As the UK moves towards the April 12 and Step 2 of the current roadmap out of the pandemic many businesses will be getting ready to welcome employees and customers back to their premises including:

• Outdoors: Pubs, Restaurants, Theme Parks, Zoo’s and other attractions.
• Indoors: Hairdressers, Shops, Gyms, Pools and Indoor Leisure.
• Groups of 15 people will be allowed at weddings and funerals.

However, employers should note that the timetable and rules set out in any ‘roadmap’ for easing lockdown will continue to be subject to review. Therefore, it is essential to keep up to date with any changes during the progressive easing of current lockdown measures.

At the heart of any return-to-work plans there needs to be a commitment and understanding of the need to continue to support flexible and remote working where possible. There is also a need for ‘signposting’ or provision of support for physical and mental health for employees and workers who cannot work from home, and may be concerned about being in the workplace or travelling there.

What to consider when deciding on returning to the workplace?

The official government advice continues to be work from home wherever possible, which presents employers with two options:

1. To continue to offer and support working from home in the interim until all lockdown restrictions or social distancing is relaxed.
2. Enable employees to return to work in line with COVID secure workplace guidelines, where working from home is not possible.

Employees should be mindful that no one size fits all in this instance and should continue to allow employees to work from home as much as possible. In addition, employers need to consider and monitor employees physical, emotional and mental wellbeing.

Clearly the disruption caused by the pandemic has changed employees expectations around their work, how they fulfil their roles and how they balance their work and domestic responsibilities. So, employers may need to be open to being more creative when working out effective ways of working, utilising more agile and flexible work patterns to manage changing business and individual expectations. Remember more effective people management practices should result in improved productivity.

Flexible working (not one size for all approach)

Reviewing or implementing policies on flexible working will ensure employees have the information they need to explore with their manager safe and effective ways of working. Flexible working means different things to different people but can include home working, reduced hours or part time, job shares, flexi time, compressed or annualised hours, career breaks self-rostering or simply staggered start and finish times.

If opting for homeworking, consider:

• Training on maintaining an effective work-life balance (some can work longer hours that they would in the office – consider how to counteract this)
• Provide clear guidance to people managers on supporting homeworkers
• Signpost or provide access to general well being support for all employees
• Fair workload distribution, 1-2-1 check-ins and social spaces to build effective working relationships
• Ensure employees take annual leave
• Do they have a suitable workspace?
• Training and training on Cyber security and GDPR awareness
• Time bound (3-6 months) or permanent change in contracted terms

Return to work place (where home working is not possible)

• Is it essential? (local and wider outbreaks)
• Is it sufficiently safe? (size and nature of the workplace)
• Has it been mutually agreed? (vulnerable people, carers, reliant on public transport)
• Re-induction or orientation to include:
• For those who have been furloughed – changes in services, procedures interactions with customers
• Changes to duties or how tasks are performed
• Adaptions to premises to accommodate social distancing (can be highly challenging)
• COVID specific risk assessments updated and used in decision making
• How will employees maintain social distancing?
• Holding meetings, use of canteens and kitchen areas
• Ventilation
• COVID-19 testing

Communication (engagement, education and encouragement)

• Regularly communicate the practical measures employees need to take to protect their health, wellbeing and safety
• Hygiene and other measures to minimise the spread of infection – provision and use of handwashing facilities, anti-viral cleaners, sanitisers and PPE
• Training on wearing masks and use of gloves (both are ineffective if not worn appropriatiately).
• Signposting

If you have an Employee Assistance Program or Occupational Health Advisors – promote awareness and encourage employees to access.

Signpost employees to support from organisations such as:

Mind (for better mental health)

Carers UK (making life better for carers)

Conclusion

The impact of disruption caused by the pandemic and subsequent lockdown restrictions have and will continue to fluctuate and affect all businesses differently. Some businesses will continue to face stricter measures being imposed on them and others will have very little notice of any adjustments or changes to the roadmap. Every employer will need to follow guidance on suggested steps, principles and measures to be taken in workplaces (where the preferred option is working from home if possible) and every employer will need to consider future planning.  All businesses will need to use this time to prepare and plan their next steps. 

Communication with your all your employees is key. Keeping everyone in your business informed, whether it is good or bad news for individuals - will help them to understand and make their own decisions.

By telling them how you will continue to prioritise their health and wellbeing at work will ensure they feel valued and supported by their employer.

An article such as this cannot possibly cover every business situation, but it should help you think about the sort of issues that all businesses will need to consider as restrictions begin to be relaxed.