Operating in a post-Covid workplace is challenging – not just for staff but for employers too. And a whole host of new measures have had to be put into place at every stage to help ensure everyone’s safety.
We’ve touched upon what the post-Covid workplace might look like in our last blog, but management and HR teams up and down the country are also faced with other conundrums:
- How do we get people who need to be back in the office, back to the office?
- What if they are resistant to returning?
- And for those that can or want to continue working remotely, how do we ensure it’s effective as an ongoing way of working?
From health and safety policies to making remote workers feel part of the team, the challenges are real. So let’s break each of these questions down:
How do we get people who need to be back in the office back to the office?
The most important starting point is to plan… plan… and plan again. Having a robust and well thought-out return-to-work plan in place will help ensure that adequate measures have been put in place. This will not only help mitigate risk but also create a feeling of reassurance among employees and help put their minds at rest. It’s then essential that plans are properly communicated with all employees and updated whenever needed so that the post-Covid workplace feels as comfortable as possible.
What if they are resistant to returning?
There are suggestions that we’ll be facing a war on returning to work in the coming months… perhaps finding the right balance is key to keeping everyone happy? Staff could be encouraged to head to the office environment for specific events that can’t be done remotely – events that offer training, stimulate collaboration or build team spirit. Outside of that, working from anywhere at any time has proven to be successful over recent months, with increased productivity levels offset by a better work/life balance without the daily commute. So much so that workers have apparently clocked up a whopping 28 hours of overtime each month, which is the equivalent to 4 extra working days.
How do we ensure remote working is effective and feasible?
For many businesses that were once resistant to home and flexible working, the pandemic has been an eye opener. Business continuity has largely been successful for those who could adapt quickly to working from home. As a result, the mindset may indeed have changed even for those hard and fast office supporters. Ensuring that remote working is successful beyond the pandemic is all about staff having the right tools to be able to do their job effectively, still feel part of a team and be treated with trust and empathy by their employer.
And when all else fails… Disciplinary procedures?
Interestingly, this survey by OC Tanner revealed that the large majority of employees (74%) believe that any office workers who are not compliant with COVID-19 related health and safety practices should face consequences by their employer. This may mean entering into a disciplinary procedure with members of staff who don’t tow the line with the new measures that have been implemented.
Acas, the Advisory, Conciliation and Arbitration Service, has specific guidance around disciplinary and grievance procedures during coronavirus, and states that above all, an employer will need to decide if it would still be fair and reasonable to carry on with or start a disciplinary or grievance procedure while:
- people are on temporary leave because of coronavirus (on ‘furlough’)
- following social distancing and other public health guidelines, if they’re in the workplace
- people are working from home, and it would have to be carried out remotely
Whether these hearings need to be conducted remotely or in person has pros and cons. Sometimes having an HR director alongside the employee can make them feel more physically and morally supported. When running the session by video call, this element isn’t quite the same.
A true record is in everyone’s interests…
Recording these meetings and providing a transcript of proceedings is invaluable when dealing with what can be a highly emotional situation. Handwritten notes can become a point of contention, especially if the case ends up in an employment tribunal, so avoiding any confusion is helpful. FSTL can attend a hearing as an independent party, record the meeting in full and then provide a written transcript of the proceedings. This means there’s no room for doubt when it comes to who said what.
Like to know more? Please get in touch via alex@fionashipley.com.