Doug Neeper's Blog

A challenge in today’s job search market is how to find someones email address. You can:

1. Do a ‘google’ search, type in *.*, and this will usually result in the email naming convention used by company xyz. You may have to wade through a number of pages.
2. For public companies, browse around their website (start with investor relations), this should result in giving you the company email naming convention.
3. Use ‘brute’ force, one at a time, try sending an email to the person you’re trying to reach, eg, Joe Smith (after each joe smith, add @xyz.com):
a. jsmith
b. smithj
c. joe.smith
d. joe_smith
e. smith.joe
f. smith_joe (space = _)
g. joesmith
h. smithjoe
i. joe

4. Call the company and ask for Joe Smith’s email address.

Again, send one out, wait for a rejection, then send the next one out, keep track of which one works and add the working address to your contact list.

Sumanta, I’ve got a fair collection of articles regarding job search on my blog site, most are relevant in today’s market.

Doug

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DFN: Interesting prespecitve, if you’re interested in how to sell yourself into an opportunity, the is a must read! Creativity; I equate creativity to being a problem solver, not a problem creator. Find the problem(s), sell yourself as the solution to those problems.

What Chief Executives Really Want
by Frank Kern
Wednesday, May 19, 2010
http://finance.yahoo.com/career-work/article/109596/what-chief-executives-really-want?mod=career-leadership

A survey from IBM’s Institute for Business Value shows that CEOs value one leadership competency above all others. Can you guess what it is?

What do chief executive officers really want? The answer bears important consequences for management as well as companies’ customers and shareholders. The qualities that a CEO values most in the company team set a standard that affects everything from product development and sales to the long-term success of an enterprise.

There is compelling new evidence that CEOs’ priorities in this area are changing in important ways. According to a new survey of 1,500 chief executives conducted by IBM’s Institute for Business Value (NYSE: IBM – News), CEOs identify "creativity" as the most important leadership competency for the successful enterprise of the future.

That’s creativity—not operational effectiveness, influence, or even dedication. Coming out of the worst economic downturn in their professional lifetimes, when managerial discipline and rigor ruled the day, this indicates a remarkable shift in attitude. It is consistent with the study’s other major finding: Global complexity is the foremost issue confronting these CEOs and their enterprises. The chief executives see a large gap between the level of complexity coming at them and their confidence that their enterprises are equipped to deal with it.

Until now creativity has generally been viewed as fuel for the engines of research or product development, not the essential leadership asset that must permeate an enterprise.

Needed: Creative Disruption

Much has happened in the past two years to shake the historical assumptions held by the women and men who are in charge. In addition to global recession, the century’s first decade heightened awareness of the issues surrounding global climate change and the interplay between natural events and our supply chains for materials, food, and even talent. In short, CEOs have experienced the realities of global integration. The world is massively interconnected—economically, socially, and politically—and operating as a system of systems. So what does this look like at the level of customer relationships? For too many enterprises, the answer is that their customers are increasingly connected, but not to them.

Against that backdrop of interconnection, interdependency, and complexity, business leaders around the world are declaring that success requires fresh thinking and continuous innovation at all levels of the organization. As they step back and reassess, CEOs have seized upon creativity as the necessary element for enterprises that must reinvent their customer relationships and achieve greater operational dexterity. In face-to-face interviews with our consultants, they said creative leaders do the following:

Disrupt the Status Quo. Every company has legacy products that are both cash—and sacred—cows. Often the need to perpetuate the success of these products restricts innovation within the enterprise, creating a window for competitors to advance competing innovations. As CEOs tell us that fully one-fifth of revenues will have to come from new sources, they are recognizing the requirement to break with existing assumptions, methods, and best practices.

Disrupt Existing Business Models. CEOs who select creativity as a leading competency are far more likely to pursue innovation through business model change. In keeping with their view of accelerating complexity, they are breaking with traditional strategy-planning cycles in favor of continuous, rapid-fire shifts and adjustments to their business models.

Disrupt Organizational Paralysis. Creative leaders fight the institutional urge to wait for completeness, clarity, and stability before making decisions. To do this takes a combination of deeply held values, vision, and conviction—combined with the application of such tools as analytics to the historic explosion of information. These drive decisionmaking that is faster, more precise, and even more predictable.

Taken together, these recommendations describe a shift toward corporate cultures that are far more transparent and entrepreneurial. They are cultures imbued with the belief that complexity poses an opportunity, rather than a threat. They hold that risk is to be managed, not avoided, and that leaders will be rewarded for their ability to build creative enterprises with fluid business models, not absolute ones.

Something significant is afoot in the corporate world. In response to powerful external pressures and the opportunities that accompany them, CEOs are signaling a new direction. They are telling us that a world of increasing complexity will give rise to a new generation of leaders that make creativity the path forward for successful enterprises.

Frank Kern is senior vice-president of IBM Global Business Services.

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I’ve been networking for almost ten years; in that time, I’ve had 15 consulting ‘gigs’ and two ‘real’ jobs. One of the things I’ve tried to do is to facilitate other people’s searches. I have helped recruiters or hiring managers find candidates, or I’ve helped job seekers find openings that may not be advertised. I do not get paid for this, nor am I’m seeking compensation for this activity. I’ve discovered that via this facilitation of other people’s successes, opportunities do come my way, though its rarely a direct path.

Doug

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DFN: Good tips on why you may not be getting the job offer for a position you’re really well qualified for.

7 Little-Known Reasons You’re Not Getting Hired
Karen Burns, On Wednesday May 12, 2010, 11:08 am EDT

If you’re job hunting you’re surely aware of the most egregious and common no-nos: showing up for the interview ten minutes late; answering your phone during the interview; handing over a resume riddled with typos; using a silly-sounding E-mail address; failing to demonstrate you’ve researched the employer; bad-mouthing your last boss; neglecting to follow up. You’re not doing any of that, are you? Of course not.

[See 15 essentials to getting hired.]

But you may not have considered some of the less-discussed, under-the-radar issues. Give this list a look and ask yourself, "Do any of these sound like me?"

1. You have unreasonable expectations. Everybody wants the perfect job. But if your criteria are too high, if you’re being too demanding, you may well remain unemployed. Nobody wants to be told to compromise, but the fact is that much of life involves just that, at least temporarily. Analyze your wants and needs. Which are must haves? Which are negotiable? Which can be put on hold?

2. You’re relying too much on one search technique. Maybe you are only applying online, or only networking, or only using employment agencies, or only approaching companies that you know are hiring. Don’t limit yourself to just one job-search method. Try them all. Cast a wide net, continue to build your connections, get creative.

[See 10 new rules for today's job hunt.]

3. You use the word "I" too often in your cover letter. The most effective way to endear yourself to potential employers is to put the focus more on them than on you. Show you’ve done your homework and understand what your target companies are seeking. Then tell them how you can fill those needs.

4. You are not demonstrating long-term potential. We get caught up in the moment. We need a job now. But employers, the good ones at least, tend to think long term. They want to know not only how you will contribute today but in the future, too. That "Where do you see yourself in five years?" question is not just for drill. They really want to know.

5. You are unknowingly repeating mistakes. After interviews, are you taking the time to review and analyze them? Many times the reason you don’t get a job is beyond your control, and, in fact, has nothing to do with you, but not always. Trying to understand why the answer was "No" may help you to fine tune your approach.

[See the topics you can't discuss at work.]

6. You have not rehearsed. You may hesitate to rehearse answers to the most common questions. You don’t want to sound canned. You want to be yourself. But consider the benefits of creating great answers to those questions you hear the most–short, vivid, three-sentence answers brimming with examples and facts–and practicing them until you can speak with conviction and confidence.

7. You put your job search on hold while waiting to hear back. Don’t we all fall into this trap at one time or another? You’ve had a super couple of interviews with your dream employer. You just know you’re going to get "the call" any day now. You think, I’m going to hold off until I hear back; after all, I deserve a little break. Well, no doubt you do deserve a little break–but don’t. Keep on networking, applying, interviewing, and researching until you have a firm job offer in hand.

Looking for work is an enormous project. In many ways it’s more difficult, and takes more energy, than even the most demanding job. So, in the midst of it all, find a way to nurture yourself. Keep on fine tuning and strengthening your approach. And hang in there.

Karen Burns is the author of the illustrated career advice book The Amazing Adventures of Working Girl: Real-Life Career Advice You Can Actually Use, recently released by Running Press. She blogs at www.karenburnsworkinggirl.com.

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DFN: To register (FREE): http://jc2010summit.eventbrite.com/?ref=elink; additionally, we serve a continental breakfast and snacks throughout the event (FREE).

The 8th Annual Career and Leadership Summit

Saturday, June 5 9:00a
at Community Presbyterian Church, Danville, CA

ABOUT the 8th Annual Career and Leadership Summit :
The 8th Annual Career and Leadership Summit, is an educational conference and networking event for individuals who wish to enhance their professional and personal skills while in transition or seeking career advancement. This exciting half day event, featuring nationally known career and leadership speakers, would normally demand a ticket price of $100, but is being offered at no-charge through the assistance of corporate sponsorship, and support by Job Connections and its volunteer membership. read more

Age Suitability: None Specified
Tags: conferences, job connections, putting the bay, career and leadership, putting the bay to work, cpc career conference, job connections summit

ABOUT the 8th Annual Career and Leadership Summit :

The 8th Annual Career and Leadership Summit, is an educational conference and networking event for individuals who wish to enhance their professional and personal skills while in transition or seeking career advancement. This exciting half day event, featuring nationally known career and leadership speakers, would normally demand a ticket price of $100, but is being offered at no-charge through the assistance of corporate sponsorship, and support by Job Connections and its volunteer membership.
Summit attendees will have the opportunity to network with up to 2,000 participants, corporate sponsors and career organizations at the event. Business casual attire is recommended and attendees should bring business cards to exchange.

Date: Saturday, June 5 from 7:30am-2:00pm
Location: Community Presbyterian Church, 222 W. El Pintado Rd. Danville, CA.

Featured keynote speakers :

Patrick Lencioni is founder and president of The Table Group, a firm dedicated to providing organizations with ideas, products and services that improve teamwork, clarity and employee engagement. He is an internationally recognized best-selling author of eight books, including the critically acclaimed The Five Dysfunctions of a Team. As a consultant and keynote speaker, Mr. Lencioni has worked with thousands of senior executives and leadership teams in organizations ranging from Fortune 500s and high tech start-ups to universities and non-profits. For more information, visit www.thetablegroup.com .

Amilya Antonetti is an award-winning entrepreneur and founder of SoapWorks, a green business pioneer. As a media personality, advocate and best-selling author, Amilya has been featured on Oprah, CBS This Morning, Extra, The Big Idea with Danny Deutsch, and now appears weekly on “Fox Strategy Room”. Ms. Antonetti’s “Smart Choice Mom” lifestyle and organization tips can be read in Parent and Child and Family Circle Magazines and her latest book, The Recipe, a fable on leadership and teambuilding, will be released in April 2010. For more information, visit www.amilya.com .

–
Doug

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DFN: Interviewing in a learned skill, do yourself a favor and read Mark’s article, it will help you accelerate your learning curve. In a nutshell; 1) Be familiar with the company 2) Illustrate your flexibility 3) Show energy and be upbeat 4) High lite your experience 5) Illustrate you are a team player 6) Talk about how you’re trying to become an expert 7) Illustrate you’re highly motivated.

7 Things You Should Say in an Interview

by Mark Riddix
Wednesday, April 21, 2010

Today’s job market is as competitive as ever. You need to be able to effectively communicate you skill set so that you will give yourself the best competitive advantage to secure employment. During the interview process, you want to highlight as many of your strengths as possible. An easy way to do this is by slipping a few simple phrases into your next job interview. Here are seven things you should say in an interview.

1. I am very familiar with what your company does.
Letting a prospective employer know that you are familiar with what a company does shows that you have a legitimate interest in the business and are not just wasting their time. Do your homework before arriving for an interview. Check out the company website for information about products and services. Search for the latest transactions and pertinent business news.

Be sure to let the interviewer know that you are familiar with the newest company acquisition or the latest product that was just developed. Explain how your skills and experience are a perfect fit for the employer.

2. I am flexible.
Work environments are always changing. Prospective employers are looking for candidates that are open to change and can adapt at a moment’s notice. In today’s fast paced business world, employees must have the ability to multi-task.

Stating that you are adaptable lets an employer know that you are willing to do whatever is necessary to get the job done. This may mean working additional hours or taking on additional job duties in a crunch. Show your potential employer that you are equipped to deal with any crisis situation that may arise.

3. I am energetic and have a positive attitude.
Employers are looking for candidates with optimism and a “can-do” attitude. Attitudes are contagious and have a direct affect on company morale. Let the optimist in you shine during the interview process.

Be sure to always speak positively about past employers. Negative comments and sarcastic statements about past employers and co-workers will make you look petty. If you bad mouth your past company, employers are liable to believe that you will do the same thing to them.

4. I have a great deal of experience.
This is your chance to shine. Highlight any previous job duties that relate directly to your new job. If it is a management position, state every time that you were responsible for the supervision, training and development of other employees. Discuss your motivational techniques and specific examples of how you increased productivity. Feel free to list any training classes or seminars that you have attended.

5. I am a team player.
Do you remember when you were young and your teacher wanted to know if you could work well with others? Well the job market is no different! Companies are looking for employees that are cooperative and get along well with other employees. Mentioning that you are a team player lets your prospective employer know that you can flourish in group situations. Employers are looking for workers that can be productive with limited supervision and have the ability to work well with others.

6. I am seeking to become an expert in my field.
Employers love applicants that are increasing their knowledge base to make themselves the best employees possible. Stating that you are aiming to become an expert causes employers to view you as an asset and not a liability. You are a resource that other employees can learn from.

This is also a subtle way of illustrating that you have an attitude of excellence. You are aiming to be the best at what you do! This will let employers know that you are not just a fly-by-night employee, but in it for the long run.

7. I am highly motivated.
A motivated employee is a productive employee. Talk about how your high level of motivation has led you to accomplish many things. If you are a meticulous worker, discuss your organizational skills and attention to detail. Companies are always looking for dependable employees that they can count upon.

The Bottom Line
Remember that a job interview is an opportunity to sell yourself to a prospective employer. Be sure to slip in the right phrases to give you the best chance possible of securing that cushy corner office on the ninth floor.

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DFN: Another great post from Glassdoor (no I don’t work there). Great approach (see Liz’s response to Nora) to the question "Why Should I hire you", in a nutshell, "I’m not sure that you should, if you / I think there’s a fit, and if you want someone that will accomplish the important goals" then maybe you should hire me. If there’s not personal fit, then you should hire some else".

Job Seeker, Don’t Do Anything Stupid
Posted: 31 Mar 2010 11:47 AM PDT
www.glassdoor.com

Dear Liz,
I’m a 42-year-old marketing manager who’s done well in her career although the last 18 months haven’t been any kind of high point. I was on a job interview last week and I felt good about my chances and the way the interview was going. I went into a meeting with my prospective boss’s boss, the senior VP of Marketing. The guy is an old-school autocratic military type with a very officious air and a sky-high opinion of himself. I found myself making excuses for him in my head, like “He’s kind of a blustering posturing blowhard, but he wouldn’t be my direct boss, so maybe it wouldn’t be so bad.” Then he asked me one of the worst interview questions in history, namely “Why should I hire you over all these other candidates?” and I felt my skin crawl. I tried to be jaunty and jocular, and I said, “I don’t envy your decision, but I’ve got the technical marketing experience and I’m fun to work with” and I felt a horrible creepy-crawly feeling because it so goes against my nature to praise myself like that. He wasn’t satisfied, and said “I want to know why you’re better than the other people I’m going to talk with today, and why I should pass on them to make you an offer.” I stammered something about “I have this, that and the other experience” and he said “I’m only going to ask you one more time, why are you better than everyone else I’m going to meet?”

Liz, I couldn’t do it. I couldn’t put down people I don’t even know, and so I said “Of course I haven’t met them, but I’m sure I’ve got as much of what you need as anybody else in the mix, so at the end of the day you’ll have to roll the dice.” I don’t think I’m getting the job. Do I even want the job? My question for you is, how far do you have to veer away from your gut and your values in order to get a job these days?

Thanks,
Nora

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Brian Golter spoke at Job Connections today, if you weren’t able to attend, I’m sorry, you had the misfortune to miss one of the best speaker’s we’ve had this year.
This is the second time he’s spoken at JC. I’d intended to take notes during his talk, but, my iPhone ‘crapped’ out. You know things happen for a reason, it forced
me to listen and enjoy his talk. It convinced me that I’m on the right path. And, got me interested in seeing "Alice in Wonderland".

So, instead what you have here is my memory of what Brian talked about, the stories and the points he shared with us.

1. Brian opened up by saying he hadn’t prepared anything to say. And, then went on to talk quite eloquently.
2. The topic he centered on was how to face the demon we’re all confronted with, unemployment.
3. Related the content of a letter he’d received from someone who’d written a company that sent him a rejection letter. Bottom line was his letter to the company
rejecting him, refused his rejection and stated that he’d be into work starting Monday, and good luck with future rejections.
4. Related a story about a lady demanding he find her a job, she was losing her house, and potentially her kids, Brian’s advice to the lady, go take a walk on the
beach. Lady cussed Brian out, Brian not inclined to help, lady did take a walk on the beach, got peace about her situation, Brian did find her a job.
5. Linked the movie "Alice in wonderland" to the job search we’re all facing / have faced.
6. Talked about his own job search (22 years ago) we he was, broke, penniless, desperate; interviewed for current position, pretended everything was OK, interviewer
(June) discerned everything was NOT OK, and for some reason gave him a job anyway; it didn’t pay anything (commission only), hour and a half commute. But, to this day,
he’s still there doing something (recruiting) that he didn’t think he’d love, but, its clear he does.

KEY POINTS:

1. Somehow learn that ONE thing that’s holding you back. You can do this by interviewing with the right person, talking to friends, with a career coach.
2. Find a way to deal with your fears ($, medical insurance, age, whatever), your fears will get in the way of you’re being hired.
3. Fears hide that perhaps you’re on a path for a reason, and make the journey take longer than necessary
4. Don’t focus so much on the $, the location, the title; focus on who you’ll be working for and what you’ll be doing. Enjoying what you’re doing is much more important.
5. Try to attend Job Connections, at least once a quarter, to renew old acquaintances, even if you’re working. OK, OK, Brian didn’t say this I just threw this in.

Brian’s website is http://www.bgsource.com/, you can get his contact info from this site; if you haven’t read his book (The Right Job, Right Now), its good, and inspirational.

Doug

Filed under: Networking | Tagged: Job Search | 1 Comment »

DFN: Critical help during ‘transition’. Having insurance is the number two concern ‘you’ have when you’re not working (#1 being not having a job).

Special Study: How the Temporary Extension Act of 2010 affects the COBRA premium subsidy rules

On Mar. 2, the President signed into law H.R. 4691, the “Temporary Extension Act of 2010” (the Act), which, among other provisions extends the COBRA continuation premium subsidy for one month and makes a number of other clarifying and substantive changes to it. This Special Study provides an overview of the changes in the Act affecting the COBRA continuation premium subsidy.

Overview of COBRA Premium Subsidy

Sec. 3001, Division B, of the American Recovery and Reinvestment Act (ARRA, P.L. 111-5 ) created a temporary 65% COBRA premium subsidy in response to a major recession that added millions to the unemployment rolls and would have left many without health insurance coverage because they couldn’t afford to pay COBRA premiums on their own. P.L. 111-118 (12/19/2009) extended the maximum subsidy period from 9 to 15 months and also increased the eligibility period through Feb. 28, 2010 (see Federal Taxes Weekly Alert 12/24/2009).

COBRA continuation premiums are paid and the government subsidy is applied as follows:

(1) An individual qualifying as an AEI pays 35% of the amount he would have to pay for COBRA continuation coverage if he were not an AEI.

(2) The “person to whom the premiums are payable”—in most cases the employer, but in some cases the health plan—pays the other 65% of the COBRA continuation premium.

(3) The “person to whom the premiums are payable” is reimbursed by way of a federal payroll tax credit for advancing 65% of the AEI’s COBRA continuation premium.

The COBRA subsidy is tax-free but may have to be recaptured (i.e., repaid) at tax-time if the recipient’s modified adjusted gross income for the year of receipt exceeds $125,000 ($250,000 in the case of a joint return).

Extended Window of Eligibility for COBRA Premium Subsidy & Expanded Definition of Qualifying Event

To be eligible for the COBRA premium subsidy, an individual must be an “assistance eligible individual” (AEI). Under pre-Act law, this is any qualified beneficiary if:

· (Condition 1) The qualified beneficiary becomes eligible for COBRA continuation coverage because of a qualifying event occurring in the period beginning Sept. 1, 2008 and ending Feb. 28, 2010.

· (Condition 2) The qualifying event giving rise to a beneficiary’s eligibility consists of the involuntary termination of the covered employee’s employment during the Sept. 1, 2008 through Feb. 28, 2010, period.

· (Condition 3) The qualified beneficiary elects COBRA continuation coverage.

A qualified beneficiary includes, among others, (a) the covered employee if his coverage under the group health plan ends because of termination (other than gross misconduct) or reduction of hours of employment; and (b) a person who was a beneficiary under the group health plan either as the spouse or dependent child of the covered employee.

New law: The Act extends the eligibility period and also expands the definition of a qualifying event for COBRA subsidy purposes.

Expanded eligibility period. The Act extends the eligibility period in Conditions (1) and (2), above, through Mar. 31, 2010. (ARRA Division B, Sec. 3001(a)(3)(A), as amended by Act. Sec. 3(a))

RIA observation: Thus, employees (and their families) who lose group health coverage because of the employees’ involuntary termination during March of 2010 will be entitled to a 65% COBRA premium subsidy. Under pre-Act law, they would have had to pay the entire COBRA premium in order to stay insured under the former employer’s group plan.

RIA observation: The extenders bill currently being considered by the Senate (the “American Workers, State, and Business Relief Act of 2010”) would extend the 65% COBRA premium subsidy to apply for involuntary terminations through the end of 2010.

Expanded definition of qualifying event. For periods of coverage beginning after Mar. 2, 2010 (the enactment date), the Act provides that a qualifying event for purposes of Conditions (1) and (2) above, includes a reduction of hours followed by an involuntary termination of employment during the Sept. 1, 2008 through Mar. 31, 2010, period. (ARRA Division B, Sec. 3001(a)(3)(C), as amended by Act. Sec. 3(b)(1)(A))

New Election for Those Terminated After a Reduction in Hours

To be eligible for the COBRA subsidy, an AEI must first and foremost be eligible for COBRA continuation coverage because of a qualifying event during the statutory time period (see discussion above). The AEI must timely elect COBRA continuation coverage under the regular procedures (in general, the election period ends on the later of 60 days after the qualifying event or 60 days after the person receives notice under Code Sec. 6980B(f)(5)(A)) or under special election procedures that apply under transition rules.

A reduction in hours is treated as a qualifying event for COBRA continuation coverage purposes. Under IRS guidance, a reduction in hours is treated as an involuntary termination for COBRA premium subsidy purposes, but only if the reduction is a material negative change in the employment relationship for the employee.

Evidently, there was some concern under pre-Act law for COBRA continuation coverage for workers who (1) were hit by a reduction in hours, (2) did not make a timely COBRA continuation election (or made the election and later dropped COBRA continuation coverage (e.g., because it was too expensive), and (3) are ultimately involuntarily terminated.

New law. For periods of coverage beginning on or after Mar. 2, 2010 (the enactment date), the Act provides COBRA continuation election relief for affected individuals. Affected individuals is the term used in this Special Study to describe those who are AEIs on the basis of a qualifying event consisting of a reduction of hours occurring during the Sept. 1, 2008 through March. 31, 2010 period, followed by an involuntary termination of employment occurring on or after Mar. 2, 2010. For affected individuals who didn’t make (or made and later discontinued) an election for COBRA continuation coverage on the basis of their reduction in employment, their involuntary termination on or after Mar. 2, 2010 is to be treated as a qualifying event for COBRA continuation purposes. The period of their COBRA continuation coverage is determined as though the qualifying event were the reduction in hours of employment. (ARRA Division B, Sec. 3001(a)(17), as added by Act. Sec. 3(b)(1)(B)) The Act further provides that affected individuals will not be required to make a payment for COBRA continuation coverage for the period between their reduction in hours of employment and their involuntary termination. (ARRA Division B, Sec. 3001(a)(17)(A)(iii), as added by Act. Sec. 3(b)(1)(B)) Rules similar to the special rules relating to pre-existing conditions that applied under ARRA Sec. 3001(a)(4)(C) are to apply to affected individuals. (ARRA Division B, Sec. 3001(a)(17)(A)(iv), as added by Act. Sec. 3(b)(1)(B))

New notice requirement for plan administrators. Administrators of health plans (or other entities) are directed to provide additional notification to affected individuals notifying them of their new election opportunity. (ARRA Division B, Sec. 3001(a)(17)(B), as added by Act. Sec. 3(b)(1)(B))

Other Changes for COBRA Subsidy Rules

The Act makes these additional clarifying and substantive changes to the COBRA subsidy rules:

· Under pre-Act law, the COBRA premium subsidy applies until the earliest of these three events: (1) the first date that an assistance eligible individual (AEI) becomes eligible for other group health plan coverage or Medicare coverage; (2) the date that is 15 months after the first day of the first month for which the ARRA premium reduction provisions apply to the individual; or (3) the date that the individual ceases to be eligible for COBRA continuation coverage. Effective Mar. 2, 2010, the Act revises the second event, above, to be the date that is 15 months after the first day that the ARRA premium reduction provisions apply to the individual. (Act. Sec. 3(b)(3))

· Effective Mar. 2, 2010, Act Sec. 3(b)(4) provides that a plan sponsor or health insurance issuer may be hit with civil actions to enforce a determination by the government that an individual was wrongfully denied COBRA premium assistance, and that the government may levy a $110 per day penalty for failure to comply with the government’s determination.

· Effective as if included in ARRA, Act Sec. 3(e) provides that the qualifying event for an individual is deemed to be involuntary termination of the covered employee’s employment if: (1) based on a reasonable interpretation of ARRA Sec. 3001(a)(3)(C) of division B, and administrative guidance relating to it, an employer determines that the qualifying event with respect to COBRA continuation coverage for an individual was involuntary termination of a covered employee’s employment, and (2) the employer maintains supporting documentation of the determination, including an attestation by the employer of involuntary termination with respect to the covered employee.

Source: Federal Tax Updates on Checkpoint Newsstand tab 3/4/2010

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