Returning to the workplace does not equal returning to life as it was pre-pandemic and just might be more complicated than the initial lock-down. A new study by Mercer shows that employers are looking for ways to preserve their employees’ health and well-being while keeping them energized and productive.
The ability to adapt quickly will be vital; employers will need to deploy a variety of proven channels for effective communication, while also providing tools and support for managers to accomplish these goals. Just as the pandemic unfolded in stages, economic recovery will also likely happen in stages. As employers progress on returning to work, they will need to continually revisit their relevance for changing times.
“Organizations faced with a global pandemic of such wide sweeping impact cannot predict what a ‘new normal’ will look like, but they can predict the challenges they might face,” said Martine Ferland, President and CEO, Mercer. “This uncharted territory has pushed employers to consider who should return to the worksite, when and under which conditions; how work gets done digitally; what it takes for employees to be mentally and physically prepared to return to work; and what measures are critical to ensure success in these turbulent times. To be as prepared as possible, it is critical to build a risk mindset, thinking through what protocols and policies as well as what range of reactions employees may have and how to implement necessary changes. Leading companies are taking a fresh look at how best to return, with one eye firmly on how to use this reset as an opportunity to reinvent.”
Return safely: HR and business leaders are working together with internal stakeholders such as facilities, occupational health and safety, and risk management to re-imagine workplaces, reshape physical customer interactions, and understand the reality of the new employee experience. Workplace readiness plans that are flexible and adaptable – and that continually audit safety within or outside the worksite will prove invaluable.
According to Mercer’s COVID-19 pulse survey, 63% plan to provide facemasks. Additionally, insights into what PPE inventory is needed, when and where, and the range of testing available are part of an informed and dynamic return strategy. More than half of employers (56%) are implementing a staggered return to the worksite to allow greater social distancing.
Since not all jobs need to return to the workplace and not all work-from-home arrangements will outlive COVID-19, organizations are re-examining remote, flexible, and blended working arrangements. Mercer’s research found that two-thirds (66%) of firms have arranged for greater flexibility to work from home, and data indicates employers are taking the opportunity to evaluate which roles can thrive in a remote environment.
Return to stability: Gaining stability and planning a path back to more robust financial and operational performance is crucial. As employers move beyond initial cost deferrals, cost reductions, and preserving as many jobs as possible, they are likely to enter a different environment with a stronger focus on the bottom line and their employees’ productivity. Rigorous prioritization of programs and processes will help companies determine what their organization needs to do to sustain their workforce for survival and growth. Alternatives to furloughs and layoffs will be considered, such as outplacement services or temporary talent sharing.
The pandemic has demonstrated how adaptable most people and businesses can be. While employers are pressed to do more with less, a focus on transforming the business and HR is now front of mind. As a result, they are considering how to quicken digital transformation and re-design HR processes to make them both efficient and crisis proof. Many more are defining new leadership behaviors fit for a new age, along with sustainability goals to reshape the organizations culture and reset employee expectations.
Return to energy: As plans to return to a new normal begin to take shape, employers have a real opportunity to reaffirm their direction and values. Communication activity around updated goals and their impact on the employee experience will help drive a wave of new day-to-day practices individuals recognize and value.
With employees’ expectations for their employers to take care of them at an all-time high, companies ahead of the curve are taking the opportunity to reconfirm their value proposition and align benefits to values. Mercer’s research found that 39% of firms say they will review employee engagement efforts as a workforce priority in the next three to six months.
“Knowing what employees want and what is happening in their lives can ensure a personalized experience, even when the experience is remote, blended or still to be defined,” said Kate Bravery, Partner and Advisory Solutions & Insight Leader at Mercer. “Engaging employees in transparent, empathetic communication practices that will foster trust and strengthen the employer’s culture is vital. Combining data with a transformation of HR will enable companies to deliver an intimate employee experience via both people and technology.”
How organizations treat their people during the pandemic will set their talent attraction trajectory for years to come. Innovations and new ways of listening, learning, and responding to employee concerns are emerging by the day. Specifically, healthcare access and coverage has been top of mind for both employees and employers. Healthcare delivery will change as employers adopt forms of technology like access to virtual care and behavioral health, online learning and re-skilling opportunities, mental health programs, and caregiving support.
The future will be a rollercoaster as employers address the full emotional and economic consequences of the pandemic. Employees will require energy and confidence to thrive – whether back in the workplace or still at home. Sustainable organizations are paying attention to make sure progress is not lost with employee engagement and productivity.
Additional ASE Resources
ASE offers many resources addressed in this article:
Workplace Readiness Plans: ASE members have access to the Contagious Diseases and Pandemic Toolkit which contains everything you need to put together a workplace readiness plan. The toolkit can be found in the ASE member dashboard. Non-members click here for more information.
Virtual Work Resources: ASE has compiled a list of resources we have available to help you implement a virtual work program quickly and effectively. Visit the ASE Virtual Work Resources page.
Outplacement Services: ASE offers Outplacement Services for separated employees, which provides the help and support your separated employees need to land a new job as quickly as possible. Learn more here or contact Michael Burns.
Temporary Staffing: ASE Staffing is ready to partner with you to provide talent when you need it. ASE offers contract, direct, and consulting/project-based placements. ASE members pay only a 10% direct hire fee. For more information contact Sheila Hoover.
Online Learning: ASE offers many options for upskilling and reskilling employees. View all upcoming courses here. We also offer several options for on-demand training.
ASE Pulse Engagement Survey: ASE has created a short, easy-to-implement pulse survey to measure your employees' post-pandemic sentiment. For more information, contact Kevin Marrs.
McLean & Company Engagement Survey: A larger-scale pulse engagement survey is available through ASE's partner, McLean & Company. For more information, please contact George Brown.