Reopening businesses will present some new challenges for managers. Not only is employee and customer safety at the top of the list, but it’s also important to be sensitive to your employee’s concerns about their risk of exposure, availability of childcare, the health of family members, and other causes of stress. One way to get a handle on these concerns is to conduct a survey to gain insight into what they’re experiencing. Launching a “return to the workplace” questionnaire can help gauge employee perceptions of safety.

In order to gather useful information, it’s also important to recognize that not all topics are appropriate for a company-wide survey. Some conversations are best-handled one-on-one. Typical scenarios for a one-on-one conversation may be:

• Asking how an individual feels about returning to work and what concerns they have
• What level of flexibility might they need regarding childcare or home-schooling requirements
• Is there a health risk due to pre-existing conditions for themselves or family members
• Are there any obstacles to returning to work that can be solved

How can you enforce the new safety standards and ensure they become part of the natural routine? Some companies are establishing a “COVID boot camp” to help introduce new behaviors. Research shows the best time to reset norms is when no one knows what “normal” is. This can be a short 30-minute session that is held by managers and team leaders, not HR. Make the moral case for changing behavior and how it affects others around you, including your team members and guests. Finally, practice the new behaviors before you go back to work.

The next step is to perform daily rounds to observe the degree to which the right behaviors are being performed. Do this at different times of the day and in different areas of your property for about 30 days and be willing to call out those who are not complying. It may feel awkward at first, but it’s the quickest way to instill the changes and keep everyone safe.

How can your company step in and support employees? 

• One of the most compelling issues is child care. Is it possible to offer some help with child care or provide flexible scheduling? 
• Is there a better way to sanitize and social distance that makes the staff feel safer?  Can you install shields at registers or the front desk area? Can technology be employed to reduce direct contact?
• Mental and emotional support programs: For those feeling anxious or emerging from long isolation, can you provide some wellness services? Telehealth visits or web-based meditation?
• Can you provide staggered shifts to reduce the number of people coming in at the same time?
• Check-in with your employees regularly to ensure they have what they need to do their jobs (masks, gloves, etc.) 
• Remove roadblocks: Commuting can be a big concern if some employees need to ride a crowded bus or train. Is it possible for those who take public transportation to get a subsidy for an Uber or Lyft? Or provide a company van for pick up? 
• Improve communication: Share your plans for managing the organization going forward. As you make changes, keep the staff informed about what will change and why (share your values and priorities).
• Invest in professional development. Show that you care and are committed to your staff by supporting their continued progress and success.
• Make sure you’re getting regular employee feedback about how they’re feeling and any suggestions they have to make it easier to do their jobs…. then act accordingly.
• Acknowledge a job well done. Everyone likes to be appreciated and acknowledged; effective managers keep employees engaged by recognizing hard work.

Companies will need to consider the full breadth of their employees’ needs. Safety is critical, but the need for growth, meaning, and self-care are important in this time of crisis.  Leaders and managers will need to demonstrate empathy and be transparent with their plans and concerns. 

Defining company values and focusing on your company’s purpose may take precedence over the current business model. What really matters is how managers treat all aspects of their employee’s needs and the ability of the company to thrive coming out of the crisis. Leaders will be judged on how they upheld the company values, and their ability to be flexible and operate well outside their comfort zone.