The COVID-19 Workplace: Return to Work Safely

As states begin to reopen it is prudent for companies to start preparing for the return of employees to the physical workplace. The challenge is complex, but there is a framework for moving forward now. It starts with asking the right questions through a three phase approach: planning the returning, preparing the office, and preparing the people.

 Planning the Return

• Create a transition/return to work committee/team—this group is responsible for developing, implementing and monitoring a return to work plan. This team could be comprised of company leaders from key departments, as well as representatives from employee constituent groups. Given the uncertainty regarding the lasting impact of COVID-19, the return to work planning team should remain assembled to monitor issues that arise upon the workforce’s return to the office.

• Create a return to work plan—Every company’s return to work plan will be unique, and different plans may be required based on location, local requirements and function. Key factors to consider include the location of the workplace, the number of employees working in one location, the ability to ensure proper social distancing within the workplace and employee reliance on public transportation.  It is also critical to design a return to work plan that is sufficiently flexible to adapt to evolving recommendations, guidelines and orders issued by federal, state and local governments (Families First Coronavirus Response Act).

• Consider a phased approach—What employees’ do we bring back and when do we bring them back? Employers must rely upon neutral factors in deciding who to bring back first (as they should with every employment decision). In fact, employers should be focused on one thing—business needs. Employers should figure out which employees need to be in the office more than others. Those employees should be selected to come back first.  Be wary of seemingly arbitrary decisions about who to bring back when considering the same positions and offices. Avoid irrational bias: make employment decisions based on objective, provable rationales.

• Plan for ongoing monitoring and evaluation—what if there is a phase two of COVID-19?  Have contingency plans in place should there be a significant spike in COVID-19 cases during the return transition period.  

Preparing the Office

• Evaluate physical workspace modifications—this includes modifying floor plans to increase spacing/separation between workstations, closing or modifying common/high-touch areas and surfaces, and posting signs reminding customers/clients and employees of social distancing, face covering, and hygiene expectations. Cleaning and disinfecting may require additional steps, including reviewing and renegotiating contracts with vendors that provide these services, as well as whether and how to conduct additional cleaning and providing cleaning supplies/hand sanitizer to employees and customers/visitors.

• Limit in-person interactions and physical contact—consider things like fewer in-person meetings, limiting the size of in-person gatherings/events, implementing a crowd control plan that sets limits on the number of people on company premises and establishes social distancing measures for customers/guests, and consider any ongoing restrictions regarding business travel etc.

• Train employees and managers on social distancing policies and protocols—this includes where to go and who is responsible if there are questions or complaints and how to track/consistently discipline employees for failure to follow protocols.  Training is imperative to dispel any myths and ensures alignment on policy, strategy and tactics. 

• Implement screening protocols for employees, customers/clients, or other workplace visitors—key issues include whether to conduct temperature screens or other symptom checks or questionnaires, training personnel on how to appropriately conduct screening and maintain information collected without breaching confidential information, and best practices for telling clients/customers not to enter company locations if they do not pass the screening. Ensure employees are comfortable/safe/encouraged to self-report COVID-19 symptoms. 

• Consider providing personal protective equipment (PPE)—key items include if masks/gloves will be mandatory for any/all positions.  Employers are obligated to provide our workers with PPE needed to keep them safe while performing their jobs (based on exposure risk) and should be requiring masks and increased cleaning practices. 

Preparing the People

• Transparency is key—a lack of openness and honesty will lead to more fear.  Be clear about what you know, what you don’t know and what you are doing to learn more.  Thoughtful frequent communication shows that leaders are following the situation and adjusting their responses as they learn more.  Empower employees to notify you about changing conditions. 

• Create a communication plan and timeline—inform employees of who will be going back and when.  Include pertinent details.  Include information on steps taken to protect employees returning to work.  Communicate steps taken if an outbreak occurs onsite. 

• Demonstrate empathy—in crisis mode, employee’s minds are on their own survival and basic needs first. Crisis affects each person differently; a one size fits all approach will not work.  We as leaders must pay careful attention to how our employees are struggling and take appropriate measures to support them. 

We’ve never seen an event like this change our day-to-day lives and how we get work done. While most companies already have continuity plans in place in case of catastrophic events like fires, earthquakes and other disasters, few companies (if any) were quite prepared for the level of disruption caused by COVID-19.  How the workplace will change once this pandemic is over and the world goes back to normal is yet to be seen. But it’s likely that the new normal will include a shift in employee and employer preferences—and the expectation of a more virtual workplace.

Adapted from SHRM.