge above 160 per cent of GDP, with France and Spain also at risk. These countries are bound to demand the creation of new EU-wide financing mechanisms; they will be refused because that would fundamentally change the union. At the same time, countries such as Germany will ask for new rules on monetary policy to lock in new safeguardsthe recent ruling of its constitutional court against the European Central Bank showed this is an increasingly fraught issue. But again, these requests will be refused because they would undermine the European project.

Deep interconnection between systems could lead one disaster to cascade into the next

Many countries will demand clear guidelines on how to deal with China and the US, as the two giants enter a new cold war. Brussels, though it is supposed to have sole competence over trade, will not have an answer.

At some point an impotent EU could pronounce itself incapable of solving problems without a mandate larger than the one it currently enjoys. National leaders would return home, frustrated and angry about an outcome no one really wants, and fearful that a new push for centralisation could turn their electorates against Europe altogether.

There are few outright Leavers on the continent. But with politics stuck, leaders would proceed to address their problems alone or in small coalitions. Those of us who have argued for years that federalism is not an emotional goal but an insurance policy against dangerous paralysis might feel vindicated. But for the EU as we know it, it could be game over.

NOAnu Bradford

Of course, national interests differ in this crisis, as in many crises before. But for me, the EU was built precisely to reconcile competing demands. That is what it does. The key moments of integration have all been controversial: building the single market, adopting a common currency, enlarging the union. Even the technocratic rule-making rests on delicate compromises.

I share your concern about the cumulative effect of current challenges. The pandemic is triggering a financial crisis, and the debts of countries such as Italy risk becoming unsustainable. But the eurozone is better prepared to tackle this crisis today, thanks to measures taken after the previous financial crisis. While those have not resolved the fundamental flaw in the design of the currency unioncommon monetary policy without joint fiscal policy was always unsustainableif the solution is to either unwind monetary co-operation or strengthen fiscal co-operation, my bets are on the latter. That was the outcome of the last financial crisis as well, which saw the EUs powers grow, not diminish.

Other problems are manageable in comparison. The EU can and will defend the integrity of the single market when faced with Franco-German demands to convert competition policy into a tool for industrial policy. Berlin and Paris do not always get their way, as evidenced last year when the commission refused to approve the proposed rail merger between Siemens and Alstom.

China-US tensions do pose a challenge, but opportunities for engagement remain. The EU can work with the US to counter Chinas disinformation tactics and its stealthy export of digital surveillance. Similarly, it can engage with China on climate change or defending the international trade system, as it did recently by agreeing on a temporary World Trade Organisation dispute resolution mechanism when US actions rendered the existing mechanism dysfunctional.

You trace the EUs incapacity to solve problems to its limited political mandate. But the EU is known for using crises to expand its mandate. Following this one, it may well gain more powers in public health, as few believe that member states alone are capable of protecting their citizens from global pandemics.

YESBruno Maes

When I look back to past crises affecting the EU, I do not see the ability to make hard choices and pick the best way forward. What I see is the technocratic drive to make the choice disappear. Greece didnt leave the euro, but neither was it allowed genuine debt relief. The technical ingenuity was impressive, but will it work this time, when debt levels will be higher and when markets might not spare even France?

Italy and Spain will ask for debt mutualisation, but in return Germany would demand complete control over their budgetary decisions. Berlin is already demanding that competition policy be diluted because it fears Chinese economic power. But if European giants end up devouring smaller companies, how can other countries go along with that? It is no coincidence that the German constitutional court recently questioned the primacy of EU law: I see it as a direct consequence of deep German anxieties about a world suddenly looking much more dangerous. What do you make of the commissions response, threatening Germany with the possibility of infringement proceedings?

My fear is that rule by rules was good enough for normal times. But the virus creates an emergency in which you need to be able to decide disputes between opposing sides. I fear the EU is already tempted to answer the most difficult questions by saying they are beyond competence. Issues too difficult for Brussels to deal with are sent back to member states. How else do you explain the fact that quarantines and travel restrictions are being decided by national capitals, with the EU stepping aside? Has the EU reached system overload already?

NOAnu Bradford

I certainly agree that overload is the order of the day. Governments everywhere are facing an overload due to the challenges triggered by Covid-19. But the European response cannot be to offload those challenges to governments that are too small to deal with them. Nation states alone cannot fight a global pandemicand they know it. Your native Portugal and my native Finland may disagree on debt mutualisation, but neither can respond to global financial crises alone. The same goes for other hard problems, such as mitigating climate change or managing migration.

It is rarely wise to escalate intractable problems into all-out conflicts (a good strategy for marital and political unions alike). Take the German court challenge to ECB bond-buying. The EU institutions will likely respond, as they should, by de-escalating the conflict while defending the fundamentals: the independence of the ECB and primacy of EU treaties and the European court. If the conflict escalates, Germany might ultimately be more willing to amend its basic law than bring down the eurozone.

The EU has used crises to expand its mandate throughout historyand may soon gain public health powers

Globalisation will take a hit in the coming years. But deglobalisation is not the answer. Instead, we will likely see a move towards regionalisation. No European country can declare economic sovereignty and start sourcing, producing and selling locally. As trust in global supply chains evaporates, the EUs large internal market provides a critical hedge, combining scale, diversity and reliability. It remains the fundamental unit around which economic destinies and political choices in Europe can be built. Plus, the member-state capitals need Brussels. The EU has always been a popular scapegoat for their unpopular but necessary policy decisionsand there will be many of those ahead.

YESBruno Maes

I agree that member states are too small to deal with the problems they are facing now, but that does not guarantee that the EU can deal with them. That way of answering the question suggests that only pooled power will be enough to confront the overload challenge. Unfortunately, I see no sign that member states can take that leap. No leap leaves us with a weakened EU, and a growing gap between the gravity of the problems and the capacity the EU has at its disposal. The EU is weaker because the problems have become bigger.

The signs are very negative so far. Free movement in relatively normal times was effectively defended by the EU institutions, even during the refugee crisis. In the pandemic, on the other hand, those institutions have run away from the issue. Travel restrictions were imposed at the national level. There was no co-ordination, nor any attempt to exercise powers that were actually the EUs in many cases. The institutions hid from view not out of inertia or incompetence, but because they knew their own weakness and were afraid of being exposed. And now, it is again the states that are lifting some restrictionsin a purely self-interested bid to salvage tourism revenue!

The proposed new EU recovery instrument, while good news, will leave the fundamentals untouched. It could have been different, but that would have required a clearer mandate. I do not think the EU institutions are undemocratic. They are democratic, but their mandate is insufficient when the situation becomes a matter of running risks, especially on life and death issues, or going against strongly felt national interests.

If normality is quickly restored, damage might be limited; prestige would suffer, but time might heal the wounds. If a deep crisis continues for three or four years, and Brussels continues to hide from difficult decisions, the sense that the EU has real power and legitimacy might dissolve, not only in the eyes of elites but of most citizens. At that point, only a political ghost would remain.

NOAnu Bradford

In imposing travel restrictions, member states were acting on their public health mandate, which collided with the EUs free movement mandate. But when the pandemic is over, this collision is likely to be resolved in favour of the EU. Free movement will be restored and the EU will have gained more powers in public health. EU policies often originate from national capitals, not Brussels. The commissions role is to harness and implement EU-wide consensus. The Macron-Merkel recovery fund proposal is no different in this regard, providing a foundation for the commissions 750bn proposal.

I also worry less about the EUs weak mandate and more about the failure to deploy its strongest mandate to the fullest. The EU needs to complete the single market. This may finally happen as member states have few options but to anchor their post-crisis recovery on reanimating it. Intra-EU trade is already vital, and considerably more important than member states trade with third countries. As the pandemic and trade wars continue to destabilise the global economy, large European companies will refocus on opportunities at home. This may provide the impetus to deepen the single market in services and the digital economy, and even usher in energy and capital markets union. These require common regulation, allowing the EU to play to its strengths.

The single market does not only deliver economic benefits but important protections: a cleaner environment, safer food and enhanced protection of data, to name a few. These boost the EUs relevance and legitimacy in the eyes of its citizens.

Brexit shows that states may choose to walk away from these benefits. But the UKs example has made that choice distinctly unappealing. Sovereign Britain looks less sovereign when UK companies continue to follow EU rules to retain access to the single market even after their country has lost all say over them. If anything, Brexit vividly illustrates the value of European integration by reminding people of the lonely alternative.

That integration, with all its shortcomings, has helped make Europeans safe, rich and free. While coronavirus will diminish those attributes for some years to come, restoring them calls forand should bring into beinga stronger, not weaker, EU.

Bruno Maes is a senior fellow at the Hudson Institute and a former Europe minister of Portugal

Anu Bradford is a professor at Columbia Law School and author of The Brussels Effect: How the European Union Rules the World (OUP)

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The duel: could Covid-19 kill off the EU? - Prospect

The Great Talent Shift – VRM Intel

In the middle of difficulty lies opportunity.

Albert Einstein

In these uncertain times, there is one thing the vacation rental management (VRM) industry can count on: We are on the brink of the greatest talent shift in modern history. This presents an incredible opportunity for vacation rental companies to identify and hire the best talent using the right strategy and plan of action.

For industry professionals who are now on the hunt for a new employer, this shift provides an opportunity to work with a strong company that has made it through what may just be the biggest challenge to date.

A short time ago, the single biggest challenge our firm identified for this industry was an unprecedented talent shortage. In an industry that is completely reliant on people to provide exceptional service, this talent shortage was a significant problem for most VRMs. We constantly heard that applicant flow was anemic, with those applying for the many open positions lacking the experience and capabilities to properly fill the roles. With unemployment recently at a record low, managers were forced in many cases to hire individuals to be placed in the wrong seats. In most cases, there were no measures taken to validate that these candidates were a good fit for the roles.

What a difference a couple of months can make.

At the time of this writing, it is clear that an unemployment rate of 20 percent or more is in the cards in the COVID-19 era. While many expect this to be short-lived relative to previous recessions, the sheer scope of this increase in unemployment is without comparison.

consensus that as this crisis passes, vacation rentals will be one of, if not the most, attractive travel option. Before we had significant competition from cruise lines and large hotels. However, as the new normal unfolds, the privacy, security, and safety a vacation rental offers will be more desired than ever before. After being cooped up for what feels like forever, families will look to get away with these assurances in place. Consequently, the combination of the return of rental demand and the talent shift will open up a significant opportunity for both businesses and individuals.

Where before it was exceptionally challenging to identify and hire top talent, there are more qualified people in play than ever before. For talented and passionate professionals, this is an opportunity to find a position with an organization that has weathered the greatest storm of our lifetime and is ready to take advantage of a period of growth like we have never seen before.

To take advantage of this opportunity, organizations need a talent acquisition plan.

Most vacation rental companies have a multifaceted rental marketing plan. They have allocated a budget and have a well thought-out document compiled of tried-and-true marketing practices, along with new concepts used to attract new customers and retain existing ones.

What we find with most companies in our space is that their talent acquisition plans consist of online ads and postings of open positions on their websites. The selection process focuses on the resume, and the interviews are typically unstructured. In many cases, the person or persons responsible for hiring juggle this role along with many other competing responsibilities. This creates a lack of focus and allows for other distractions to deter them from allocating the right time to the process. Therefore, the hiring manager will hire who they think will be the right fit based on subjectivity and their own biases. In some cases, the hiring manager himself may be in the wrong seat.

Companies must move swiftly to create comprehensive talent acquisition plans, leverage people analytics, and assign a point person to ensure consistency and effectiveness. These three steps coupled with a structured interview process will ensure a strong fit for your team.

In rental marketing, we typically see a multifaceted strategy that includes a mix of search engine optimization, search engine marketing, social marketing, distribution, and more. People marketing should be done in a similar fashion.

One job posting is not enough. Put together a plan to distribute your job ads across multiple ad platforms such as LinkedIn, Indeed, ZipRecruiter, and CareerBuilder. Consider having a professional and polished looking career page on your website where all open positions are posted and include an email sign-up for job alerts.

Utilizing your team to get the word out is also an effective strategy. Incentivize this by paying a referral bonus to those who refer candidates that you successfully hire. Be sure to post any job openings on your social media outlets, paying special attention to LinkedIn, which according to Social Media Today, is the fastest growing social network. The ultimate goal of your people marketing plan should be to significantly boost applicant flow, so you have a strong candidate pool to select from.

With an effective marketing campaign and increased applicant flow, narrowing the candidate pool down to the best potential hires is key. As Predictive Index certified partners, our firm utilizes behavioral profiling in the hiring process, for example. Leveraging a highly accurate, but simple and quick-to-administer behavioral survey gives you the ability to understand the job applicants behavioral traits. Prior to collecting these surveys, a job target is set by internal stakeholders based on the role. For example, are you looking for a reservations agent? What traits lend themselves to success for the role, according to those who interact most with that position? From this quick analysis, a behavioral target is set. Then all candidates are filtered through the process with the intent of identifying the applicants who closest match the desired behavioral profile.

As a next step, we recommend a cognitive test. Cognitive tests have been shown to be a high predictor of job success and are simple to administer. A cognitive test tells you how quickly this person will get up to speed with new concepts and necessary training. In most cases, the new hire will need to learn software platforms and systems they are not familiar with. It is crucial that they have the ability to ramp up quickly. The more technical the role the higher the cognitive requirements become. In the vacation rental industry, we often find ourselves interviewing applicants with little or no industry experience. Applicants with a higher cognitive score have a shortened learning curve and become more productive faster.

The combination of having a candidate with the right behavioral drives and cognitive abilities has been shown to be a collective 51 percent predictor of job performance.

Another helpful predictor of job performance (26 percent) is a structured interview. A structured interview is a standardized way of interviewing candidates based on the specific needs of the role they are applying for. Candidates are asked the same questions in the same order and responses are compared on the same scale. The key is to take the job description and build a group of interview questions that can properly access whether a candidate has what it takes to execute the job functions. This enables you to rate each candidate objectively and can greatly reduce hiring misfires.

Hiring the right person and placing them in the right seat feels like quite an achievement at this point; however, do not overlook the foundation of defining roles for your entire team. Organizational charts should be deleted and replaced with accountability charts. This reporting structure is said to be an organizational chart on steroids because it takes problem-solving and production to a higher level of performance. When employees know exactly what is expected of them and there is transparency within an organization, the business plan is carried out in a much more effective way than simply showing employees a chart of titles and direct reports.

Once you do the hard work of identifying the best players for your team, it is critical to set new hires on the right track. Research by Glassdoor found that organizations with a strong onboarding process improve new hire retention by 82 percent and productivity by over 70 percent. On top of that, Gallup found that only 12 percent of employees strongly agree their organizations do a great job of onboarding new employees.

Most organizations stop the onboarding process after one week. But the best onboarding processes are no less than 90 days with some extending a full year, depending on the nature of the role. It is critical that the talent acquisition plan encompasses a structured process that ensures the new hire feels welcome, receives a proper introduction to the culture, and has access to the tools and knowledge they will need for long-term success at the company.

In the vacation rental industry, the best teams win. Its not the company with the best marketing person or housekeeping manager. Its the company that has a cohesive group of professionals all rowing in the same direction to lead the team and the company to success.

The Great Talent Shift is an opportunity like no other to identify, hire, and retain the very best team. You may be simply missing a few pieces or need to build an entire leadership team as we come out of this challenging time. I would encourage you to focus on the talent acquisition strategy of your company and take advantage of the greatest pool of available talent in our lifetimes.

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The Great Talent Shift - VRM Intel

Funko Layoffs Will Now Include Funko Funkast And Social Staff – Bleeding Cool News

This pandemic has taken its toll, and we will continue to still see the fallout in the months to come. One big hit inside the toy community is the layoffs at Funko. We have already seen reports that Funko will be cutting back shipments this year, as well as postponing and canceling a lot of their upcoming collectibles. During the ongoing pandemic, Funko did close all their corporate offices and their two big HQ stores in Everette and Hollywood. Newly added sanitation and safety precautions have been included, but that has not been enough.

The hits just keep on coming as Funko has announced more layoffs are here and will impact 250 jobs at their home Everett base. This will reportedly save the company $1 million, and even top management is taking 20% pay cuts to try and catch up. Most of these layoffs will start at the end of June, with the end coming hopefully in September. These layoffs have already begun to appear in the most shocking way as Funko makes major marketing team members hang up their coats.

This is a huge surprise for Funko as this team mainly consisted of the hit toy podcast Funko Funkast. These changes will impact the company in the future from the content we see online to the live-streams, gaming events, and even more possible future virtual cons. After the success of the Virtual Con for ECCC, I am quite surprised Funko would let go some of their most prominent and most valuable members go. The community will be reeling in for these crazy changes, and we will all be watching in on what Funko's next moves are.

The real question now is this the end of Funko, and could we see the decline of one of the biggest collectible companies out there? Only time will tell, but our hearts and collections are with all those Funko members who have had say goodbye. We appreciated everything you have done, and it has a pleasure and a wild journey we all have been on. Safe travels friends, and when one door closes, another opens.

He has been the Collectibles Editor since late 2019. Funko Funatic, Historian, Air Force Veteran, and dedicated collector of many things.

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Funko Layoffs Will Now Include Funko Funkast And Social Staff - Bleeding Cool News