SPECIAL EDITION
JORDAN COMMONS There are many COVID response stories within our organization , including the oftenoverlooked stories of people who quietly did their jobs without complaint , going above and beyond to ensure that the rest of their coworkers were safe during this time .
One such story is that of the facilities and custodial staff at Jordan Commons . In the early days of the pandemic , when supplies were running low , Bob Toone , facilities manager at Jordan Commons , BJ Kiel , property manager at Jordan Commons , and Diana Armitage , custodial manager at Jordan Commons , began securing needed materials .
were able to use flexible schedules to find ideal child care options , and there was a major emphasis on mental health and providing support .
Customers weren ’ t neglected , with employees being empowered to be more flexible when it came to customer needs . All in all , Prestige showed some incredible resilience and fortitude during a trying time , using the pandemic as an opportunity to learn how to do business better .
This included things like hand sanitizer , masks , surface cleaners and disinfectants , and other things that were , at the time , almost impossible to find . This wasn ’ t just for Jordan Commons , but for offices , movie theatres , and dealerships . Other employees made signs encouraging proper social distancing and disinfection at our locations . They instituted new procedures for cleaning that kept business flowing and employees safe .
PRESTIGE FINANCIAL Prestige Financial was well positioned when COVID began closing offices because it already had a sizable portion of its workforce working from home . By adapting that same model and using it for all of its employees , the company was able to continue working without missing a beat .
As soon as the state of Utah issued a stayat-home order , Prestige transitioned 95 % of their employees to a work-from-home model within 48 hours . The rapid change was possible thanks to a top-notch IT team and a planned migration training exercise that quickly became reality .
For the 5 % of Prestige that did need to be in the office at least part of the time , there was an alternating “ A ” and “ B ” schedule that kept teams separated and socially distanced while allowing them to work . The team also focused on enhanced cleaning protocols and ensuring that masks and hand sanitizer were available for all employees .
In spite of everyone working from home , the Prestige culture stayed alive thanks to events like a socially distanced outdoor barbecue and a large virtual holiday party that featured a team murder mystery activity . Employees
Members of the Miller family and Board of Directors meet with Utah Governor Gary Herbert
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