Planning For Employees’ Return to the Office? Don’t Overlook Differences in Employee Opinions

Employee trust and appreciation are on the rise.  The COVID pandemic presented leaders a substantial opportunity to put their employees first, to communicate often and with authenticity.  This has paid off in building trust and connection among employees, their managers and leaders.

With companies planning for the return to the office, maintaining these improved connections is paramount.  One aspect of returning to the workplace you may not be thinking about is the span of opinions your employees have about the virus and how they will treat others whose views differ. You can lose your bump in engagement by not reinforcing respect in the office when it comes to employees’ diverse behavior, opinions and actions on the virus and safety guidance.

 

Learn from the media’s mistakes

If you haven’t completely stopped watching and reading the news, you’re aware of the conflict between people who diligently follow the guidance given to protect vulnerable populations and those who resist wearing the protective equipment.  One cause of the conflict is that the directives given by health experts and our state, local and federal governments are inconsistent.

Complicating the guidance given is media headlines that convey an incomplete description.  Recently, a USA Today headline read “New Jersey will require face masks to be worn outdoors, governor says.”  Missing from the headline and first four paragraphs of the article was the critical additional information “if you can’t socially distance.”  Disputes on social media were rampant.  The initial headline and that of many news stations caused fear among those who feel vulnerable contrasted with outrage from the people that don’t believe you need a mask everywhere.

 

Preventing conflict among employees

For business leaders, have you considered how this could play out in your workplace when employees return to the office?  People have very different fears and opinions for many reasons.  Employee conflict around issues of safety and preference can erupt when least expected.  Some employees will be extra cautious by wearing masks when they’re not required and others will want the restrictions lifted as early as possible.  This can cause disagreements and ridicule among employees if not openly addressed.  You want to avoid situations where employees are mocking a colleague for being extra cautious or blaming someone for not caring about others.

 

What you can do to reduce employee disagreements

Employees tend to be on their best behavior in the workplace but there are actions you can take to limit teasing or accusations from eroding the improvements you gained in employee trust and appreciation.

  • Be clear on your mandatory expectations and where there is flexibility.
  • Be upfront with employees on unacceptable behaviors and the consequences.
  • Hold managers accountable for enforcing the expectations as soon as an issue arises.
  • Provide a resource for employees to go to for consistent, accurate information.
  • Let employees know that the health and safety guidelines will be adjusted over time and no changes will be effective until the company notifies them.
  • Reinforce importance of respect in the workplace.
  • Communicate, communicate, communicate.

You want to avoid contention, blaming and ridicule during this very sensitive time.  And you want to enhance the positive culture you’ve gained so your employees like coming to work and building on their and the company’s success.

Improving Communication Strategies for Leaders in COVID and Beyond

Susan O’Connor joins Kristen Walker of Clearview Consulting to discuss common communication issues that have made it more difficult for companies to connect with their employees during the social isolation and what leaders can do to help their employees get the information they need.  Click on the link below.

Improving Communication Strategies For Leaders in COVID and Beyond

 

 

The Power of Leadership:  Your Employees See You As A Trusted Source Of COVID-19 Information

If you’re not openly communicating with your employees on the impact of COVID-19 you’re making a mistake.  Frontline managers and business leaders are in a position to build trust, establish a culture of support and show empathy during this pandemic. The benefits of good communication now can payoff for years to come in strong employee engagement and trust.

Employers as trusted sources

Employees are relying on their companies as trusted sources of COVID-19 information according to an annual Edelman Trust Barometer.  The global communications firm surveyed about 10,000 people from 10 countries including the U.S. on virus-related communications March 6-10.1  Employers rose to the top as the most credible source of information employees are receiving, over non-government organizations, the mainstream media, the government and social media.

Many companies took the lead to increase their communication to employees once businesses started shuttering offices and plants—reassuring employees their health and safety were of utmost importance; providing them information, resources and equipment they needed to work from home if possible; and furnishing updates on the business impact of COVID-19.

Return to work communications

Another shift is taking place in the content of communications with planning the return to work (physically), what the new normal for work could be and how to protect employees in the office or plant environment.

The physical workspace will change.  Employers are talking about rotating in-office workers—one week in, one week at home; shortening the work week or the exact opposite–allowing the flexibility to work any of the seven days of the week; retrofitting common use areas like collaboration spaces, restrooms and conference rooms; rethinking building HVAC; reconsidering travel.  Employees are concerned about these changes and want to hear more.

Frontline manager communications is changing

Many companies are reviewing their work from home stance now that it’s been proven that working from home can be done effectively.  In addition to working from home, leaders are realizing the importance of flexibility for their employees’ work priorities, family circumstances and mental health issues.  Many companies are placing more emphasis on communication and interactions between the frontline manager and his/her employees.  Consideration is being given to equip managers with the skills to accept the fluidity, and what may be considered personal nature, of their employees’ circumstances.

Whereas many managers were trained to keep discussions about their employees’ personal lives to a minimum, they are now obligated to ask about their health, family and mental health situations as it relates to their work. This can be uncomfortable for managers whose focus has always been on the work relationship.  Managers’ flexibility will be tested from the ever-changing daily situation of an employee who may have everything under control one day and then be unable to perform their duties the next.  Daily, meaningful touchpoints are necessary.  Long gone are the times of checking in once or twice a week if businesses are to shift work and priorities to accommodate what is taking place in the employee’s life.

Rely on your employees

Employees will tell you what they need given the chance and when they feel you can be trusted.  Feedback mechanisms should be a major component of your communications plan.  Focus groups, short surveys, virtual suggestion boxes, feedback from managers’ conversations should all factor into the direction your communications are taking.  Employees can be your greatest resource to problem solving the issues your business is facing to get back to growth. Involve and listen to employees, customers, suppliers, and others in and outside your industry.

Basically, the way we work will change.  And communicating these changes clearly and in a timely fashion is critical to a smooth-running business and a well informed employee.

3 take aways

Everyone is operating in the unknown right now.

  • It’s the perfect time to talk with employees and other business owners to get solutions.
  • Get on calls, hold virtual meetings, show empathy and compassion, get to know your employees on a deeper level.
  • Listen with your ears, listen with your heart, listen with your eyes.

Engage your employees now and build a bond that is hard to break.

1https://www.edelman.com/research/edelman-trust-covid-19-demonstrates-essential-role-of-private-sector