Building the right return-to-work framework

The new normal is sneaking in slowly into the professional workplace. The workforce has been dispersed, organizations are learning and adapting quickly to the best practices to manage and support its employees in the midst of the not-so-friendly COVID-19. This is a difficult time for everyone, both employers and employees are somewhat anxious. Though most organizations are in the recovery process of getting its employees back to the physical work environment, it is highly anticipated that the old ways of working in the pre-COVID era would not be the case in the post-COVID.

In a recent survey conducted for about 120 respondents, results showed that only 15 percent of employees still prefer to come back to the office post-COVID, with 55 percent also preferring to have a hybrid style of work. What is your organization doing in preparing for post-COVID?

Regardless of how long COVID-19 remains a threat, organizations globally, are considering the right return-to-work framework to ensure a strong and consistent business continuity.

Before setting out on the re-visitation of work, a cautious idea to the inquiries beneath ought not to be forgotten about, as on these two drape the wellbeing of employees and the congruity of the business.

• Are your employees emotionally and psychologically fit to return to work?
• Are your employees aware of the working safety protocols in the office or workplace?

Managers can expect that pressure and emotional well-being impacts of COVID-19 might be drawn out or postponed. Every individual will encounter the pressure and injury of the COVID-19 pandemic in an unexpected way. Some may not give indications of or experience emotional well-being trouble for quite a long time. This implies managers should construct both short-and long haul reactions to these psychological wellness contemplations, and guarantee emotional well-being keeps on being organized after the quick re-visitation of the work environment situations.

Employers have a unique ability and responsibility to manage their relationship with benefit providers, such as Employee Assistance Programs (EAPs) and health insurance plans to ensure workers have access to the help and support they need. Human Resources teams and supervisors can help make this difference a reality. National Safety Council.

Decisions to open, close and reopen workplaces and to suspend or scale down work activities should be made on the basis of a thorough risk assessment. This will also identify preventive measures that need to be taken, help to establish emergency preparedness procedures, and identify other actions to implement the recommendations of national authorities. Actions to prevent and mitigate COVID-19 in the workplace should be implemented together with measures to address other occupational safety and health risks. Due care should be taken to avoid implementing measures to prevent virus exposure that create new sources of risk.

Effective and coordinated communication are essential to inform employers, workers and the larger community about policy guidance for the return to work. Both employers and workers need to know the established requirements for the resumption of operations and return to work. Some workplaces, such as micro and small businesses, may need assistance in putting the recommended measures into practice. The coordinating or responsible authorities should provide regular and easy to understand information and support services on workplace safety and health measures, including on risk management and emergency preparedness. ILO, A safe and healthy return to work during the COVID-19 pandemic