Return to the Workplace: Assessing and Supporting Employee Readiness

When planning a return to the workplace, business leaders should take into account current employee willingness to return to the physical work site. Staff will likely have mixed feelings about a return, especially after such a prolonged time away from the office. Opinions and feelings may change as the situation unfolds, and that’s why it is so important to continuously monitor employee sentiment by launching anonymous polls at regular intervals before opening the office.

Throughout the pandemic, workers have reported variable levels of readiness to return to the workplace. If business leaders want to monitor the general feelings of the working populace, national polling is a great place to start. Although many have expressed their comfort with returning to work, business leaders should expect a variety of emotions, especially anxiety, about a return from a sizeable portion of their workforce.

Vaccination rates in particular seem to have a strong effect on employee sentiment. Employees seem more comfortable returning to the workplace if they know that their coworkers are up-to-date on their vaccinations. Developing and articulating a clear position about COVID-19 vaccination will be critical to a successful return to work process. The CDC is strongly encouraging everyone to “stay up to date” with vaccines, meaning the primary series plus recommended boosters.

After almost 15 months of working remotely, many workers have settled into their routine and adapted to the work from home environment. A Gallup poll found that 23% of workers prefer to continue working remotely while survey conducted by the Harvard Business School found that 61% of workers would prefer a hybrid schedule and feel more productive when working from home. Parents with children were more favorable to a return to work, as were married responders. Throughout the pandemic, employees have had to grapple with a wide range of challenges (remote working, school closures, social isolation, etc.) that affect wellbeing, and employers should keep all of this in mind. Because a variety of factors affect employee sentiment, the only way for business leaders to know how their workforce is feeling is to ask.

Any return to work plan should keep in mind state and local policies with regard to building capacity and physical distancing—this may mean a reduction in the number of employees on site at any given time. Some employees will need to continue working remotely while others will be able to return. Once business leaders know which employees will return and when, they can begin providing information about the return to the workplace and delivering training sessions that address the policy and site changes made to make the office safer during the pandemic.

Educate

Employees will need information to help adjust to new requirements, policies, and procedures. Office life “as we knew it” is no longer a reality, so it is very important that business leaders do all they can to help employees transition to a new way of working. 

We recommend that businesses hold a series of webinars that introduce employees to the new changes (site traffic flow, physically distanced work stations, screening procedures, etc.). Consider showing videos/images of the space that demonstrate how traffic will flow in, out, and around the office, if that differs from previous practices. It will be critical to clearly explain varying policies for vaccinated and unvaccinated workers. Businesses should also provide information on how the disease spreads, how to mitigate the spread, and what to do if an employee is sick. The CDC hosts a wide range of free resources to help businesses inform their workforce. 

Communicate

Periodic employee polls about their views can serve as important feedback as businesses plan reentry to the workplace. After employees are educated about how the disease spreads and the plans for return to the workplace are shared, they should have ample opportunity to discuss the return and voice their concerns. These opportunities can come in many forms, ranging from anonymous surveys to virtual “town hall” or small group meetings.

Employers should maintain an open line of communication even after a successful return. Regular communication with employees will help business leaders keep up to date with the concerns of their workforce, providing valuable feedback that can aid in improving worksite safety. Businesses can also share up-to-date information on vaccination, case rates, and protective strategies that are being implemented to inform staff and to also demonstrate that leadership is closely monitoring the situation and proactively taking measures to protect staff. 

Employee Buy-In

While it is very important to give people the time and understanding they need to adjust to a new way of working, it is also important to emphasize individual responsibility. Because the stakes are so high, employees will need to do their best to adhere to the new policies. 

To create a culture of individual responsibility, organizations may consider drafting a Social Agreement that all employees will be expected to sign upon returning to work. The goal of this document shouldn’t be to intimidate or create fear of punishment; instead, it should instill a sense of responsibility and emphasize the importance of each individual’s contribution to protecting everyone in the office and the wider community. 

Through training and regular communication, business leaders can factor in their employees' sentiment regarding return to the workplace planning and provide the tools their workforce needs to protect themselves and others.