We examine the data that suggests HR must take certain steps to ensure safe transition to on-premise work.Â
The COVID-19 pandemic brought about many unexpected changes that have affected companies and their employees in many different ways. Some companies have seen unexpected growth. Others have faced an unexpected slowdown or a business closure due to Shelter-in-Place orders. And workers everywhere have adapted to increased workloads at home and the office, as well as layoffs, furloughs, and working from home.
As we continue to get into stride with our new normal, many companies are preparing their back-to-work plans. Whether you are welcoming employees back to the office, bringing furloughed employees back to work, or preparing for seasonal hiring, thoughtful planning can help you make a smoother transition.
Also read: 3 Vital Steps to Bring Employees Back to Work
Many teams have been living with a lot of uncertainty since Shelter-in-Place orders were given. Employees have questions about what the immediate and long-term future of work will look like, and how People Ops teams need to prepare for that future. It is time to make some decisions around what comes next.
To Return To the Workplace or Not: Ask the Employees!
According to new research, 86% of employers will allow employees to wait until they are comfortable to return to onsite work. While only 16% of employers have transitioned to a full-time remote arrangement, 67.4% support the strategy. Likewise, over 66% and 64% of employers indicated that they will support a change in work hours and deploy a hybrid model of working, respectively.
As the world progressed deeper into the COVID-19 crisis in early 2020, concerns were raised amongst workers about mixed messages. They were being told that everybody should regularly wash their hands with soap or hand sanitizer, but some workers in offices reported that there was no soap or hand sanitizer available. They were being told to always observe social distancing, but some staff was working out of cramped office spaces, and was even forced to share lifts in high-rise office buildings. This revealed that social distancing was not possible. Even frontline medical workers reported that they were going to have to re-use various pieces of personal protective equipment, as there simply wasn’t enough to go around.
Levels of concern amongst workers, who have been safely ensconced in their homes for the last few months, are high. They are aware of the risk of a second wave of infections. They are concerned about bringing the virus home to their families. Even their family members, in many cases, are concerned about them going back to work.
Also read: We’re Ready to Go Back to Work, Say More Than 50% of Employees in a Hibob Survey
For this reason, a thorough and properly scoped plan is essential prior to the announcement of the return of staff. A plan, of course, is not enough on its own. Hand sanitizer must be sourced. Personal protective equipment, if necessary, also needs to come from somewhere and must be distributed across all offices, branches, and outlets.
Should the plan be communicated, but an entirely different truth is discovered once staff returns to the workplace, distrust in the organization and emotional distress will result.
How then, is such a plan developed?
The development of the plan begins with a deep listening process. There is no template, and nor is there a one-size-fits-all solution. Every organization’s plan must begin with individual discussions with every staff member. In small businesses, these conversations might be carried out by the business leaders. In larger organizations, line managers must be briefed on how to have these conversations. Why must every staff member be consulted? Because every individual will have different levels of concern and different feelings about returning to the office. Research by various organizations has typically shown that up to 50% of staff are keen to return to the office. The other 50% are a mix of those who have reservations, those who would prefer further time at home, and those who simply do not want to return.
Identifying each of these attitudes, and more, is an important beginning to the development of the matrix the organization will require prior to setting the strategy.
Who returns to the office and when? What are the best-practice protocols around staff numbers and team planning? Should staff return to the office at all?
Of course, it all depends on what the organization does, where it is based, how much office space it has, what sort of technology is available, which floor they are on in the building, and so much more.
Also read: 82% Workforce Will Be Back to Work in 12-18 Months: Xerox
Already some major firms, mostly well-known tech brands such as Twitter, Google, Facebook and more, have made interesting announcements. Some are offering the entire staff an opportunity to work from home permanently, if they wish. Others have set goals, such as ensuring 50% of staff are working from home within a few years. It is an admirable, future-focused strategy and fits well with the new focus on work/life balance, but it is also untested in the long-term and is not realistic for many businesses.
In Closing
Employees are overwhelmingly looking forward to coming back together with their colleagues. They are craving the social aspects, the collaboration, the ability to bounce ideas around, and the sense of being part of a team.
However, as media is filled with terrible tales from other countries and stories about the potential  second wave of infection, they are also feeling a certain unease.  Employees are uncertain about their own safety, worried about the chances of bringing the virus home to their families, and are concerned about the shape and security of their jobs.
If an organization can manage the concerns of its staff, it then has a wonderful opportunity. Change in workplaces is not optional, it is happening. If led by lessons we all have learned during the COVID-19 crisis, that change will be enormously positive.