Executing a Return-to-Workplace Strategy

After months in which COVID-19 dominated the strategic work of human resources executives across the United States, HR leaders in the Twin Cities region now find themselves responding to a new crisis of immense significance – the complex emotional toll employees are experiencing amid widespread protest and social unrest.

Given the gravity of a moment when thousands are regularly demonstrating in support of movements such as Black Lives Matter and reform for policing, HR leaders must be sensitive to the needs of their employees and adjust accordingly. A unified approach among leadership is necessary regarding a safe, phased re-entry to the workplace due to COVID-19, as well as providing support and resources for employees while they are experiencing trauma due to social unrest. 

As integral voices in shaping the culture within their organizations, leaders in human resources in the Twin Cities region have worked closely with the rest of the C-suite to ensure employees are not just productive while working remotely, but that their mental health, physical safety and overall well-being are considered. Leading with compassion, listening to employee sentiment and acting accordingly are top priorities for HR leaders.

This year has taught many of us several important lessons, including that we’re more resilient than we ever thought possible and that we’re in a marathon, not a sprint, HR leaders shared in a recent virtual gathering. Navigating a global pandemic, economic recession and societal unrest promises to be a long process that will test us all on a personal and professional level.

To set the stage for the conversation on returning to the workplace, leaders across North America responded to a pulse survey, indicating the following:

29% will used a phased approach for returning to work, tailored for individual employees

23%  will allow remote work until employees feel safe to return

88% will modify travel and commuting practices

OVER
92% will maintain social distancing practices and provide sanitizing products

This panel discussion was moderated by Carrie Heimer, chief human resources officer, Red Wing Shoes. Heimer was joined by Tricia Dirks, chief human resources officer, Sleep Number, Carol Grannis, chief human resources officer, Self Esteem Brands and Jim Williams, SVP & chief human resources officer, Polaris.
 

Connecting and Supporting the Workforce

Several months into working remotely, many organizations have now realized how productive a remote workforce can be. But the importance of connection cannot be overstated. The collective emotional turmoil in many communities is giving HR leaders the opportunity to listen and act by providing resources and support. The focus of mental health and safety has been brought to the forefront and is having a real impact on these organizations and communities.

Employee sentiment has traditionally been collected annually during surveys or annual reviews. In response to COVID-19, pulse surveys have become an important tool to connect and show that leaders are listening and responding. Engagement in these surveys is often high, and if given the opportunity to write-in answers, they are candid and powerful.

How the workforce is responding to the coronavirus and their feelings about returning to the workplace vary, and it’s important to meet people where they are. Some are struggling with working remotely, whether it is balancing personal and professional commitments, or simply missing the collaborative and social environments that the office can provide. However, it’s important to communicate that, when returning to work, it will not look the same as it did earlier this year. “New Normal” has become the buzz-phrase of the year, as it is understood that these changes will be long-lasting and drastically different from what we previously knew.
 

The Future of Work

First and foremost, a unified stance on the future of work needs to be established within the leadership team. For many organizations, this will require a shift in culture and is part of a larger discussion in the C-suite. Some organizations were already in the process of or had already adopted more flexible remote work guidelines, but that playbook has largely needed to be re-written. 

Offices will need to change in order to support a safe and socially distanced set up. This can include, but is not limited to, installing plexiglass shields between desks, office signage directing people to remain socially distant, sanitizing products throughout and providing and requiring some measure of PPE to be worn while in the office. For some employees, understanding the differences they’ll experience in the office may lessen their desire to return to the office. 

In addition to teaching us how resilient we are, this year has also heightened our ability to be flexible and nimble. For example, approaching returning to the office in 90-day increments and being willing to adjust as circumstances evolve will help employees feel heard and leaders feel comfortable that these decisions don’t need to be final.
 

Guidelines vs. Policy

In the vein of being flexible, some organizations have not adopted a formal policy regarding remote work, preferring to remain flexible and to provide guidelines instead. While no one likes to “hurry up and wait,” that is what many organizations must do while waiting for the state to re-open. There is still a lot of learning that will happen in the interim and after the first phase of re-opening occurs.

Being a human resources leader at this time is all-consuming; both the pandemic and social unrest require HR to guide and lead through these times. Listening, acting, and shepherding employees with compassion and care are traits that most HR leaders embrace and are passionate about. Integrating across functions and working with other members in leadership to ensure that a consistent message is being spread, that employees are heard and their needs met is leadership’s prerogative.
 

Leaders are still learning and iterating during this time. There is no playbook or one expert on how to navigate the multiple crises happening throughout the world. The region, organizational culture, and industry all affect the needs of the company and the most prudent way to respond. 

Thoughts from the Community

Navigating COVID-19 and social unrest regarding racial injustice simultaneously is a huge challenge and a learning moment for many. Leaders have also had to recognize the differences in opinion throughout their organizations. In response to COVID-19, leaning on data and facts from the C.D.C. and W.H.O. and complying with state and federal guidelines has allowed organizations to support their employees’ health and safety.

Addressing social and civil unrest requires careful thought and a nuanced approach. Many organizations have made statements of support and solidarity and are taking action to support diversity and inclusion in both their organizations and with their customers. Asking employees what they need as they both grieve and adjust to new societal norms goes a long way in showing their employer is acting with compassion and empathy.

Leaders have the privilege of being able to listen, respond and learn from their employees. The lessons from this year, while hard-earned, have brought about meaningful and, hopefully, lasting change.

by CHROs, for CHROs

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