The COVID-19 Workplace: Return to Work Safely

As states begin to reopen it is prudent for companies to start preparing for the return of employees to the physical workplace. The challenge is complex, but there is a framework for moving forward now. It starts with asking the right questions through a three phase approach: planning the returning, preparing the office, and preparing the people.
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 Planning the Return

• Create a transition/return to work committee/team—this group is responsible for developing, implementing and monitoring a return to work plan. This team could be comprised of company leaders from key departments, as well as representatives from employee constituent groups. Given the uncertainty regarding the lasting impact of COVID-19, the return to work planning team should remain assembled to monitor issues that arise upon the workforce’s return to the office.
• Create a return to work plan—Every company’s return to work plan will be unique, and different plans may be required based on location, local requirements and function. Key factors to consider include the location of the workplace, the number of employees working in one location, the ability to ensure proper social distancing within the workplace and employee reliance on public transportation.  It is also critical to design a return to work plan that is sufficiently flexible to adapt to evolving recommendations, guidelines and orders issued by federal, state and local governments (Families First Coronavirus Response Act).
• Consider a phased approach—What employees’ do we bring back and when do we bring them back? Employers must rely upon neutral factors in deciding who to bring back first (as they should with every employment decision). In fact, employers should be focused on one thing—business needs. Employers should figure out which employees need to be in the office more than others. Those employees should be selected to come back first.  Be wary of seemingly arbitrary decisions about who to bring back when considering the same positions and offices. Avoid irrational bias: make employment decisions based on objective, provable rationales.
• Plan for ongoing monitoring and evaluation—what if there is a phase two of COVID-19?  Have contingency plans in place should there be a significant spike in COVID-19 cases during the return transition period.  

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