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Managing the Employee Experience While Returning to Work

WEBINAR SERIES

FEATURINGMatthew WrideChristian NielsonDavid Long

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Is this how we finally feel?

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NOT SO FAST!

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Reasonable safety is critical

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Brief Thoughts on Safety

• Physical• Equipment

• Guidelines for distancing

• Creating a physical environment where distancing can happen

• At-risk populations

• Psychological• Some people have been craving social connection

• Concerns over economic viability and job security

• At-risk populations

• Feeling cared for

Today’s topic:

How can we strengthen the employee experience while safely bringing back a significant part of the workforce?

COVID-19 has changed how and where we work!

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COVID-19 Common Workforce Structures

• Business “mostly” as usual

• Business transitioned almost exclusively to WFH

• Business is a WFH hybrid• Some divisions or areas went remote, others did not

• Business was entirely shut down• Hospitality, restaurants

• Essential services• Some areas of the business continued as normal, others went

remote or were closed (furloughed)

Employee Experience Core Principles

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Consider the Experience You Are Creating

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Attract DepartHire Onboard Enable Engage Develop

Planned

Workplace Conflict

Reductions in Force

Customer Complaint

Mistakes

Failures

Heavy Workload

Personal Issues

Lifestyle Changes

Exit DateHire Date

Unplanned

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Key Return–to-Work Goals (Change Management)

• Health and wellbeing

• Operational viability

• Detailed plan for a phased return to work

• Define the new normal when it comes to work flexibility• Expectations have changed

• Connection while social distancing

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Micro vs. Macro Considerations

Organizational Support

Managers and Team Leaders

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Macro Considerations

• Clear policies and guidelines (employees and customers)• Remote work flexibility• How are meetings conducted• Social distancing guidelines

• Tone at the top• Empathy is the appropriate leadership response

• Transparency and clarity• Frequent communication for frequent changes• Guidelines for managers for creating detailed plans• Publish FAQs

• Provide tools and resources to safely return to work

• Seek feedback

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Micro Considerations

• Hold virtual “welcome back” meetings

• Acknowledge problems and struggles with Work From Home (WFH), but highlight the positives

• Schedule frequent check-ins with all employees• Use a manager check-in tool

• Build time and space for people to reconnect (with distancing)

• Consider a phased approach• One or two team members at a time

• Tailor phase-in to the needs of individuals

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Guiding Principle: Don’t Give up the Gains!

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R E T U R NI NG T O W O R K P O S T C O V I D - 19

My health and well-being is a top priority for this organization. 5-Point Agreement

I am satisfied with the communication I have received about this organization's plan to return employees from remote work.

5-Point Agreement

I understand the expectations and timelines for returning from remote work. 5-Point Agreement

This organization is taking appropriate steps protect the health and safety of employees. 5-Point Agreement

My supervisor is effectively helping our team prepare to return from remote work. 5-Point Agreement

I am confident that this organization will be successful returning employees from remote work. 5-Point Agreement

My supervisor is effectively helping our team prepare to return from remote work. 5-Point Agreement

This organization is complying with regional regulations for returning to work. 5-Point Agreement

I am confident that this organization will be successful returning employees from remote work. 5-Point Agreement

What questions or concerns do you have as we prepare to return from remote work? Open Response

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Work on building Connection!

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Manager Check-in Tool

https://decision-wise.com/manager-weekly-checkin/

The DecisionWise Manager Weekly Check-in tool is based on the 5-15 framework developed by Patagonia’s founder Yvon Chouinard.

The 5-15 methodology works like this: Each week, everyone on a team spends 15-minutes writing updates in an online report automatically sent to them each Friday. The manager takes five minutes to read each report, and 15 minutes to collate their own feedback for their manager.

This continues up the chain providing managers and executives in the organization a weekly snapshot of what’s going well and what needs improvement from the point of view of all their employees.

Thank you!