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.  

​The employee you just promoted to management has always been fast, productive, smart and creative. However, some of the qualities that make them such an asset aren't translating well into their new role: they get impatient with people who move more slowly than they do. They tend to get frustrated with direct reports who aren't as prolific as they once were. In addition, they grow annoyed with workers who need things explained more than once. How can you as their employer help them acquire the skills—patience, empathy and understanding—that don't come naturally to them?

Emotional intelligence is the capacity to understand and manage your emotions. The skills involved in emotional intelligence are self-awareness, self-regulation, motivation, empathy, and social skills. Recently, it has become a bit of a buzz word in human resources departments across the globe but researchers are saying that it is time emotional intelligence be taken seriously. Embracing the nuances of human emotion in the workplace can have pragmatic benefits, such as better collaboration among employees and a happier workplace.

​The unfortunate trend that has swept western society is the inability to fully understand and tackle human emotions. This trend has spilled into other areas of life - including in the workplace. While emotions are often left at the door when you begin work, this has devastating effects not only on businesses but also employees.

​Immediate action is required, if employees are to avoid being at risk from poor mental health during and after the COVID-19 pandemic. Concern over job security and income loss coupled with the fear of infection and feelings of isolation are among the consequences of the measures taken by the government to prevent the spread of the virus. Each is likely to increase the anxiety, pressure and stress that are affecting many people.

Some workplaces have adopted performance management processes that focus primarily on intervening only when an employee is not performing at their best or as expected. While it is important to address and resolve what is not working, focusing on the negative tends to reduce motivation of the employee and, often, of the leader as well. If the employee is also experiencing mental health issues, there is a risk that this approach may result in a worsening of both the symptoms and work performance. Effectively supporting good performance is an important management skill and the suggestions here can be applied whether or not an employee has a mental health issue.

​Many employees can and do work while experiencing mental health issues, such as depression or anxiety, with little impact on productivity. Of course, like any illness, there are situations in which the individual is not able to work due to the severity of the condition.

In the last few years, there has been a wealth of research that demonstrates gaping inequities in the workplace. One of the most disconcerting trends of note is the mass exodus of employees of color, and particularly Black employees in American workplaces. This is a phenomenon that has been written about ad nauseum, yet there have been few changes in a positive direction.

Just last month, Facebook was again under fire after an article was published claiming that the company empowers racism. This comes just one year after a former Facebook manager made similar claims that the company has an issue with Black people. With the increased spotlight on diversity and inclusion in the workplace, gender parity seems to be more within reach than racial equity. With so many well-documented benefits to having a racially diverse workplace, it is in a company’s best interest to decipher why Black people are still underrepresented in corporate America and why they are leaving at such alarming rates.

Organizations can create more inclusive environments so that they are able to attract Black employees, but more importantly, here are some insights on what can be done to retain Black professionals within corporations.

​Stop conflating Black people with all people of color. Black professionals are typically lumped into the category of persons of color, which can diminish and undermine their unique experiences. Seek out feedback from Black employees to gain deeper insight into areas for improvement within your organizations. In addition, it’s important to listen to what your Black employees are actually telling you.

​Every new year brings new employment laws, and 2020 is no different. Here’s what you need to know about employment law changes to stay ahead of the curve.

Family Policies

• Mother’s rooms. The Fair Labor Standards Act (FLSA) provides unlimited breaks to express milk during the first year of an infant’s life. Hourly employees are entitled to as many unpaid breaks as are necessary. The break room must be private and cannot be a bathroom. The rule applies to all employers with 50 or more workers. It also covers employers with at least one employee unless the employer can show complying means undue hardship.
• Paid leave. More states and cities have added paid leave laws. These may cover sick, family or other time off. Eleven states and the District of Columbia mandate it, along with 30 cities and counties in states that don’t. Check the rules in every location where you employ workers, including those who telecommute.
• Pregnancy and childbirth leave. Childbirth, or maternity and paternity leave, is distinct from paid leave, but can also overlap. For example, the FMLA provides up to 12 weeks of unpaid childbirth and bonding leave. Paid leave laws cover childbirth recovery, but not necessarily bonding time. Check the latest laws on childbirth leave, too. Currently, only the District of Columbia, California, New Jersey, Rhode Island, New York, and Washington – have paid childbirth leave laws. Your new HR rules should coordinate unpaid FMLA, paid leave and childbirth leave into one comprehensive policy. Finally, make sure your childbirth and bonding leave doesn’t leave the father out. More men are suing for equal rights and winning.