Eighteen months into the COVID-19 pandemic, we are still learning, adapting, and changing how we do business.
In the beginning, the task of many human resources (HR) departments was to find ways for employees to be productive in virtual or alternate settings and keep them as safe as possible. COVID-19 response plans were quickly drafted, approved, and put into place. At that time, it’s safe to assume that HR leaders thought COVID-19 would be a short-lived disruption to regular business operations.
Fast forward a year and a half later, and HR leaders are faced with a new set of circumstances impacting their COVID-19 response plans, specifically when it comes to employee management. With new variants expected to emerge, the coronavirus will be something businesses will need to contend with for a while. They need to be prepared to explore and address new challenges as we enter new phases of the pandemic.
Requests to continue to work remotely
When COVID-19 vaccines became readily available, and the initial pandemic surge had decreased, many employers made plans for their teams to return to the physical workplace. When the Delta variant began spreading, however, some employers may have seen an uptick in the number of individuals requesting to continue their work from home arrangements under the Americans with Disabilities Act (ADA). Perhaps these employees were worried about their own health or a loved one at home at risk of developing severe illness as a result of contracting the virus.
How should HR leaders respond to such a request? According to the Equal Employment Opportunity Commission (EEOC), employers should be prepared to make “reasonable accommodations.” Essentially, employers should consider the function of the employee’s specific job and determine if there is a disability reason why someone should be allowed to work remotely. Leaders need to determine if the request puts an “undue hardship” on the business and, if so, provide an alternative solution.
Vaccinations
Vaccine mandates in the workplace have become a hot-button topic. Recently, President Joe Biden announced a plan to fight COVID-19, whereas companies with 100 or more employers would be required to have a vaccine mandate in place or require weekly testing of their workforce.
When determining if a vaccine mandate is the best course of action for an individual business, there are several points to keep in mind. First, it’s essential to consider the rate of transmission or vaccination at a particular company or organization. If, for example, the majority of employees are already vaccinated, a mandate probably is not necessary. The same applies if most of the workforce is remote and has limited in-person interaction with other employees or customers. On the contrary, businesses in the health care space might want to consider a vaccine mandate because of the high level of interaction employees have with the public.
If human resource leaders decide that enforcing a vaccination mandate is the best course of action for their particular business, they may want to think about the following:
- The cost associated with such a mandate (tracking vaccinations, etc.)
- Making sure policies around the mandate are comprehensive and straightforward
- Having a robust communications plan, which includes multiple internal touchpoints including email, Intranet, company newsletters, signage, and other communication vehicles
Mask wearing
Mask-wearing is another contentious topic. Leaders should look to local, state, and regional government officials for guidance and make decisions based on the rate of community spread, the structure of their workforce (remote vs. in-person), and the industry in which they work.
COVID long-haulers
We’re still learning about this pandemic and the long-term health consequences of those who contract the virus. Some individuals have been diagnosed as “COVID long-haulers.” Human resource leaders should be prepared for these individuals to qualify for a disability and have certain legal protections. The EEOC says this topic is of great interest, and they are working on guidance for employers to handle it appropriately.
The importance of long-term plans
When the pandemic first emerged in March of 2020, many human resource departments found themselves floundering and making plans on “the fly.” Many businesses and industries quickly learned, adapted best practices, and then continued to hone them.
As we’ve seen, COVID-19 response plans are not something that can be stuffed in a binder, left to collect dust. We’ve noticed that this pandemic changes and shifts, and as HR leaders, we need to be prepared to do the same.
No “cookie-cutter” approach
While there is no “one size fits all” employee management during COVID-19, all employers are responsible for preventing and reducing the transmission of the virus among their workforces. They need to do what is necessary to maintain profitable business operations, and above all else, create a healthy work environment for employees to thrive and produce their best work.
Keep the Conversation Going with Tam Nguyen
Tam Nguyen is an international business management & human resources leader possessing expertise and technical knowledge in the areas of strategic human capital management and execution, including business strategy, global compensation & benefits, human capital performance and measurement, employment law, global mobility, and HR information systems integration and deployment to stabilization. Connect with Tam on LinkedIn.