10 Steps to a Return-to-Work Preparedness Plan

Across the country, states are easing coronavirus-related restrictions, and now hosts of new workplace issues are emerging – along with the over-arching question of what the work environment will look like as businesses strive to protect the health of employees and customers. For several weeks, non-essential businesses and their employees have ridden out the “stay at home” mandates, but the next phase may not be so temporary. The path forward is uncharted and made even more challenging as the reopening guidance, which varies by state, evolves almost daily. Businesses need a return-to-work plan.

While many organizations have successfully equipped employees to work remotely during the COVID-19 pandemic, numerous others are unable to conduct business in a virtual atmosphere. They cannot provide their products or services through a remote work model. And to make matters worse, the economic crash has resulted in a devastating loss of customers. 

10 Steps to a Return-to-Work Preparedness Plan

Adapt to Reach “New Normal”

Edging back into a functioning physical work environment may feel like walking a tightrope: relying on a confidence that feels threatened; advancing with cautious, considered moves; and finding and maintaining a center of gravity because organizations are vulnerable to the unexpected.

The overwhelming considerations business face to protect the health of their employees and customers are strategic and tactical:

  • Leadership challenges
  • Re-engaging a potentially fragile workforce
  • Modifying workplace practices and the work environment to safeguard employees, customers and vendors 

Now is a good time to borrow and adapt strategies from the manufacturing industry’s playbook, where safety in the workplace has been front and center since the Occupational Health & Safety Administration (OSHA) was established in 1971.

With so much to consider, it’s important to take a structured approach to prepare a return to a business as (nowhere near) usual environment. Social distancing, virtual meetings, protective equipment and the need to avoid travel must be incorporated in the workplace.

Re-engaging employees is crucial: they need to feel motivated, valued and productive. But first things first: one of the basic needs that humans share is a need for safety and security. It’s unlikely that employees will feel motivated, valued and productive if they don’t feel safe. Now is the time to manage and mitigate the risk.

The best approach is a measured one, customized to accommodate the varying levels of health risk being faced and implementing practices that achieve a balance between acceptable levels of business performance and acceptable levels of relative risk.

Return-to-Work Plan: 10 Steps

It’s time to take action. Beyond requirements at the state level, every organization should have a preparedness plan based on an assessment of physical and operational risks specific to their organization – and in many cases, the plan will need to be customized to specific types of employees.

1. Create a committee of key stakeholders to ensure that there will be a dedicated focus to implementing and managing a safe space and safe practices. In addition to a committee head, include employees from all functional areas of the organization: operations/production, administration, and line staff. 

2. Identify external technical resources to assist with technical issues and risk management. In small organizations, or in organizations where staff is at capacity, engage third-party resources who can help. These could include human resources consultants, safety consultants, and legal experts.

3. Develop and document a communication plan which focuses on educating the workforce and regularly reporting results and critical issues. Consider the “Stop Start Continue” approach:

  • What do we need to start doing immediately? 
  • What do we need to stop doing? 
  • What current practices will continue to work well and how can we sustain them? 

This will be an iterative process, and its value hinges upon monitoring, reporting, learning from near misses and being agile enough to recalibrate as needed.

4. Understand the legal requirements specific to employment law, and be aware of what may not be required but may work well in your organization.

5. Assess the infrastructure to make sure that communications and technology platforms will meet increased demands.

6. Reconfigure workspaces or practices to keep employees at a safe physical distance from each other. If you have an open workspace, it may be difficult to keep employees six feet apart. Cubicle walls of an appropriate height can solve this problem. Evaluate operational ways of reducing the likelihood of exposure: staggering work shifts, downsizing operations to allow for appropriate social distancing, etc.

7. Identify potential sources of COVID-19 that employees may be exposed to through the nature of their work and also the current risk factors in the local community. The plan should clearly address your approach to minimizing the risk.

8. Determine the risk that travelers from other cities, states or countries have on your employees.

9. Implement precautions for employees with individual risk factors due to age, chronic medical conditions or other health issues that place them at risk; as well as for employees who have immediate family members who are at risk.

10. Establish strategies for conducting business with a reduced workforce due to staffing cuts and/or unexpected absenteeism (cross-training and skill development, leveraging digital learning where possible).

Assess Coronavirus Risk

An employer may have varying levels of risk to the novel coronavirus, based upon different types of jobs performed, geographic locations and the current physical work environment. Lower levels of coronavirus risk include jobs that have minimal occupational contact with other workers or the general public. 

Jobs in the medium health risk category typically require frequent and/or close contact with people who may have been infected but are not known or suspected patients. This could include frequent contact with the general public and/or frequent contact with travelers.

Jobs with high or very high potential for Coronavirus exposure include those delivering general healthcare, medical or mortuary services, and those performing specific types of medical and lab procedures.

Note that each state where you have business locations may have differing requirements. The matrix below illustrates a high-level overview of considerations applicable to all organizations, the potential health risk by job setting; and outlines important factors to consider before resuming operations.

Considerations

Job SettingRisk LevelAdministrativeWorkplace PracticesWorkplace Environment
AllVaries 
  • Document policies for reducing risk of exposure
  • Implement a communications plan
  • Train employees on new practices
  • Minimize contact among workers
    (remote working where practical, virtual meeting, restricted travel)
  • Provide hand sanitizers, tissues, no-touch trash bins; supplies for disinfecting workspaces
  • Post hand washing signs and instructions
  • Improve ventilation
  • Install high efficiency air filters
  • Ensure work environment is cleaned and sanitized

Specific Considerations

Job SettingRisk LevelAdministrativeWorkplace PracticesWorkplace Environment
Healthcare / MedicalVery High to High
  • Enhance monitoring of employees
  • Job-specific training
  • Make counseling available
  • PPE appropriate for the job (gloves, gown, shield, mask respirator)
  • Specialized ventilation
  • Isolation rooms where needed
Community Setting (general public schools, high density work places)Medium
  • Communicate availability of medical screening
  • Keep customers and vendors informed of safety practices
  • PPE appropriate to the risk level and job setting (mask, gloves)
  • Physical barriers where appropriate
    (drive through service for customers; shields/sneeze guards)
Production EnvironmentMedium
  • Consider staggering shifts
  • Modify staffing levels to maintain safe distancing
  • PPE appropriate to the risk level and job setting
  • Where appropriate, limit customers and the public’s access to the worksite
  • Physical barriers where appropriate
Field Service (non-medical, non-community setting)Medium to Low
  • Keep customers and vendors informed of safety practices
  • Determine if work can be performed during times where less interpersonal contact is likely
  • Use a face mask if required
  • Continue to use PPE that would normally be used for the job
 
Sales (outside / field sales)Medium to Low
  • Work remotely when possible
  • Conduct virtual meetings
  • Use a face mask if required
 
OfficeLow
  • Keep customers and vendors informed of safety practices
  • Ensure workspaces allow for appropriate distancing
  • Continue to allow staff to work remotely when feasible
  • Allow scheduling of hours that will reduce number of employees on site
  • Use a face mask if required
  • Where appropriate, limit customers and the public’s access to the worksite
  • Install physical barriers (cubicle walls) where appropriate distancing is not possible

Guide Employees through Change

These are monumental changes that pose logistical, financial, operational and cultural challenges. They require the formation – and consistent reinforcement – of different approaches and new habits and behaviors. Leadership and communication are more critical now than before the COVID-19 pandemic, as many employees will feel vulnerable for quite some time. 

Making changes to the physical environment and to workplace practices is part of the solution, organizations must also re-engage employees through sustained communication, a willingness by leadership and employees to adapt to these changes, and resources to ensure that employees know that their well-being is the first order of business.

For more information on return-to-work readiness, contact Sandy Turba at Sandy.Turba@findley.com or 216.875.1937 or Dan Simovic at dan.simovic@findley.com or 216.875.1917

Published May 18, 2020

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Managing your Sales Incentive Plans through a Global Crisis

The COVID-19 pandemic continues to severely impact the global economy as the world stays locked down. Countries are continuing to mandate quarantines and social distancing practices to contain the pandemic. The impact and magnitude of this crisis on the economy has created great uncertainty. A question many companies are struggling with today is how to handle their sales force, especially since the majority of these employees earn their living through incentives and commissions.

It is important to recognize that although we are weathering the same storm, not everyone is in the same boat. Sales team members who rely on face-to-face interaction and extensive travel had their world flipped upside down as it came to a startling halt. The ability to foster relationships, generate new leads, and demo products is limited to phone, emails, and video chats.  Other sales team members are falling into windfall situations selling products in high demand industries, such as sanitizers, cleaning equipment, and personal protection equipment. Both circumstances can cause the sales incentive plans to deliver pay at levels that were not planned and require a review of plan designs.

Manage your Sales Incentive Plans through a Global Crisis

Assets and Business Strategy

Before diving into revamping a sales incentive plan, it’s important to first think about the overall business strategy. How has the crisis impacted your company and is it time to re-pivot the strategy? In addition, it is important to check-in on the most important assets of any company, its people. Below are questions to consider:

  • How has demand for our products changed?
  • Do you have a pulse on your talent?
  • Is the company providing the right tools and technology to maximize employee potential?
  • Are we structured properly support the “new” environment?
  • How has the crisis impacted employees mentally?
  • Are channels of communication open and transparent?

Sales Incentive Plans

Once you review the business strategy and determined the “new normal”, it would then be an appropriate time to redesign or tweak the sales plan to ensure that it continues to align with the overall strategy. It is clear that in more cases than not, sales forces are taking financial hits. According to recently published surveys, it is expected that over 70% of companies expect COVID-19 to negatively impact on sellers’ pay by at least 5%. Companies need to determine how they want to intervene and adjust their employee’s potential earnings.

Some key avenues to explore are:

  • Paying draws to make sales employees “whole” or “partially whole” so they do not suffer from a financial hardship;
  • Using historical performance measures and results rather than current year sales;
  • Reducing quotas based on a revised business outlook;
  • Enhancing rewards through team goals rather than an individual focus;
  • Adding sales performance incentive funds (“SPIFs”) where possible;
  • Addressing windfall or bluebird situations, where the terms and provisions of incentive plans do not adequately reflect the possibility of unusual situations, such as the COVID19 pandemic, that may result in excessive and unwarranted payments due to sales team members;
  • Ensuring high performers have the opportunity to earn previous pay levels and provide retention elements into their pay mix as they may be poached by competitors; and
  • Pausing a sales plan completely and allow for discretionary payments based on business development activities.

We are living in a world where there is more uncertainty than ever, but we must hope that there is a turn around the corner. When the economy starts to come back, companies who are proactive at retaining their sales talent will come out of this stronger and on top.

Questions or need help evaluating your organization’s sales incentive plan options? Please contact Jen Givens or Tom Hurley by filling out the contact form below.

Published May 15, 2020

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Rethinking Human Capital Workforce Planning Post Pandemic

While business continuity is important, a company’s most vital resource is its people – and the right employees can carry an organization through difficult times. Even through the challenges wrought by the COVID-19 pandemic. But a business model only works if the right employees are executing the plan. Companies that have succeeded for decades, continually prevailing through recessions and economic hardships, have done so through workforce planning processes.

In this first half of 2020, the world has drastically changed for both companies and their employees. The U.S. economy went from record employment levels, record profits and the stock market reaching an all-time high to record unemployment levels and losses of sales and profits for nearly all companies. Organizations are looking forward to getting back to a level of normalcy as soon as possible. Any rebound to normalcy will be determined by how each company’s resources, specifically human resources, are deployed. 

Rethinking Human Capital Workforce Planning Post Pandemic

Workforce Planning Key to Recovery

As discussed in our previous article about Recalibrating Human Capital Strategy, workforce planning will be a critical area of concentration for businesses as employees return to work. However, workforce planning at this time likely will be different than in past periods of economic downturn as the current focus of the activity will be short-term. A return to normalcy is the name of the game and an effective short-term plan is critical to meet business needs. To use a sports analogy, businesses need to be prepared to immediately field the right players and put them in the right positions when the game action starts back up.

While there will be significant variation by industry segment and business type, most companies will grapple with radically changed market conditions. The biggest reality is that organizations will be adjusting their budgets to lower revenue expectations. That financial reality impacts previous assumptions related to, but not limited to, hiring, merit increases and retention. These factors will require a review of the organizational structure, roles, responsibilities, talent depth and projected talent gaps.

In addition, some market segments will recover at different intervals than others and companies need to react accordingly to this reality. Employees also need to adjust and take on different responsibilities during this period. The work world will certainly be different than before the COVID-19 pandemic.

Six Steps to Workforce Planning During Crisis

In order to weather the storm, organizations need to focus, more than ever, on retaining key talent and effectively filling open positions with the appropriate skill sets. Managing these areas significantly affects the company’s ability to return to the right levels of productivity and profitability. To ensure that an organization is prepared in the near term, leadership must implement a rigorous short-term workforce planning process.  

Every organization should address these six steps to workforce planning in a crisis:

1. Define the Strategy

  • Identify and prioritize the most critical needs
  • Prepare for potential future crisis, defining core team and role needs

2. Determine Interim Staffing Levels

  • Determine which roles and positions will not be refilled

3. Adapt Your Organization Structure

  • Redefine roles and reassign individuals to provide coverage until full staffing is achieved

4. Develop an Interim Talent Management and Acquisition Approach

  • Identify key talent depth, gaps and needs
  • Develop an aggressive recruiting strategy to address talent gaps
  • Dedicate resources to cross train employees to provide coverage where resources are short

5. Prioritize Employee Development

  • Manage frequent talent reviews to assess staffing levels and skills capability
  • Train supervisory and management team on the new realities of deploying their work teams

6. Communicate

  • Communicate workforce plan to all key stakeholders, including any changes made post-pandemic

Establish a Formal Process

While many companies utilize some aspects of this approach, it is essential that this effort becomes a formal process that is rigorously managed for the foreseeable future. Decisions and assumptions need to be documented and, most importantly, effectively communicated to all stakeholders. New thoughts and ideas on how to best deploy employees will need to be considered and implemented.

Workforce planning is key to businesses returning to normalcy. Organizations of all sizes need to devote an appropriate amount of time to this subject. As a new normal begins, a workforce planning initiative should be coupled with the other three critical areas we have identified. They include compensation/rewards strategy, employee communications/branding, and effectively managing/leading in a time of crisis. Focusing on these areas will determine how quickly and successfully businesses can rebound from the COVID-19 pandemic.

For more information about Workforce Planning strategies, contact Dan Simovic at dan.simovic@findley.com or 216.875.1917, or Sandy Turba at Sandy.Turba@findley.com or 216.875.1937

Published May 6, 2020

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Four Keys to Recalibrating Human Capital Strategy

The impact of the COVID-19 pandemic continues to unfold, changing our approach to personal and work life now and likely for the remainder of 2020. The unexpected economic challenges brought on by the coronavirus pandemic have prompted companies to assess their financial forecasts and adjust as best they can. Beyond making appropriate financial adjustments, every organization should rethink their human capital strategy. And, they should do it now. Below are the four most critical areas of focus during these uncertain economic times.

Human Capital Strategic Planning

More than ever, every company needs to assess their short-term and long-term plans for retaining key employees and maintaining the necessary talent base to weather the crisis. This human capital assessment should be a formal structured activity that is consistently monitored and reported on until the business climate returns to a level of normalcy. Absent a strong human capital plan, companies will emerge from the crisis weaker than their competitors.

Four keys to recalibrating Human Capital Strategy

Leading From a Distance

During uncertain economic climates, like this Coronavirus Economy, leadership and management skills differentiate the winners and losers in businesses of all sizes and in all industries. At the heart of this challenge is how adept managers are at maintaining relationships with their employees. Do they know how to rigorously maintain communications, focus their employees, build trust and hope with a team that they may not physically interface with?  For many leaders, this is a new test of management skills. Driving employee engagement is now more demanding than ever before.

Compensation and Total Rewards

In the past decade, base compensation grew very modestly in most industries while incentive compensation became a significant portion of total target compensation. In addition, there has been an emphasis on total rewards beyond compensation, especially for the millennial workforce. Given the likelihood that most organizations will not be able to pay bonuses, it is critical that companies establish a new approach for rewarding workers and staying competitive in the marketplace. On top of that, health and welfare costs remain a central point of discussion at most organizations. At the onset, the pandemic’s economic impact shows new strategies for compensation and total rewards need to be addressed and implemented.

Employer Communications and Branding

Human capital decisions made during the COVID-19 pandemic will influence the employer’s brand in the future. Employees will remain loyal and support the organization as much as possible if the company is doing its utmost to take care of them. How the company communicates at all levels – from executives to salaried and hourly employees – is at the heart of employer branding. Everyone needs a transparent and consistent message, even if the news is not positive. Employees must be a top concern.

So, while these four human capital areas may seem elementary, a company’s key success will be how it tackles the unique strategic needs during this Coronavirus Economy. It is certain that new human capital strategies will need to be established in order to prevail through the current storm.

While this article is a call to action, in the upcoming weeks, Findley’s experts will offer best practices within these four core human capital areas during this time of economic uncertainty.

How has the economic downturn impacted compensation? Find out what additional strategies you can adopt, and your current options are for compensation and total rewards in the article below.

Article: Adapting Compensation Strategy in an Economic Crisis

For more information about recalibrating your human capital strategy, contact Dan Simovic at dan.simovic@findley.com or 216.875.1917, or Sandy Turba at Sandy.Turba@findley.com or 216.875.1937

Published April 30, 2020

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