10.jpg

HR Connection blog

What HR Will Look LIke After COVID-19

on Oct 7, 2020 10:09:00 AM By | Danielle Cronquist | 0 Comments | Company Culture Management Remote Coronavirus
Over the past several months, many organizations have transitioned to fully remote work, weddings and graduations have been canceled, and destination vacations have been put on indefinite hold. Across the USA, COVID-19 numbers continue to vary wildly, with some states seeing dropoffs in their cases while others experiencing resurgences as they make attempts to reopen. Everyone is desperate for normalcy to return, but what that will look like after the pandemic isn't completely clear yet. Even though this isn't the world's (or even the nation's) first pandemic, it's hard to know exactly how - and when - it will end. Business operations will certainly be different in the post-COVID-19 world. HR departments in particular should start looking now at predictions for what "normal" life will be like in the future so they be prepared when employees return to their offices and business can operate as usual.   More Remote Work At the beginning of the pandemic, many offices transitioned as quickly as possible to being fully remote. (Even now, as states are opening back up, many businesses continue to encourage working from home where feasible.) Many of these newly remote employees have found that they enjoy working from home and are more productive there. In-office work isn't going to disappear, but now that employers have seen that workers can be just as productive from home as in the office and some employees have found they prefer working in the solitude of their homes, more companies will offer remote work options after the pandemic. In addition, because many companies have taken financial hits during COVID-19 and will be interested to reduce costs by cutting back on the amount of expensive office space they need.   Increased Wellness Programs COVID-19 has taken a heavy mental, physical, and financial toll on many people. When the lockdowns and quarantines finally end, employees may need help getting back on track and destressing. By providing employees with resources and support in key wellness areas such as finances and mental health, companies can help those workers (and their organizations) adjust to the new normal.   Adjusted Sick Leave With a new emphasis on staying healthy and everyone feeling a bit germaphobic, many companies may choose to adjust their sick-leave policies. This could mean allowing for more sick days so employees don't feel the need to come to work if they're unsure about their health. Or it might mean encouraging employees to perform symptom checks every morning and to work from home if they show any signs of illness, even if they are feeling well enough to work.   Mask Wearing Whether or not working from home is possible, it seems likely that most employers will require or strongly encourage employees to wear face masks until COVID-19 is completely eradicated. If companies choose to have their employees follow this practice, they may wish to provide them with reusable or disposable masks.   Greater Emphasis on Company Culture Well before COVID-19, HR departments have championed company culture. But the pandemic has helped workers and executives recognize the importance of having a strong company culture in place to raise employee engagement and company performance. Culture is easier to build and maintain in an office, where coworkers can model it for each other. But when the workforce is dispersed, a company's culture is more likely to fracture - or even cease to exist completely. HR will need to work hard to counter that effect.   Altered Hiring and Budget Plans COVID-19 has had a strong negative impact on the economy, with many businesses experiencing layoffs and expense cuts. Moving forward, HR departments must work with hiring and budget plans that look extremely different from the ones they had at the start of the year. With fewer funds available for hiring and recruitment, many HR departments will choose to look internally for candidates. It's more cost effective to train a current employee to step into a bigger role than it is to seek out a new hire from outside. Not only will hiring internally save on costs, but offering promotions can help boost employee engagement and morale. Because the pandemic has affected every business in different ways, it's impossible to say exactly what the post-COVID-19 world will look like for any one organization. It is safe, however, to say that things will change. To help smooth the transition, companies should start planning now for their return to the office and eventual return to normal business.
Read More

How HR Can Support Companies in Times of Crisis

on May 22, 2020 8:45:00 AM By | Jessica Miller-Merrell | 0 Comments | Management HR Department Coronavirus
When economic downturns, natural disasters, company reorganizations, and other challenges arise, companies depend on HR leaders to set policies, initiate support, and assist employees. During the COVID-19 pandemic, HR departments have been actively involved in their companies’ decisions (such as slowing businesses, canceling conferences, and implementing new work arrangements) to slow the spread of the disease and to adjust to statewide and local social-distancing directives. By maintaining several key focus points, HR staff can more effectively lead their companies through this crisis.
Read More

Employer's Guide for Returning to the Workplace

on May 20, 2020 9:30:00 AM By | Davidson French and Lymari Martinez Cromwell | 0 Comments | Management Coronavirus Requirements
As the U.S. economy reopens in the coming weeks and months, employers are faced with the challenge of bringing employees back to work to a workplace that is drastically different from the one that existed just weeks ago. While states and cities will have unique requirements and conditions with which employers must comply, they intend to rely on, in large part, the constantly evolving guidance provided by the Centers for Disease Control (CDC), Occupational Safety and Health Administration (OSHA), and the Equal Employment Opportunity Commission (EEOC). Consequently, it will continue to be crucial for employers to comply with the most recent guidance from the CDC, OSHA, public health agencies, and the EEOC as they bring employees back to work and re-open businesses.
Read More

COVID-19 and Discrimination in the Workplace

on Apr 22, 2020 9:45:00 AM By | Steven Alvarado | 0 Comments | Discrimination HR Department Coronavirus
Webster's defines xenophobia as "fear and hatred of strangers or foreigners or of anything that is strange or foreign." The history of pandemic infectious disease outbreaks usually leads to unwarranted attacks on a certain group of people for its origin. Two recent pandemics highlight this issue: H1N1 (or the "Swine Flu") and Ebola. In 2009, a strain of H1N1 influenza resulted in a pandemic. Some of the first cases of H1N1 were discovered at pig farms located in Mexico. As a result, Mexicans, Latin Americans, and others of Latin American decent were stigmatized and blamed for the virus and it spread. However, there was no evidence to suggest that people of Mexican or Latin American descent were the cause or spread of the disease. Additionally, in 2013, the Ebola virus appeared in America when Eric Duncan, a Liberian man, was diagnosed with the virus in Texas. Similar to H1N1 with people of Mexican nationality, xenophobic talk stigmatizing Africans and African-Americans soon spread. Most of these examples highlight the xenophobia that exists in the public during these outbreaks, but you can be certain that the same kind of issues will arise in the workplace. As a result, employers need to be vigilant in protecting their employees from any discrimination, retaliation, or harassment stemming from xenophobic rhetoric from employee to employee or from supervisor to employee. Like H1N1 and Ebola, one group in particular is likely to be scapegoated for COVID-19: people of Asian descent, particularly people of Chinese national origin. There have already been numerous reports of people of Chinese descent being discriminated against, including declining sales in Chinatown districts and attacks against people of Chinese descent in public. Given these reports, employers should take steps to prevent any such similar actions from taking place in the workplace. Almost all employers have general anti-discrimination, retaliation and harassment policies in place. Those policies should make clear that employers–or colleagues for that matter–do not discriminate against employees based on national origin. The CDC recently warned: "DO NOT show prejudice to people of Asian descent, because of fear of this new virus. Do not assume that someone of Asian descent is more likely to have COVID-19." There are two areas of concern employers should focus on in this analysis: (1) How do I make sure I'm treating all my employees the same regardless of national origin? and (2) How do I make sure my employees aren't discriminating/harassing my employees of Asian descent? To address the first question, employers should ensure that they do not base a decision to bar or remove an employee from the workplace based on national origin or ethnicity. These decisions are looked at objectively compared to the rest of the workforce. Does it appear the employer is only quarantining employees of Asian descent? What is the mix of employees that have been sent home from the workplace? The employer needs to base these decisions on the facts present at the time the decision was made. There is an appropriate way to approach concerns over the virus. For instance, an employer will likely be able to show a non-discriminatory reason for sending the employee home if the employee had recently visited China or another highly affected area, or the employer can objectively document the employees were exhibiting flu-like symptoms. In short, make sure you treat all your employees the same, based on the objective evidence at your disposal at the time of the decision. Employers should rely on the resources provided by the CDC, WHO or OSHA, as well as the state agencies in effect in their jurisdiction to help make decisions. As to the second question, employers will need to be especially diligent and closely monitor any concerns by employees of Asian descent in their workforce. One of the best ways to get in front of this issue is to provide your employees with information and training. Explain to your employees the concerns with COVID-19, the best ways to minimize exposure, and that no nationality is more likely to spread the virus than another. Furthermore, employers should continue to enforce their harassment policy and investigate claims made by any employees of discrimination or harassment based on national origin and take appropriate disciplinary steps against any employees found to be in violation of the policy. The policies an employer puts forward are only as effective as the people put in charge to enforce them and that starts from the top down. It is important to make sure your supervisory employees are leading by example in this area.
Read More

CARES Act - Impact on Employer Benefit Plans

on Apr 15, 2020 9:30:00 AM By | Amy Ciepluch, Casey Fleming, Leigh Riley, Nick Welle | 0 Comments | Benefits Coronavirus
The Coronavirus Aid, Relief, and Economic Security Act (the "CARES Act"), which was signed by the President on March 27, 2020, includes several provisions affecting employer benefit plans.
Read More

Subscribe to the HR Connection blog!

Recent Posts

Topics

see all