06/17/2020

Four Considerations When Returning to the Office

The way we worked before COVID-19 is a thing of the past

In just a few months, the COVID-19 pandemic has completely transformed the work world as we have known it. Not only did it make us pause, but we also had to think strategically on how to continue working, including acclimating employees to working from home, and then determining whether we would need to furlough or lay off staff.

As states begin reopening, we must ask, how do we get back to work? I have spoken to many clients regarding this topic. For those tasked with ensuring the successful return to the office, much stress surrounds it. Below are a few things senior management teams should consider before opening their doors for business.

Telework More
For those leaders who thought that teleworking was only for a chosen few, this pandemic has proven that most, if not all, positions can be done virtually. One of the biggest "aha moments" is that managers who did not trust the telework process have embraced it.

It will be difficult for employers to deny the flexibility of telework. If associations are considering telework a more long-term option, home-office stipends should be considered to provide employees with additional resources. In addition, organizations may be able to save on transportation expenses and other in-house luxuries, such as on-site gyms and cafeterias, to offset the resources needed to work from home. Teleworking could also be a plus when hiring. It would allow associations to consider a larger pool of candidates from across the country or around the globe.

"Consider how to social distance while still maintaining a healthy flow of business. Mandatory on-the-job medical screening could become the norm, as well as having medical personnel on staff, such as a nurse or certified nursing assistant."

When Doors Open, Not Everyone Needs to Come In
I recommend organizations use a staggered approach to employees coming back to the office. For example, Monday, the marketing and communication team is onsite; Tuesday, the administration and finance team; and so on. Try to plan with the mindset of keeping staff and yourself safe. Consider how to social distance while still maintaining a healthy flow of business. Mandatory on-the-job medical screening could become the norm, as well as having medical personnel on staff, such as a nurse or certified nursing assistant. For employees with underlying health conditions, the road back to the office may be tricky. Some employees may have to work from home on a full-time basis.

When deciding who to bring back first, organizations could start with their senior management team and directors. This strategy would help other employees know that leadership is doing just that—leading— and it would help ease the anxiety of going back to work.

Leave Policies Might Change
In discussions with my clients, sick leave has come up frequently, with two stances emerging. Some think sick leave should be shortened or eliminated due to the work-from-home model. They would prefer to switch to paid time off, which is a flat sum of days to be used however the employee wishes—for sick, vacation, or personal time. On the other hand, other organizations feel that the status quo is needed to feel some normalcy in the way we work. There are also considerations under the new Families First Coronavirus Response Act. Employers should give a lot of thought to how any changes would affect employee morale and how this may be viewed by people outside of the organization since many employers woo good talent with hearty benefit packages that include sick leave and vacation.

Add Contract Workers, If Needed
More than 50 percent of companies are or have initiated a hiring freeze. Burn out looms as employees work from sunup to sundown from home. Temporary staffing and contract employees can help alleviate the work overload that results from hiring freezes. Administrative work can be done from a temporary employee’s home just as if they were in the office.

The way we worked before COVID-19 is a thing of the past. But like when radios, televisions, and cell phones were created, we adjusted and incorporated these things into our everyday lives. We now must adapt to this new way to work to allow our organizations, our missions, and our employees to thrive.

^{About the author:
Dawn Taylor is president and CEO of Pinnacle Talent Acquisition in Washington, D.C. This article originally appeared on ASAE's Center for Research. OSAE thanks ASAE for their commitment to strengthening the association community and its members' business acumen. Please select this link to read the article as it originally appeared on ASAE's website.}