As federal and state governments begin to lift stay-at-home restrictions, every company must have a thoughtful, thorough and action-oriented plan to follow for reopening its workplace. Not only is this crucial for ensuring the safety of employees, but it’s an opportunity to help build trust with employees, ensuring that they feel confident and reassured about the safety of their return to the workplace.
While we know there will be unanticipated pivots ahead, to help navigate through what’s next, an organization’s return road map should follow three phases: creating a comprehensive transition plan and communicating it, creating ways for your teams to engage with each other, and progressing with renewed purpose.
Create And Share A Comprehensive Plan
First, create a cross-functional team that includes senior representatives from legal and across HR and operations: office or facility management (we call this “workplace solutions,”) employee engagement (or “culture”), benefits, IT/technology and communications. Whenever possible, include a medical expert to consult. This group should be responsible for evaluating each stakeholder’s needs and thinking through the health, safety and efficacy of your plan. While there are a number of factors that can be specific to your organization, employee well-being should be the main factor driving any decision.
Among the first priorities for this team should be examining infrastructure readiness. Until there is a vaccine or a deeper understanding of the novel coronavirus, social and spatial distancing will be critical. This means evaluating floor plan arrangements and reconfiguring to allow for the recommended six-foot distancing. You may need to reconsider how you utilize conference and huddle rooms, as well.
Other questions you must answer: Should employees be provided with personal protective equipment such as masks or gloves? Will screening methods be put in place for infections such as taking the temperature of every employee before they enter the work area, and if so, how effective will they be?
HR teams can provide guidance on how to develop and communicate flexible work schedules and options to help employees balance time and personal needs (e.g., accommodating child care needs or concerns around commuting during rush hour). Expect to reopen your office in a phased manner, perhaps by initially allowing only business-critical teams and essential staff on-site and continuing to have other teams to work remotely. We are seeing some businesses consider an A and B team model where teams work in the office in alternating weeks or shifts.
It is important for leaders to consider a day in the life of an employee in the new normal setup, including commuting challenges. It’s crucial to be conscious of the tremendous amount of stress (work and nonwork) people are feeling, including that employees may be dealing with a range of feelings around loss and grief, not just related to death (this is a great read on the topic). In keeping employee well-being top of mind, you shouldn’t push employees to return to the workplace, especially if they’re able to work remotely. Ensure that these considerations are baked into your plan.
Once decisions are made and pressure tested, work with your communications or PR team to develop a step-by-step strategy for all employees as well as managers. A manager toolkit that includes communications escalation protocols and an FAQ will ensure all messages are cascaded appropriately and employees’ questions are addressed. Don’t forget to prepare your newer managers for this; they will likely need your support.
Create Space For Employees To Engage
During this time of remote work, many of us have connected in new ways by sharing stories of challenges related to work-life balance or built stronger personal connections simply by video chats where we saw children, pets and homes in the background. Helping to appropriately extend those personal connections after returning to the workplace is a valuable effort.
Consider providing a forum where employees can continue to share their stories and challenges of navigating the past few months, and what they’re facing now. Create space — a drop-in chat, for example — that is reserved for these types of conversations.
These venues can also serve as platforms for employees to ask questions and share their concerns; in turn, they can be places where leaders help to foster trust. Many might still be fearful and anxious about returning to work, and an approach of empathy will go a long way in helping teams ease into the new situation.
More than ever, recognizing and celebrating employees will go a long way. Identify individuals and teams who have demonstrated your organization's values and/or who went above and beyond to serve the organization’s or a client’s needs, perhaps by creating a new service or offering.
It’s equally crucial to adjust your employee engagement and corporate social responsibility events (while still recognizing social distancing) to serve the folks who are in the office as well as the ones who still might be remote during the transition.
Progress Forward With Renewed Purpose
Long-term economic uncertainty cannot be ignored and will continue to be at the forefront for many employees who are struggling with an out-of-work spouse or family member and seeking their own reassurance about their job and position.
Taking a look at your employee well-being and health benefits will help employees feel cared for. Explore resources including enhanced wellness programs (for example, subscriptions to Calm or other mindfulness-focused mobile apps). Bigger picture, are there corporate social impact programs that can be modified to help employees feel more engaged and present? Tapping into medical and industry experts for counsel on addressing social and emotional issues is a worthwhile investment.
While much is unclear, we do know two things.
First, the constant evaluation of your programs and plans is nonnegotiable. Continually review and revise your strategy to reflect the evolving environment.
Second, remember to put employee safety at the forefront of every decision you make. This will not only help to create a climate of trust and reassurance, but it will also help employees feel valued. And that is invaluable.
