Leading a Workplace Return to Normal in the Age of COVID

Return-to-work hesitance, water-cooler political debates, and creating a common direction: how can employers handle it all?

The pandemic drastically changed the workplace and how people approach work. Managing these changes is no easy task for employers, who must navigate a minefield of vaccination status, workplace debates, sick leave policies, new mindsets and priorities, and federal and state laws and guidelines—all of which are complicated by the politicization of, well, everything.

Employers must find a way to keep teams aligned and working in this polarizing environment, balancing the need to respect and protect employees with the reality that business must keep moving forward.

Unfortunately, there is no easy template for meeting these challenges. But some legal and human resources best practices provide a good starting point. And the framework for implementing them and leading teams effectively is doing it with patience, respect, and empathy.

Lay the groundwork for common understanding by setting safety policies

Defining back-to-work safety ground rules during the continuing pandemic provides employees and employers with a starting point. These include specific policies for sick leave, remote working arrangements, social distancing measures, and what to do when an employee tests positive for COVID-19.

Some aspects of these policies should be based on state and federal health guidelines, including those from the Centers for Disease Control and Prevention (CDC), the Occupational Health and Safety Administration (OSHA), and state health departments, such as this resource from the Florida Department of Health (FDOH). But note that these COVID-specific guidelines are rapidly changing and relaxing as society learns to live with the virus.

Nevertheless, specifically defined health and safety policies create a basic framework for the company and its workers—providing, at a minimum, a procedural basis for what’s expected of employees and discussing their concerns. They only go so far, however. The keys to effective policies and re-establishing a “normal” workplace are understanding, communication, and leadership.

New workplace norms demand flexible approaches—and a little patience

An unfortunate consequence of our politically divisive environment is that it seems like everything, including dealing with a worldwide pandemic, is a highly charged debate topic. For example, some employees who may seem unreasonably afraid of the virus could insist on remote work arrangements or leave that’s incompatible with their job. In contrast, others might flout social distancing rules or come into work sick. And everything from employee performance reviews to watercooler debates—virtual or otherwise—can get heated.

Further, some people developed tendencies “during the pandemic that push the boundaries of office-appropriate behavior.” Many of these habits stem from new and sometimes temporary remote work models. For example, a Monster.com survey found that 24% of employees “have said they were ‘online’ even though they were running errands or exercising during the workday.”

Beyond picking up bad habits, numerous workers remain hesitant to return to the office because they simply don’t want to do it. Remote work is here to stay on some level, and hybrid-work models have become the norm for many companies.

From a workplace rules standpoint, every company and manager must evaluate what working arrangements make sense for them. This calculation must be done with the Great Resignation in mind, as many employees can simply get another job that meets their needs. Many managers have now accepted that if a position can be done remotely—entirely or partially—without impairing productivity, allow it.

But with all this flexibility, how can a business owner or manager get their staff on the same page?

Going back to compassion and communication basics

Managers need to over-communicate and do so through multiple methods—in person, virtually, one-on-one, in groups, written, and verbal. The goal of all of these communications should be to create common ground while respecting differences. Explain business goals and objectives. Keep staff apprised of results and customer activities. Get people focused on the work and “rowing together.” And never fan the flames of differences. 

Good leaders are uniters. Further, policies and procedures only go so far in managing human beings, and “managing people” is, itself, a misnomer. Things are managed, whereas people want to be led. And among the in-demand leadership traits during trying times are empathy, understanding, and direction.

As a McKinsey & Company report puts it, “A ‘landscape-scale crisis’ such as COVID-19 strips leadership back to its most fundamental element: making a positive difference in people’s lives.” Further, the organization’s research found that “an imperative for leaders in such times is to demonstrate compassionate leadership.” 

There is no better way to lead than maintaining open, frequent communication with employees while leading compassionately and by example. Model behavior that you want others to exhibit, and, eventually, teams (some of whom may be rusty on social graces) will start to reflect this behavior.

Karp HR Solutions helps businesses attract, retain, and motivate people through creative solutions and strategies that master the mix of finance and human resources. Contact us today for a free consultation.