by Carolyn Kick | Mar 20, 2020 | COVID-19 Resources
The ongoing COVID-19 pandemic is creating a variety of new
responsibilities for business leaders and HR departments that many of us never
imagined we’d have to worry about. In spite of the challenges, this is a time
for decisive and powerful leadership to grab the bull by the horns to weather
the storm.
In this post, we’ll explore:
- How to lead with company-wide and global safety
in mind
- How to lead with an eye toward maintaining
productivity during this time
- How to lead so your business can weather the
storm of illness & quarantines
- How to lead so you protect your business from a
legal and compliance standpoint
How Will You Keep Everyone Safe & Healthy?
Public health needs to be the number one global priority
during this pandemic. Your first obligation to your team is to do everything
possible to keep people healthy and minimize the spread of the COVID-19 virus.
With that said, the media firestorm surrounding the virus
and out-of-control social media dialogue have made it tough to know what to
believe or who to listen to. Let’s take some time to cut through the noise and discuss
what you need to do to protect your team’s health.
Adhere to Expert Guidance & Spread the Word with Employee Education
Your primary sources for information about the virus and
guidance for how to respond should be the World Health Organization (WHO) and
Centers for Disease Control & Prevention (CDC). CDC guidance directly
informs the U.S. response, but the WHO is also monitoring the pandemic on a
global scale and can provide additional insights.
The CDC’s interim guidance on COVID-19 for employers and
businesses can be found here.
Of course, as an employer, understanding the guidance is
just the beginning. You need to serve as a key source of education and guidance
transmission for your team members. That means connecting them with resources
that help them understand what the virus is, how they can get it, and what they
need to do protect themselves and their families.
The WHO’s concise, highly-visual COVID-19
myth busting article can be an ideal resource in this work.
Augment Your Approach to Attendance
COVID-19 spreads primarily through close contact between
individuals. That’s why the United States government has urged a policy of social
distancing (maintaining at least 6 feet between people at all times and
ceasing all non-essential interactions).
Observing the spirit of that guidance means we need to
temporarily cease using or significantly limit the traditional office work
model that has dominated the last 50 years. That means COVID-19 has crumpled up our
definition of “attendance” and thrown it out the window.
In order to survive this disruption, you need to find a way
to continue productivity through remote work enablement (more on that later in
this article). You also need to open up your sick bank, extend paid time off
programs, and give your employees the flexibility they require to feel safe and
supported at this time.
With the rapid spread of this virus, the odds are, ff you
continue to bring your team into the office each day, you’re inviting
coronavirus through the door and back into every employee’s home as well. In
order to lead effectively at this time, you must address and adjust attendance
expectations.
Cease Business Travel
Nobody should be traveling internationally or even
domestically right now unless it is absolutely necessary. That represents a
major disruption to the way many sales representatives, consultants, and other
professionals work.
While it may be tempting to continue your deal-making
operations, requiring, requesting, or even allowing employees to travel can
endanger your team members and threaten your operations even worse. In the
coming days, you must work together with your sales managers and other relevant
leaders of traveling employees to determine how they can use their time
effectively and productively while staying safely at home.
The CDC’s guidance on travel can be found on their website.
The WHO’s guidance on travel can be found here.
How Will You Keep the Work Alive?
As a community entity, your top priority needs to be to
preserve the health of the workforce and the public. Great leadership at this
time involves understanding that you’re still a business, though, and must find
a way to continue to financially operate.
You still have agreements to honor and new opportunities to
chase down, and that means you have to connect and motivate your team in a way
that keeps the work alive. There are two main components to that: communication
and work enablement.
Great Communication
As we’re all discovering, many of us rely on the physical
closeness and convenience of the office to make sure we stay in the loop. That
goes for leaders, supervisors, and ground-level team members. Now that that
option’s out the window for the foreseeable future, it’s crucial to adapt your
communication strategy.
As a leader, you need to determine:
- Which platform(s) or channel(s) will you use to
communicate important information to the team?
- Which platform(s) or channel(s) will you expect
employees to use in order to collaborate
- How will you maintain/extend your
customer/client communication strategies during this time?
Once those questions are answered, you need to communicate
the interim communication strategy to your employees and provide them the tools
and access they need to make it work. That leads right into our next topic:
remote work enablement.
Create Remote Accessibility to Work Tools
Practicing social distancing and minimizing the spread of
coronavirus means that, for the work to continue, employees will have to
transition to the home office. In order to smoothen that transition and make
work as purposeful as possible, you need to connect them with the tools and
applications they need to replicate their in-office experience at home.
That means you need to think about how employees will:
- Access email and other official communication
channels (see above)
- Share documents for collaboration
- Meet or conference in real time
- Get the ERP, CRM, or HCM data (on-prem or
cloud-based) they need to do work
- Continue to serve customers and clients from
home
Answering those questions will require collaboration between
your leadership team, IT, and department- or team-level leaders who know best
what their team members need to get meaningful work done.
Managing
remote work presents some new challenges, but it’s also an opportunity for
many new businesses and managers to get a taste of how tech-enabled remote work
can power the 21st century beyond the COVID-19 pandemic.
How Will You Ensure Readiness for Illnesses & Quarantines?
Here’s an unfortunate reality: at the current state of the virus’
spread, it’s highly likely someone who works for you will become ill with
COVID-19, need to care for someone who does, or have to step away to provide
childcare. That means you need to admit that your team will be in a state of
flux for the next few months.
Part of surviving and thriving during that time is having
your leadership team articulate a strong
crisis/emergency plan as soon as possible and letting the work flow from
there.
Build Back-Up into Your Depth Chart
Every key leadership, supervisory, or project management
position within your organization should have at least one “understudy” right
now. That way, if someone has to step away quickly, their colleague can step
into their responsibilities in a way that provides continuity and minimizes the
negative impact. You cannot allow for single points-of-failure within your
organization during this evolving time period.
This is also a unique opportunity to identify future leaders
and rising stars. If you’re looking to “test drive” some of your younger talent
in leadership roles, this is a great chance to step up their responsibility and
engagement levels and see how they respond.
Maximize Support for Critical Operations
One thing your COVID-19 response plan needs to address is
how you will ensure the health of your core function in the event you sustain a
major blow to productivity due to illnesses. Part of that is the depth chart
piece we just discussed, but it’s doubly important to make sure there’s a
support system in place that keeps you delivering the services that drive your
business and pay your employees’ checks.
How Will You Adhere to Legal & Compliance-Based Obligations?
Legislation to address the COVID-19 outbreak moved through
the House of Representatives and Senate relatively quickly, expanding
FMLA and paid sick leave while creating new tax credits to offset the increased
costs and lost productivity. For medium-sized businesses, this may mean a
significant increase in employee leave-related responsibilities.
As a leader, you have two main responsibilities in this
realm: keep yourselves updated on and in-line with emerging guidance and be
sure you’re treating employees in a humanistic time that respects, understands,
and responds to their medical needs.
Avoid Potential Discrimination Suits
Here’s a topic many people are scared to talk about right
now: in the coming months and year, we could potentially see a major increase
in leave-related discrimination lawsuits across business. That means that,
while there needs to be a rigorous approval process for leave during this time,
it’s important to keep an open mind and pay attention to each team member’s
individual concerns, fears, and needs.
Denying leave to an employee who is immunocompromised, needs
to care for a family member with COVID-19, or struggling due to childcare gaps
could quickly become both expensive and major missteps for your business.
The DOL’s guidance on family & medical leave related to
COVID-19 can be found here.
Takeaways
This is one of the biggest moments in recent memory for
business leadership. The COVID-19 pandemic is a crisis that requires us to at
least temporarily alter many of our practices to keep everyone safe while
continuing the flow of business. Remember:
- You need to keep your team members safe by
following WHO & CDC guidance
- You need to spread the word to your team about
WHO/CDC guidance
- You need to halt all business travel
- You need to articulate an official communication
strategy for your decentralized workforce
- You need to harness a remote work enablement
strategy for your workforce
- You need to build back-up into your depth chart
and insulate your core operations to ensure continuity
by Carolyn Kick | Mar 18, 2020 | COVID-19 Resources
The COVID-19 pandemic is a moment that will be written about
in history books for centuries to come. The world hasn’t been united by a
common cause in this way for quite some time. During this time, showing our
collective strength and resilience as a business space while supporting each
and every worker and their family is crucial to continuing our normal way of
life.
Thankfully, the federal government has heard our requests
for help and is significantly aiding this work with the proposed COVID-19
Relief Bill. In this post, we’ll explore what that Bill contains and what it
means for business and HR leaders across the country.
Moving forward, we’ll explore:
- The expansion of FMLA (Family & Medical
Leave Act)
- The Emergency Paid Sick Leave Act
- How the COVID-19 Relief Bill offsets employer
expenses with tax credits
- Employee benefits administration guidance based
on the Act
- A few best practices to help keep your business
running and minimize costs associated with FMLA, paid sick leave, etc.
The COVID-19 Relief Bill Explained
The COVID-19 Relief Bill seeks to provide employers and
employees with the economic and physical safety and security they need to
survive and maintain some semblance of normalcy as the Coronavirus pandemic
continues. In short, the Bill’s goals are to make it easier for employees to
take paid sick time during the outbreak while also making it easier for
employers to cover those costs.
What’s the Status of the Bill?
The COVID-19 Relief Bill has already been approved by the House of Representatives and by the Senate. The Bill must now be signed into law by President Trump, which he is expected to do so.
What Does the Bill Mean for Employers?
The biggest way the Relief Bill will impact your day-to-day as
an employer is it requires expansion of your family and medical sick leave
programs. With that said, the bill builds in backend tax credits to make up for
this increased cost and productivity reduction for employers.
FMLA Expansion
The COVID-19 Relief Bill will expand the scope of FMLA
requirements to require all employers with fewer than 500 employees and
government agencies to allow up to 12 weeks of protected leave for
employees who must:
- Comply with required or recommended quarantines
- Provide care to a family member observing a
quarantine
- Provide care to a minor whose school or daycare
facility is closed due to COVID-19
Under the expansion, up to the first fourteen days of
leave can be unpaid, but after that, employees must receive 2/3 of their
regular rate of pay.
The Emergency Paid Sick Leave Act
The COVID-19 Relief Bill requires employers with fewer
than 500 employees and government agencies to provide employees with paid
time off for:
- Self-quarantine due to Coronavirus diagnosis
- Time needed to obtain a test and diagnosis after
exposure
- Quarantine compliance orders
- Providing care to a family member observing an
above quarantine
- Provide care to a minor whose school or daycare
facility is closed due to COVID-19
Employer Tax Credits
The government recognizes that the above expansions will
cost businesses who are already feeling the pinch of COVID-19. As an employer,
you’re eligible for the following tax credits to offset your losses:
- Wages for employees taking time off under the
Act’s FMLA expansion and Emergency Paid Sick Leave Act will be counterbalanced
with refundable payroll tax credits
- Sick leave credits up to $511/day per employee
receiving pay while out sick
- Sick leave credits up to $200/day for employees
taking leave to care for family members or minors whose schools/day care
centers are closed
COVID-19 Employee Benefits Administration Concerns
Given the volume of people becoming sick, employee
healthcare benefits administration must be a point of emphasis for all
businesses in the coming weeks and months. Your HR department needs to become a
valuable point-of-contact for employees looking to get answers about COVID-19,
healthcare and testing accessibility, and what to do when they feel they might
be getting sick.
Your HR team should be taking time to build out quick
reference resources related to:
- How to access COVID-19 testing through your
carriers
- How to extend employee coverage via COBRA if a
long absence is necessary
- How employees can figure out if they qualify for
partial or full disability at this time
Formalizing Your Response Plan
This pandemic has clarified and reinforced the need for
emergency and crisis response plans across business. If you’re looking for some
guidance to help you create a plan, be
sure to check out our recent blog on the subject.
In general, you need to have a COVID-19 response plan that:
- Addresses your business’ unique pain points,
challenges, and needs
- Establishes a response/leadership team who “own”
the response
- Assesses your current strengths, weaknesses,
exposures, etc.
- Articulates a formal, official communication
strategy
- Creates official policies for continuing
in-office and remote work
Communicating with Employees
Given the new protections created by the COVID-19 Relief
Bill, it’s more important than ever to communicate with employees about what
you expect from them, what they can expect from you, and how you’ll come
together as a team to weather this storm (while
remaining safe physical distance).
What You Need to Do for Employees
The first step is to open a dialogue with a clear,
consistent, and compassionate voice. That means identifying official
communication channels, assigning a point-person for communication, and
disseminating as much relevant information as quickly as possible. You need to
connect employees with:
- CDC & WHO guidance
- Employee benefits resources
- Resources they can use to apply for leave as
needed
- The full text and digestible explanations of
your COVID-19 policies and plan
- Information that helps them understand their
role in the plan
It’s important to mention that your focus needs to be on
facts and clarity. While teamwork and community spirit are crucial to bringing
us through this public health crisis, your official communications should be
serious, transparent, and focused on keeping your employees, business, and the
public in general healthy.
What Employees Need to Do for You
You need to create a framework for employees to be honest
with you. You are within your legal rights to demand that employees tell you
they are feeling sick or to send somebody home if you suspect they have
COVID-19.
If your employees are sick, they need to stay home. If an
immediate family member is sick with COVID-19, the employee needs to stay home.
Employees absolutely need to stay away if they are or might
be sick and use the proposed resources the COVID-19 Relief Bill creates. You
need to plan for how you’ll make these expectations clear and enforce them.
Enabling Remote Work
One of the ways you can minimize FMLA and paid sick time
requests is to embrace a remote work strategy that allows employees to continue
productivity at home. With a great approach to remote work, you can actually
maximize your team’s potential in new ways.
You need to address:
- Who is eligible to work from home and why
- Everybody? A certain department? People in
certain roles?
- How you will provide workers with the technology
and applications they need
- How you will create a communication framework
for remote workers
- How you will extend your business’ culture and
identity to the remote workspace
If you’re looking for more resources to help you quickly
pull together an approach to remote work that preserves productivity and keeps
employees plugged in, read our
blog on how to manage a remote workforce.
Takeaways
The COVID-19 Relief Act will support the American workforce
and economy by increasing accessibility to paid leave and sick time while
offsetting those costs for employers through tax credits. Those changes will go
a long way to help our societal fight against this pandemic, but there’s still
a lot of work to do. Remember:
- FMLA has been expanded to specifically provide
protections for employees who have COVID-19 or have been exposed
- Paid sick leave can be used to comply with
quarantines or care for family member under quarantine
- Those expansions will create increased costs,
which can be minimized through:
- Strong employer-employee communication
- A strong internal crisis management plan
How to Learn More
If you’re a business or HR leader searching for guidance to
help you navigate the COVID-19 pandemic with an eye towards public health,
productivity preservation, and employee benefits compliance, you should join
Launchways on Friday, March 20 for What
Employers Need to Know About the COVID-19 Outbreak.
This one-hour learning opportunity will deliver insight from
Launchways’ team of HR and client success experts. Discussion topics will
include:
- Understanding the letter & spirit of new
legislative updates and agency guidance
- Actionable human capital management strategies
to address social distancing while maintaining productivity
- HR best practices for pandemic policy and employee
communications
- How COVID-19 connects to/affects your employee
benefit offerings
- Regulations and compliance expectations from
OSHA, COBRA, FMLA, etc.
Our team is updating their webinar plan throughout the week
to reflect the latest news, statistics, and federal and local guidance. That
means this session will be the definitive source for HR and operational
recommendations based on the progression of the pandemic. To save your seat at
What Employers Need to Know About the COVID-19 Outbreak, register today.
by Carolyn Kick | Mar 18, 2020 | COVID-19 Resources
In recent weeks, the global outbreak of COVID-19 has laid
bare what many risk and safety experts have known for a long time: businesses
are generally far less prepared for most emergency situations than they
realize. That’s why we decided to take this moment to discuss what emergency
preparedness looks like, what you need to do, and how you can be sure your
protocols and policies work well.
Moving forward, we’ll walk through the Who’s, What’s, Where’s,
When’s, and How’s of emergency preparedness to explore:
- Who needs to be involved in which aspects of
your emergency preparation planning
- How to know what to plan for
- How to identify and address your organization’s
unique challenges and strengths
- How to create relevant evacuation and
post-emergency protocols
- How to foster an approach to emergency
preparedness that’s strong and designed with growth and evolution in mind
Who?
Who Will Be Leaders & Points of Contact in an Emergency?
Your first logistical concern for an emergency preparedness
plan is identifying which key team members will coordinate and own your
emergency preparedness efforts. Safety and security directors are natural fits,
as are top HR personnel who have a deep understanding of chain of command and
organizational depth chart.
Once that team comes together, they in turn need to identify
team- and department-based leaders who will aid them in spreading the word about
emergency preparedness protocols and serve as organizational aids and points of
contact during an emergency or drill.
Depending on the size and culture of your organization, it
might make sense for those leaders to be departmental managers and supervisors,
or it could be beneficial for your emergency team to represent professionals
from various tiers and backgrounds within your team. It’s all about creating a
leadership and command team that’s scaled to the way your team is organized.
What?
What Might Happen?
The easiest emergency to prepare for is the one you see
coming and take seriously. That means your emergency preparedness team needs to
use research and brainstorming to identify scenarios that might impact your
business and create a plan of action for each one.
It may sound like grim work, but it’s important to think
realistically about what bad things might happen. Of course, the specific
threats are going to vary based on your region, industry, and other factors,
but it’s important to think of things like:
- Fires
- Fires inside the office or building
- Nearby wildfires or fires in adjacent structures
- Natural disasters (earthquakes, hurricanes,
tsunamis, tornadoes)
- Active shooters
- Active shooters on-premises
- Active shooters reported in the area
- Addressing credible threats from/concerns about
potential shooters
- Building or structural failures
- Hazardous material exposures
- Employee medical emergencies (heart attacks, strokes,
seizures, etc.)
Once you’ve created a list of anticipatable emergencies, you
can begin to create comprehensive, powerful plans to address each scenario
while also building a leadership and organizational framework you can apply
during other unforeseen emergencies.
What Are Our Strengths?
As you begin to create your emergency plans and protocols,
you need to think about which strengths you can leverage to help you in an
emergency. For example:
- Do you have any employees with a first
responder, military, or medical background? How can their knowledge and expertise
improve your planning or response?
- Is there anything strategic or inherently safe
about the location and design of your office or campus? Which places are
especially safe in each of the above scenarios?
- Do you have a great team where people treat each
other like a family? How can you put that positive community spirit to work
during an emergency?
- What resources have you compiled that could be
useful in an emergency situation? How can you get access to employee rosters
and contact information quickly?
- How do you communicate most effectively? What
communication protocols are most effective within your existing culture, and
how can you extend that to an emergency situation?
What Are Our Weaknesses or Exposures?
Of course, it’s equally important (if not more) to consider
your weaknesses when it comes to emergency preparedness. You need to think
about what unique challenges you face because of the way you do business, how
your surroundings create exposures or weaknesses, and what you can do to
address those concerns.
Your weaknesses or exposures will be specific to your business, but it’s
important to think about things like:
- Where are there gaps in the security of your
building?
- Do your surroundings make you uniquely
susceptible to damage from earthquakes, mudslides, forest fires, tornadoes,
etc.?
- Where are hazardous materials stored, and what
negative things could potentially happen there?
- What factors (either controllable or not) might
hinder first responders in their efforts to provide support to your team in the
case of an emergency?
- What problems might you run into during an
emergency?
- Do we have a comprehensive way of knowing who’s
supposed to be here?
- Is our communication framework reliant on
electricity, cell service, etc.?
What Do Employees Need to Know?
So, you’ve got a core team of emergency preparedness leaders
and an identified network of team- or department-based sub-leaders who
understand your emergency protocols, preparedness plans, communication
strategy, and overall approach to crisis management. But before you can
actually express confidence in your preparedness, you need to figure out what
information rank-and-file employees need to know in order for your plans to be
effective and how you will communicate that information to them.
Where?
Where Will Employees Go During an in-Office Emergency?
Be sure to think about:
- How different evacuation routes/destinations
might be preferable for different emergencies
- Where members of different departments will go
if they are at their desks during an emergency
- How employees will connect with others if
they’re away from their usual work area during an emergency
- How you’ll know who is where during and after an
emergency
- How various conference rooms and communal spaces
will be evacuated
- How structural emergencies (fires, inaccessible
stairwells) could impact any of these concerns
Where Will Employees Go During an Office Shutdown?
If your office is closed during or after an emergency, it’s
important to keep a beat on where your workforce is dispersing to. That means
having a strategy to enable remote work and figuring out how you’ll address
pay, child care, etc.
When?
When Will We Practice?
No emergency plan – no matter how good it is – will ever
succeed in a real use case if it isn’t backed by thoughtful preparation. That
means emergency drills.
One of the biggest mistakes organizations make is drilling
everybody at once, however. The best strategy is to have your emergency
preparedness team and team leaders practice their administrative duties several
times before and then have those small group leaders practice with their individual
teams as well. That way, when the large-scale coordinated drill happens, nobody
is experiencing the protocols or walking through their role in the plan for the
first time.
It’s also key to think about how you will blend planned and unplanned
drills. In all honesty, nobody loves unplanned drills, but they’re highly
beneficial for your own plan development and your local first responders, who
need to see how you and your employees will address emergencies so they can
react accordingly. Finding a balance between lower-pressure walkthroughs and
full-speed, all-hands drills is key to building a culture of preparedness.
When Will We Revisit This Plan?
This is one of the questions emergency planners most often
forget to ask. Plans are created for the time in which they were designed and
the foreseeable future thereafter. No safety or emergency plan, no matter how
comprehensive or excellent it is, is designed to last forever.
That’s why it’s crucial to set a date or year upon which
your core safety team will reevaluate and revisit your emergency plans and
protocols. Of course, it may also become necessary to update your plans before
then, as new predictable threats or hazards present themselves.
How?
How Will We Educate Employees About Our Plan?
Those frequent drills will go a long way to get your
employees comfortable with your emergency protocols, but there’s far more
employee education that needs to happen. Drills must be backed up by full
explanations of emergency protocols and directions for follow-up.
Additionally, it’s important to think about how you will
make emergency preparedness plans and resources available to employees on a
regular basis.
How Will We Assess the Strength of Our Plan?
Once your plan is fully actualized, you need to track your
results with improvement in mind. That means paying close attention to your
drills, listening to feedback from first responders and safety consultants, and
keeping your ear to the ground for emergency preparedness best practices. The
best plan is always a growing, evolving one.
Takeaways
The recent COVID-19 pandemic has revealed the general lack
of emergency preparedness across businesses. We must seize upon this moment to
start planning for the next event and ensuring we have effective protocols in
place to address foreseeable emergencies and create a framework to handle the
unforeseeable.
Remember:
- Safety preparedness must be owned by a core
team, but pulling it off requires the engagement of team- or department-level
leadership and ground level employees
- It’s crucial to anticipate and plan for as many
different specific scenarios as possible
- Drills and practice (both at the individual team
and whole-office levels) are essential to handling a true emergency effectively
- Your emergency plans must evolve over time to
stay up to date with needs and best practices
by Carolyn Kick | Mar 16, 2020 | COVID-19 Resources, Partnership Announcements
Supporting workplace mental health is a growing area of
relevance and need for all businesses. Now, faced with the COVID-19 pandemic,
our workforce is under greater physical and mental assault than at any point in
recent memory.
That’s why Launchways and Chill Chicago are partnering to bring our clients’ employees daily guided meditation sessions every weekday at 12:30PM CT. All your employees need to do is sign up and they’ll receive a daily link to their midday guided meditation.
Why Meditation?
During this time of social distancing and self-quarantine, Chill’s guided meditations provide a unique live-streaming experience that varies from day-to-day and allows people to engage with each other in a way that is both empoweringly communal yet safely physically separate.
At Launchways, we’ve been diving deep on employee mental health recently, and we’ve consistently been impressed by both empirical and scientific study data about the power of meditation to strengthen each individual’s approach to work and life in general. Meditation has a variety of powerful wellness perks, including:
- Anxiety control
- Stress reduction
- Improved self-awareness and self-management
- Attention span & memory improvement
- Builds interpersonal empathy
Those benefits really speak to this specific moment in time, as workers are bombarded with a combination of new stressors, anxiety-driving considerations, and the frustrations of trying to maintain some form of productivity throughout the COVID-19 outbreak.
By offering your employees daily time to be mindful and an opportunity to step away from their cares and frustrations, you help support their overall mental and physical health in a way that improves their work and life in general.
How to Extend the Power of Meditation to Your Employees
If you’re interested in extending valuable mental health support and relaxation time to your team members during this complex time, all you need to do is let them know about Chill’s Live-Streaming Meditation Series!
At Launchways, we’re excited to be extending the power and
potential of Chill meditations to you, and we hope you’ll do the same and share
this timely, free opportunity with the members of your team!
About Chill
Chill is proud to have brought modern meditation to Chicago, helping people free themselves from the weight and noise of daily life. Their mission is to make it just a little easier for people to live less stressed, more mindful lives, and meditation is one of the cornerstones to their approach. That’s why they’re excited to be partnering with Launchways to raise awareness of the power of meditation and mindfulness in this key moment.
by Carolyn Kick | Mar 16, 2020 | COVID-19 Resources
With the rapidly evolving COVID-19 pandemic, employers
around the world are searching for answers as to how they can protect the
health of the workforce, maintain some semblance of productivity, and minimize
the devastating impact of this novel virus.
The Centers for Disease Control & Prevention (CDC) and
World Health Organization (WHO) have both recommended a policy of social
distancing for all people during this complex and crucial time. Unfortunately, while
news of the guidance has been well-publicized, there is still a dangerous lack
of understanding from individuals and employers when it comes to social
distancing.
Our goal here is to clarify the meaning, goals, and best
practices for social distancing so employers and HR departments can communicate
effectively with their workforces about this guidance and make appropriate
decisions for the health of their teams and businesses.
Moving forward, we’ll:
- Define social distancing
- Explain why social distancing is so important to
public health right now
- Provide guidance for employers looking to
maximize their COVID-19 response
What is Social Distancing?
To put it as simply as possible, social distancing means not
getting too close to other people. As a practice, social distancing is designed
to reduce vectors for disease through individual isolation.
In the office, social distancing means not shaking hands,
not gathering together in board or meeting rooms, and not eating or socializing
in communal spaces. Staying at least one meter away from other people is a good
practice, but maintaining at least two meters is ideal.
Away from work, social distancing means avoiding all
nonessential social interactions. Whether it’s attending a play or sporting
event, socializing at the bar, or even shopping at the mall, any preventable
social interaction or time in a public space (especially involving more than 10
people) should be avoided.
What’s the Difference Between Social Distancing and Self-Quarantine?
As we’ve said, social distancing is a general practice of
avoiding close contact with other people. At this time, everybody
should be practicing social distancing.
Self-quarantining is the specific practice of staying home during
illness or following exposure to an infected person. At this time, noteverybody needs to self-quarantine. You need to self-quarantine and avoid
leaving your home completely if you:
- Have a cough and fever and have
been diagnosed with or come into close contact with someone who has been
diagnosed with COVID-19
- You need to quarantine for 7 days past your
symptoms ending
- Feel fine but were exposed to someone who has
tested positive for COVID-19
- You need to stay home and avoid all public places
and unnecessary social interactions for 14 days
Why is Social Distancing Crucial Right Now?
There’s been a lot of confusing messaging over the last few
weeks about best- and worst-case scenarios for COVID-19, but Dr. Asaf Bitton of
Ariadne Labs in Boston does a great job articulating why social distancing is
key to supporting our healthcare system and preventing the worst-case scenario:
Our health system will not be able to cope with the projected
numbers of people who will need acute care should we not muster the fortitude
and will to socially distance each other starting now. On a regular day, we
have about 45,000 staffed ICU beds nationally, which can be ramped up in a
crisis to about 95,000. Even moderate projections suggest that if current infectious
trends hold, our capacity (locally and nationally) may be overwhelmed as early
as mid-late April. Thus, the only strategies that can get us off this
concerning trajectory are those that enable us to work together as a community
to maintain public health by staying apart.
As Dr. Bitton explains, we must slow the spread of COVID-19
by creating physical space between one other in the coming weeks. If we cannot
take these awkward but sensible measures, hospitals and healthcare facilities
could easily become overwhelmed, as has already happened in Italy.
It’s worth mentioning that Italy is only 11 days ahead of
the United States when it comes to the first diagnosed case. Given the
approximately five-day incubation period of the virus, that means our next few
days are absolutely critical.
If employers don’t encourage social distancing and take a
break from the traditional office culture for the next month, we risk a
national emergency that would touch millions of lives around the country.
What Can Employers Do to Support Social Distancing?
In a perfect world, we’d be able to hit the pause button on
business until this public health emergency has been sorted out. Unfortunately,
economic realities mean that’s not an option.
In order to proceed safely, however, there are a few things
employers need to do to protect their workforces and businesses. Let’s take a
look at some simple, proactive measures you can take to support social
distancing and keep people healthy:
Provide Employee Education on COVID-19
There are an alarming number of misconceptions and
misunderstandings of the COVID-19 pandemic out there. One of the most important
things you can do is to set your team straight on what’s fact, what’s fiction,
and what’s best practice.
A quick email with links to some clear, useful resources (feel
free to share this post with them!) will go a long way to set the tone, help
your employees feel more secure, and get things moving in a productive,
appropriate direction.
Unlimited PTO
Even if you plan on keeping your office open until the event
that official quarantine orders are issued, you absolutely need to keep sick
employees and employees with sick family members away from the rest of your
team. As we’re already seeing around the nation, there is a hesitancy to do
this on the part of many workers (in spite of the greater good) because they
either don’t want to or feel they cannot sacrifice their limited PTO.
If you expect your employees to stay away from the office
and practice appropriate distancing and self-quarantine, you need to unlock
your PTO system and provide your team members with the security they need to
protect themselves, their families, their coworkers, and your business.
Enable Remote Work
Unlike the Spanish Flu pandemic of a century ago, COVID-19 is occurring in the age of the internet. That means many employers can practice company-wide social distancing while preserving productivity and some sense of normalcy through remote work.
Remote work allows you to close your office and follow best
practices for COVID-19 containment while still continuing operations
effectively. You can even preserve the casual and collegial feel of your
company culture through eConferencing to create opportunities for meaningful
professional and social interactions during this time of social distancing.
Takeaways
The COVID-19 pandemic is evolving from day to day but the
time for decisive action by employers has unquestionably come. All businesses
must make modifications to their daily routines to support social distancing,
enable employees to contribute meaningfully from home, and do their part to
limit the spread of this deadly virus.
Remember:
- Social distancing is the practice of maintaining
distance between people (preferably at least two meters) and avoiding groups
and nonessential interactions
- Social distancing and self-quarantining are not
the same thing
- Everyone should practice social distancing
- Self-quarantining is only necessary for those
sick or exposed
- Practicing social distancing in the coming days
is crucial to slowing the spread of COVID-19 and protecting our healthcare
system so that it can support everybody’s needs
How to Learn More
If you’re an HR or business leader searching for guidance to
help you navigate the COVID-19 pandemic with an eye towards public health,
productivity preservation, and employee benefits compliance, you should join
Launchways on Friday, March 20 for What Employers Need to Know
About the COVID-19 Outbreak.
This one-hour webinar will
deliver insight from Launchways’ all-star team of HR and client success
experts. Discussion topics will include:
- Understanding the new legislative updates and agency
guidance
- Actionable human capital management strategies to address
social distancing while maintaining productivity
- HR best practices for pandemic policy and employee
communications
- How COVID-19 connects to/affects your employee benefits
offerings
- Regulations and compliance expectations from OSHA, COBRA,
FMLA, etc.
Our team is updating their
webinar plan throughout the week to reflect the latest news, statistics, and
federal and local guidance. That means this session will be the definitive
source for HR and operational recommendations based on the progression of the
pandemic. To save your seat at What Employers Need to Know About the COVID-19
Outbreak, sign up today!