Here’s how to handle going back to work.
Fear of contracting virus, how to work out child care among issues facing employees after long shutdown
The traffic flowing on the West Loop is getting thicker. Across the state, employees are returning to work as state lawmakers gradually re-open Texas’ businesses, eager to get the economy running again.
Workers might not feel the same way. They may be able to make income again, but they’ve voiced concerns about occupational hazards from seeing people who could have the virus, and whether social distancing and disinfecting measures in the office are enough.
Jill Chapman, a senior performance consultant for Houston-based Insperity, said it’s vital for employees and employers to be nimble and patient in adapting to changing workplace safety guidelines.
Chapman, who helps human resources teams recruit and manage employees, sat down with Houston How To and discussed the things employers and employees should keep in mind when returning to the workplace. Edited excerpts follow.
Q: So in Texas, Gov. Greg Abbott has allowed some non-essential businesses to re-open. Workers in some industries can now go back into the office, but not all feel comfortable doing so. What does the employer need to understand about that?
A: Some people think we’re being ex
cessive and they’re not as concerned as others. On the other end of the spectrum, they’re almost immobilized because of their fears of the virus. An employer needs to be able to demonstrate a passion for employees and there’s never been such a necessity for that as there is right now.
It’s not just fears of the virus. We’ve got people asked to come back to work who have nothing to do with their children. There’s a multitude of reasons why someone may not quite be ready to return even though Gov. Abbott has lifted some restrictions. You’ve got people who just can’t because they’re hamstrung by other parts of their lives that might keep them out of the office.
Q: What are some problems people may run into in the workplace?
A: In the early stages, there’s probably going to be a lot of grace and forgiveness. But there will be a lot of places where there are intersections of laws, policies and procedures we didn’t have to think about before.
One great example: How do we handle asking people if they’re part of the health-compromised community? It needs to be more diligent than those perceived to be healthy. Are we stepping into HIPAA?
A lot of policies like paid time off will change after the fact because of how we had to respond to (COVID-19) and how we’ll move forward in the new world.
Q: What should employees do about workplace safety violations?
A: There should be a company policy in the handbook for how to address any violations. Generally, you would take the complaint to the employer for them to remedy first. Give them the option to fix it, in the event that it’s an oversight or unintended consequence of a different decision.
If the employee is not satisfied, they could take the complaint to the Occupational Safety Health Organization (OSHA) for investigation. That said, an important caveat here is grace as we’re all dealing with new territory. Employees should have understanding that this is an evolving issue, and give their employer the chance to make things right. Employers and their staff are in this together. Q: On the other hand, what are adjustments people will make as they return to work?
A: There are three pillars, great communication, structure — efficiency will suffer if the structure isn’t in place — and compassion.
Employees need to make sure to ask “is this what you expected? Is there more?” You might need a stand-up meeting for 15 minutes every morning to set expectations for the day. With what we’re doing, things are changing day to day.
Maybe employers are more concerned about the organization than the health part, yet they have terrified employees. To really understand where they are is going to take a lot of emotional intelligence. We’re dealing with things we’ve never had to deal with before. We’ve never been so hyperaware of things.
Q: What are some realizations about workplace culture as we transition away from work-from-home?
A: It’s about generational diversity. We talk about baby boomers, and how they’re all about face time and how hard work is working long hours. It’s amazing to me how every generation has bought into the idea: “do you notice I’m working? I’m feeling that stress of being able to prove that I’m busy.”
To translate that resultonly workforce to one where we can’t see you working is hard. Does it really matter if you’re working at 2 a.m. or 2 p.m., or where you’re sitting, as long as those you make those deliverables?
Managers should also look at workloads. Did they do a good job of spreading the wealth, if you will? Some employees are covered up in work and others don’t have as much on their plates. Is there a rebalance or redistribution?
Q: Will there be an adjustment period coming back?
A: I believe so. Just like the adjustment period when we were all thrown into this work-from-home mode, we had to move very quickly, yet pieces and parts were lagging behind.
Work from home has been around since the internet began, but not with everyone underfoot. We’re not going to flip the switch and make everything normal again.