Providing physical safety and mental health support are vital to resuming successful in-person office work.
Brainstorming and other creative activities benefit from in-person interaction.
Meeting technology is improving, though some remote workers feel isolated.
Returning to the workplace during COVID-19: Making the transition with employees in mind
Many workers have been doing their jobs from home since the COVID-19 pandemic started and haven’t been physically near their colleagues in the office for more than a year. Now, times are changing again.
As more companies transition back to in-person work, coping with anxiety and ensuring office safety will be part of the equation as employers attempt to make employees feel more comfortable. Employees’ worries may range from fear of contracting COVID-19 to concerns about how to interact professionally and socially with others in this new era of workplace safety precautions.
“This is a moving situation. We really don’t know yet what this is going to look like,” explained Sandra Shullman, Ph.D., past president of the American Psychological Association.
“Establishing company-wide safety guidelines and expectations will help employees and employers alike,” said Shullman, managing partner in the Columbus, Ohio, office of Executive Development Group.
What workers have been missing out on while working from home
Some workplaces are easing toward returning to working in the office, while others are allowing continuing online work or a hybrid structure of both office and remote work.1 Remote working has its benefits. It eases fears about workplace health and safety, it allows employees flexibility to care for children or elderly loved ones at home who are vulnerable to COVID-19, and it eliminates costly and time-consuming commutes.
Flexibility has long been desired by employees, even before the pandemic. One recent survey showed that 16% of employees now have no interest in returning to the office, and 45% said if they were to change jobs they would only accept a position offering remote work options.2
“Working in an office has advantages, too. Communicating with colleagues in person promotes brainstorming and creativity,” Shullman said.
It also can help employees be more engaged. Gallup surveys found fluctuations in levels of employee engagement after the onset of the pandemic and the proliferation of remote working. In 2020, 29% of people who worked fully from home reported feeling burnout very often or always — higher than those who worked from home some or none of the time.3
Meetings have a different feel in person. Employees can observe reactions from others in the room that aren’t always obvious on a video screen, including head nods, gestures, body language and facial expressions. Discussions before and after meetings can spark new ideas or opportunities.
“We are social beings. You pay attention to all the verbal and non-verbal cues around you,” Shullman said. “There are things that people miss from the in-person meetings.”
“Though video meeting technology is constantly improving,” she said, “remote meeting attendance may make it more difficult to be heard or recognized and cause some people to feel ignored,” Shullman noted.
Addressing fears: Why employees are afraid to come back to the office
Some workers may experience stress and fear about returning to the office in an enclosed setting. Others may worry about how to interact with colleagues or how to preserve a work-life balance after reassessing the meaning of work in their lives. Colleagues may have new outlooks on life and engage in different activities than they did before the pandemic.
“People have to get to know each other again,” Shullman said. “We’ve evolved.”
“Women and people of color have been hit particularly hard by the pandemic,” she said, and that may lead to heightened stress about returning to the office and neglecting caregiving duties at home that only intensified during the pandemic.4 Meanwhile, women leaders are taking on extra work to promote diversity, equity, and inclusion and are not getting rewarded for it.5
Asking the right questions: Due diligence before returning to the office
To address employees’ concerns, Shullman suggests managers make time for employees to reacquaint themselves with the workplace before they go back. Managers should create a centralized set of expectations. This can include clear guidelines for things such as meeting attendance, physical distancing measures, and COVID-19 vaccine and testing requirements established by the company or by law.
“Employers should consider ways to promote collaboration, especially if the company is offering the flexibility for some workers to be in the office and some to work from home. Online work tends to promote interactions among existing work groups while it de-emphasizes collaboration across multiple groups,” Shullman explained.
“Employers should strive to prevent these work “silos” that can decrease trust, creativity and innovation,” she said. Managers can start by identifying which work may be done remotely and which work is better accomplished in person.
“If an office is operating in a hybrid fashion, managers need to allow time for employee training on the best ways to work in that environment,” Shullman said. Online work is progressing, and employees need the opportunity to learn to use the tools it requires.
Working together — literally — to keep the office happy and healthy
Specific steps to make the workplace safer can reduce employees’ anxiety about returning to the office. Some of these measures have already become common in public places during the pandemic.
Office safety precautions may include COVID testing, ventilation improvements and policies for wearing properly fitting face masks in communal areas. Cleaning and disinfecting may be part of the safety plan.6 Psychologists also recommend that employers consider giving workers decision-making power over where, how, and when they work.7
When it comes to COVID-19 vaccines, employers can help by providing information about the vaccine and establishing supportive policies. Employers should share clear, complete, and accurate messages, promote confidence in the decision to get vaccinated, and engage employees in plans to address potential barriers to vaccination, according to the Centers for Disease Control and Prevention. Companies may want to consider hosting vaccination sites at the workplace or referring workers to clinics or pharmacies in the community.8
“If an employer requires COVID-19 vaccines and testing, company leaders should state expectations so there is no confusion among employees,” Shullman said. “That includes establishing deadlines for compliance and consequences for non-compliance.”
Larger employers may be required by law to implement a COVID-19 vaccination and testing program. The matter is being litigated in court. TheOccupational Safety and Health Administrationposts information on the latest developments.9
Mental preparation is just as important as the physical space
Ongoing uncertainty is a major factor in workers’ fears about returning to an in-person work environment. “People are on edge, and they are trying to create certainty,” Shullman said.
Managers can lead by example and set a tone that emphasizes concern for employee well-being. Keeping lines of communication open aids employees.7
Mental health support in the workplace has always been important. It’s essential in the constantly changing world with COVID.
Existing employee assistance programs can help workers who have problems or anxiety, including those who have concerns about getting the COVID-19 vaccine. “Assistance programs can give workers a private setting in which to talk through their fears,” Shullman said.
Employers must recognize that employees can’t simply leave their worries about the pandemic at home. “People come to work as complicated human beings,” she said.
Back to work in a protected space
Clear guidelines can promote safety and health at work and make the transition back to an office setting successful. Protection of both physical and mental health are vital to the process.
Starting before workers even return to an in-person setting and following through with training and support on the job will help employees thrive as they adjust to the ever-changing workplace.
Things to Consider:
Giving employees time to adjust to new office procedures before returning can ease the transition.
Workers need to get reacquainted with colleagues, who may have a new approach to their jobs since the pandemic.
Managers can lead by example and aid employees by keeping communication lines open.
This article was prepared by the American Heart Association (AHA). Transamerica is not affiliated with the AHA and does not control, guarantee or endorse the information. This information does not constitute the practice of medical advice, diagnosis or treatment. Always talk to your healthcare provider for diagnosis and treatment, including your specific medical needs. If you have or suspect that you have a medical problem or condition, please contact a qualified health care professional immediately. If you are in the United States and experiencing a medical emergency, call 911, or call for emergency medical help immediately.
Transamerica Resources, Inc. is an Aegon company and is affiliated with various companies which include, but are not limited to, insurance companies and broker dealers. Transamerica Resources, Inc. does not offer insurance products or securities. The information provided is for educational purposes only and should not be construed as insurance, securities, ERISA, tax, investment, legal, medical or financial advice or guidance. Please consult your personal independent professionals for answers to your specific questions.
