Covid 19 - Strategizing Our Way Back to the New Normal
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The document outlines a strategic plan for companies to transition back to normal operations post-COVID-19 while ensuring employee safety and flexibility. Key components include appraising employee needs, implementing health measures, and adapting workspace arrangements to minimize risk. It also emphasizes the need for continuous communication, assessment, and potential shifts towards remote work and flexible workforces in the future.
Covid 19 - Strategizing Our Way Back to the New Normal
- 1. COVID-19 Strategizing Our Way Back to the New Normal Rotem Kazir - Head of People
- 2. 1. When & How to Exit? 2. Preparations Workforce Office Prevention Measures 1. Whats Next? Global Disruption Open Questions Tools AGENDA
- 3. When & How to Exit? 01
- 4. Exit Strategy Goal: Returning to company routine while keeping our employees and work environment safe and healthy Accommodate family and personal needs Provide a flexible framework so employees can identify the best options for their situation and adapt over time Key to success: Agility. Constant adjustment and iteration while maintaining our end goal.
- 5. Is it really necessary? Considerations Employee Factors Risk group: Age and clinical background Kids needing attention at home Public transportation dependency Commute Proper work environment at home Hygiene sensitivity and special needs Personal preference Company Factors Risk of contagion Assessing cost of staying at home: Productivity loss Business impact Psychological impact Assessing arrangements to comply with the Purple Tag: Office spacing Prevention of gathering
- 7. Appoint a Corona Officer, and gather a team of thinking partners. Determine which employees are interested in coming to the office, and in what capacity. People over the age of 60 should refrain from entering the office. If the # does not allow compliance with govt directives, split emps to two shifts which will alternate daily or twice a day, or spread across different floors. External visitors: It is recommended to refrain from having external visitors in the office as much as possible. If a must: Limit the number of participants to the minimum possible and meeting room size limitations. Internal meetings: Hold online meetings as much as possible. In-office meetings will be limited to 2 persons in a up to 20m room, if larger than more, up to 8 persons max, while keeping the 2m distance. Workforce preparations (assuming a voluntary in-office policy)
- 8. Office Preparations Employees will check body temperature before entering the office and sign a health statement (physical or Google Forms). The company will provide face masks, sanitizers, gloves. Wearing face masks while in the office is mandatory, unless the employee is alone in the room, or has partitions. Office cleaning and sanitizing will be enhanced during and after work hours. Seating arrangement: Spacing workstations 2m apart across the office and between floors, installing partitions, spreading people across the office according to shifts. Avoid using rooms with no windows. Keep windows open as much as possible.
- 9. Cushman & Wakefields 6 ft Office
- 10. No-installation partitions at Here Mobility
- 11. Prevention of gathering The cafeteria won't be allowed to have more than 2-3 people at the same time (per cafeteria size). Employees will eat lunch at their desks or in open areas, maintaining a 2m distance. Refraining from food sharing and passing of equipment between employees. Using disposable dishes. Complete isolation of working teams (within shifts). If needed, create your own company-backed shared transportation for employees who have trouble getting to the office (if essential).
- 12. More Prevention Measures Couriers and delivery personnel should leave packages at the door, only a designated person can sign for them. Employees will be required to use masks and gloves when using coffee machines and other public equipment. Elevators will ride up to 1-2 people, according to size. People will have many questions - make sure you constantly communicate expectations and are responsive :) Use Reminder stickers!
- 14. Whats Next? 03
- 15. Global Disruption - The World of Work Will Never Be the Same Working from home becomes the new normal The death of open space? Possibly less demand for office space? Organizations will ditch the notion of having a big office and revert back to a small-town model of working in cluster offices with more remote work. Skills over Geography - Remote hiring of technical talent will become the norm, making our tech talent pool more diverse, and our businesses and economy stronger
- 16. Blurring of the line between personal life and work life, an always-on mentality - For employee-friendly companies, evening hours will ultimately revert to family or personal time Higher preference for virtual meetings: Virtual meetings likely to increase, remote work no exception Impact on employment situation: Potential shift toward more flexible and 'shared' workforce - Freelancers, consultants, contractors
- 17. Open questions Under these conditions, will people even want to come back to work? Can we force people to come to the office? People who are more stressed, key employees, etc. How will the hybrid model work? How can we get better at it? Adopting remote work in the long term - Y/N? What criteria to use? What have we learned about ourselves? About the company culture? What have we learned about our managers and employees? Have the decisions we made stood the test of our values? ? ? ? ? ? ? ?
- 18. Tools to help answer those questions Organizational survey - anonymous or not, learn how people feel, and where you need to improve Round tables Zooms - Gather first hand information in groups, to make people feel theyre not alone. 1:1s with as many employees as possible, to get the stuff you can only get on a 1:1. Periodic review (monthly?) of lessons learned from past weeks of remote work, takeaways and new goals. First only Corona Team and leadership, and then to the whole company.
- 19. In times of great uncertainty, the most critical skill is to be able to adapt as conditions change. This is a kind of ambidexterity: focusing on surviving in the current moment while you also build toward thriving in a future that will look different. To get there, successful leaders are creating and holding space in organizations for people to be generative, despite the challenging and stressful environment. Sarah Stein Greenberg, executive director of the Stanford d.school
- 20. Helpful resources 廨廢廝廡廨 廬廬廬廣廩廩廨 廨廩廣廬廬廛廩廣廬廨廩廬廣廖廡廬 23.04.2020 廬廬廬廣廩廩廨 廨廩廨廡廬廣 廢廡廬 " 廬廖 " ? 廡廨 , 廩廨廣 " https://www.fastcompany.com/90486053/all-the-things-covid-19-will-change-forever-according-to-30-top- experts?utm_source=pocket&utm_medium=email&utm_campaign=pockethits https://hbr.org/2020/04/how-to-keep-your-team-motivated-remotely?ab=hero-main-text Remember: It might help to see what other companies are doing and learn from them, however every company is different, and your job is to identify what is right for YOUR company.
Editor's Notes
- #10: Cushman & Wakefield has helped 10,000 organizations in China move nearly one million people back to work
- #14: Morphisec
- #16: The pandemic has resulted in what is effectively the largest WFH experiment ever conducted in human history. COVID-19 has fast-forwarded the future of work by as much as a decade, as telecommuting and Zoom meetings with kids screaming in the background became a standard practice overnight. we have now experienced a work-life integration which will change our perspectives and expectations of how we work in the future, The COVID-19 experience will build our courage to adopt new patterns to fix antiquated processes.