Returning to Work in the Age of COVID 19

Helping Employees Navigate Change

Presented bySandy Brown, LCSW, LMSWThe Employer’s Resource

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Agenda

› Range of Staff Reactions to workplace changes› Survivor Guilt – Layoffs/Furloughs› Returning to Work = CHANGE› Helping Staff Navigate Change

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Complication of Reaction to Pandemic can Vary

› Perceived risk to self and others from COVID-19› Financial status› Mental health history› Family and other social supports› Childcare changes/schooling

› Productivity concerns› Technology challenges› Boundary issues (workday encroaching on home life)› Distractibility and focus issues› Collaborating with colleagues› Burnout

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Common Reactions to Stress from Pandemic

› Cynicism› Denial, shock, numbness› Feeling vulnerable, unsafe› Anxiety, panic, worry› Difficulty concentrating› Withdrawal, isolation› Remembering other life

traumas

› Headaches, fatigue, sleep disturbances

› Helplessness, hopelessness› Sadness, crying, despair› Irritability, anger› Appetite changes› Being hyper-alert

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Complicated Reactions May Include

› Adjustment Disorders› Anxiety Disorders› Depressive Disorders› Trauma-Related Disorders› Substance-Related Disorders

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Survivors of Layoffs – Survivor Guilt

› Anxiety of “Am I next?”

› Sadness for those who are gone› Massive new workloads

› Why them and not me?

› Impact:– Increased alcohol use/smoking– Increase workplace injury– Low productivity– Plummeting morale– Burnout

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Survivors of Layoffs – How Leadership Helps

› Talk – be present and visible

› Redirect focus to areas of control› Eliminate wasteful meetings

› Prioritize work in terms of customer value

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And yet more changes!

Returning to the Workplace in the age of COVID-19

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Return to Work Considerations

Consult Local, State, Federal Guidelines

OSHAhttps://www.osha.gov/Publications/OSHA3990.pdf

CDChttps://www.cdc.gov/coronavirus/2019-ncov/community/organizations/businesses-employers.html

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› Phasing-in employees returning to work:– Develop Business criteria for order of RTW - brief, written explanation– Use objective criteria (over subjective) for RTW order– Determine schedule changes to provide the greatest protection to workers.

› Creating a plan for employees in high-risk categories for infection to return to work:– Consider allowing work from home or remain on leave until they feel comfortable to return.– Determine increased measures to protect them when working onsite, including isolated

workstations, additional PPE as requested, fewer days in the office, etc.

› Notifying the state unemployment agency of employees recalled to work. This is a state requirement and will help save on unemployment taxes for those who choose not to return to work.

› Determining how to handle employees who are unable/unwilling to return to work.– Employees who are fearful of returning to work. – Employees who have family obligations that interfere with the ability to return to work.– Employees who remain under quarantine due to exposure to COVID-19.

Return to Work Considerations – Recall Procedures

(SHRM 4/23/2020)

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Return to Work Considerations – Safety Measures

› Implement employee health screening procedure

› Developing an exposure-response plan:– Isolation, containment, contact tracking procedures.– Stay-at-home requirements.– Exposure communications to affected staff.

› Providing personal protective equipment (PPE):– Masks, gloves, face shields, etc.– Personal hand sanitizer.

› Cleaning procedures and procuring supplies.

› Establishing physical distancing measures:– Staggered shifts and lunch/rest breaks.– Rotating weeks in the office and working remotely.– Moving workstations to increase separation distance.– Implementing one-way traffic patterns throughout

workplace.

› Restricting business travel:– Start with essential travel only & define what that is.– Follow govt guidance - ease restrictions over time.

› Defining customer/visitor contact protocols:– Directing customer traffic through workplace.– Limiting # of customers in any area at one time.– No handshake greetings, remain 3-6 ft. apart.– Using video or telephone conferencing vs. in-person– Providing contactless pickup and delivery

› Understanding and complying with OSHA record-keeping and reporting:

– Identify positions, if any, with the potential for occupational exposure to the coronavirus.

– Review OSHA regulation 29 CFR § 1904 to determine work-relatedness of illnesses.

(SHRM 4/23/2020)

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Return to Work Considerations – Legislation

Families First Coronavirus Response Act

› Emergency Family and Medical Leave Expansion Act (EFMLEA)› Emergency Paid Sick Leave Act (EPSLA)

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Question – Can employers tell an employee with (or suspected of having) COVID-19 to go/stay home?

Yes – An employer may tell an employee to go/stay home if they test positive for COVID-19 or otherwise have symptoms of COVID-19

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Question – Can employers tell older workers not to come to work for their safety?

No – An employer cannot prohibit older employees from coming to work

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Question – Can employers tell “higher risk” workers not to come to work for their safety?

No – However, the employer may allow for telework

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Question – What can/may employers do if an employee is afraid to come back to work?

It depends – The employer will need to evaluate whether employee has a legal basis for staying home. If none, it becomes an employee relations issue.

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Question – May an employer screen applicants for COVID-19?

Yes – HOWEVER, EEOC guidance indicates this must be done “after making a conditional job offer” and must be done equally for all entering employees in same job type

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Question – May an employer postpone the start date or withdraw an offer because the individual is 65 y.o or pregnant?

No – “Being at greater risk does not justify unilaterally postponing the start date or withdrawing a job offer.”

But – an employer may choose to allow telework or discuss whether the employee would like to postpone the start date.

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Question – How does HIPPA impact COVID-19 cases in the workplace?

Employers can disclose that an employee has tested positive for COVID-19 but must not disclose his or her identity to other employees.

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Leadership is More Important than Ever!

How Leaders can help employees stay healthy through all of the change

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How Leaders Help the Adjustment to Changes

› COMMUNICATE! – Honest and clear– Consistent– Reliable and fact-based– Employees respond better when they ‘know’

› Empathy– Working while grieving– Be understanding or surround yourself with those who do– Employee Assistance Program or Insurance benefit

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How Leaders Help the Adjustment to Changes

› Managing Hybrid Teams– Keep them connected regularly– Communicate the same to all– Consider team building/fun activities

› Flexibility and Adaptability– Be open to reviewing new data, feedback, information– Avoid ‘sticking to your guns’ in an effort to appear decisive– Show humanity of ‘not knowing everything’ and direct from available

knowledge at the time – adjust as information changes

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How Leaders Help the Adjustment to Changes

› Humility– Admit mistakes and not knowing– No judgement of others who respond differently than you or the

majority

› Listen– Hierarchy matters less and mass opinion may drive policy/practices– “While leaders will certainly still need to make hard decisions and won’t

please everyone along the way, making well informed decisions will be key. Indeed, there is a difference between listening and waiting to talk and for many leaders, their ability to shift gears into “listening to understand” versus “listening to respond” will be a key ingredient for their success. ” (Forbes.com 5/2020)

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Take care of your people as much as your bottom line.

Everyone is impacted by COVID-19 in their own way.

One size may always ‘fit all’.

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Thank you for your attention.

913-205-2705www.theemployersresource.com

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