The Biden administration called on private businesses with 100 or more workers to proceed with implementation of a COVID-19 vaccination and testing mandate despite a federal court order temporarily blocking the rule. The administration on Monday evening asked the US Court of Appeals for the 5th Circuit to lift the order, arguing the pause "would likely cost dozens or even hundreds of lives per day."

Promoting from within, prioritizing employee education and development, and recognizing others for their hard work are among the strategies firms can use to boost retention, writes Caroline Castrillon.

Attorney Clayton Halunen explains that employers can require COVID-19 vaccination as a condition of employment with exceptions for disabilities and religious beliefs, provided they treat all classes of employees equally. Halunen explains employers' obligations regarding exceptions for employees with disabilities or sincerely held religious objections, including accommodations to reduce risk unvaccinated employees may pose.

Employers have a unique opportunity to support employee well-being in an increasingly hybrid work environment, writes Mary Marzec. They can support a culture of overall good health, especially among younger workers, by introducing app-based wellness programs, working toward a shared bond of trust, creating an overarching well-being philosophy and establishing other key initiatives.

Every interaction with your team leaves an impression, so remember to be clear, respectful and genuine to create each "last impression" as one of visionary connection, writes Scott Cochrane. "Seize every opportunity to leave a reminder as to what everyone is working towards, and why it matters," Cochrane writes.

When you leave a room or conversation, what do people remember about you?

Years ago, when I was still young in the publishing world, I had a tense conversation with a publisher named Tom at my company -- he was with one publication and I was with another. He wanted some information about a client and I resisted, on the advice of my manager. It got heated and we hung up.

I was unsettled about that discussion. Conviction stirred up inside me. The next day, I called Tom back. Needless to say, his greeting was cold, aloof. But then I apologized and admitted I didn’t respond well to his reasonable request. He thawed immediately. He said he had a thick skin and while he appreciated my apology, it wasn’t necessary. I countered, gently, saying that when we’re wrong, we need to say it. He graciously accepted my apology again.

Four months later when my sales team was broken up and reorganized, Tom asked that I be moved to his team. I was and we went on to have huge success. He became an important mentor and when he left to join another company, he asked me to come along. We’re friends to this day.

I think of that second exchange with Tom as my last impression with him (for that discussion). Treating him with respect earned me some valuable trust equity with him.

We should not neglect the impact of last impressions, as we see in today’s HR Leader story. The last word or action we take in a conversation or interaction stays with people. I know I plan to be more intentional about the last impressions I make.

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