Attracting and retaining talent is often a top priority for HR departments. Given the effect the COVID-19 pandemic has had on the job market, one might imagine this task is easier than ever. Unfortunately, that’s far from the truth. There are many attraction and retention challenges amid COVID-19.
While there may be more candidates than usual, attracting quality talent and retaining top performers still remains a struggle, worsened by COVID-19 and its effects on the workplace.
This article shares some tips for attracting and retaining workers amid the COVID-19 pandemic.
Expand Hiring Pools
The COVID-19 pandemic has demonstrated how quickly teams can adapt, with some workplaces shifting entirely to telework. After months of remote-working success, many workplaces have said they will allow telework permanently even after the pandemic subsides. That’s because of the numerous advantages of remote work.
For one, these individuals won’t take up office space, saving room for others who need it. Additionally, this flexibility allows recruiters to expand hiring pools to anywhere with an internet connection. This can be a great benefit for employers that haven’t had luck finding quality talent near them.
Adapt the Workplace Layout
Amid the COVID-19 pandemic, many workers are concerned about their health and well-being while at work. By addressing these concerns, employers can bring peace of mind to employees and, in turn, attract workers who may have held reservations about their safety.
Employers can do this by adapting their workplaces to focus on worker health. This includes mandating social distancing, moving desks around, holding virtual meetings exclusively, allowing flex scheduling and offering telecommuting. At the end of the day, workplaces that demonstrate concern for employees will be the ones where individuals actually want to work. Conversely, if employees are forced to choose between their safety and their jobs, employers shouldn’t expect good retention.
Provide Meaningful Benefits
The pandemic has affected everyone in significant, yet unique, ways. While all employees may be struggling in some way, their situations aren’t the same. Employers can help lift up their workers by offering meaningful employee benefits.
Robust health care offerings may seem like an obvious one-size-fits-all solution, but sometimes voluntary benefits are actually what employees need. These include caregiving assistance, financial counseling, increased paid time off and other nontraditional perks. There are many low-cost options available and, better yet, employees can choose their benefits a la carte to meet their individual needs.
Support Well-being
Employees are going through a lot right now, and many are suffering from poor mental health. This includes feeling depressed, lonely, anxious or any other negative emotion—feelings that may be compounded if employees are working in isolation. And the fact that employees are holding onto negative feelings isn’t terribly surprising, given the devastating impacts of COVID-19.
Now is the time for employers to show employees and potential recruits that they’re willing to invest in their well-being. Potential options include comprehensive employee assistance programs, one-on-one counseling, therapy sessions and stress-reducing activities. Solutions don’t need to break the bank, either. Something as small as a weekly outdoor activity, virtual chitchat meeting or group excursion could be enough to lift employees out of their funk.
Look Internally for Talent
If an employer is struggling to fill an important role with an outside candidate, it could be that they’re looking in the wrong place. Many organizations are now focusing on upskilling current employees and retraining them for more important positions. This can be significant for a few reasons.
Firstly, outside candidates would need to be trained anyway, so upskilling a current employee wouldn’t be any more burdensome. Since they’re already familiar with the workplace and its operations, it may even be easier.
Secondly, many recruiting teams are expecting big slashes to their budgets in the wake of the COVID-19 pandemic. As such, shuffling around current employees could help save the bottom line.
Thirdly, promoting employees from within the organization shows that an employer is willing to invest in their career growth. This sentiment can go a long way in retaining top talent.
Attraction and Retention Challenges Conclusion
There are many creative ways employers can attract and retain quality workers. Amid the COVID-19 pandemic, even small gestures can go a long way to distinguish an organization from others in its industry.
Reach out today to learn more about these and other workplace strategies.
California’s Leader in Insurance and Risk Management
As one of the fastest-growing agencies in California, GDI Insurance Agency, Inc. is able to provide its clients with the latest and greatest of what the insurance industry has to offer and much, much more. The GDI team has developed an “insurance cost reduction” quoting plan, that provides you with the best coverage at the best rate!
We are headquartered in Turlock, CA, with locations across the heart of California’s Central Valley, Northern California and beyond to provide a local feel to the solutions and services we provide our clients. We pride ourselves on exceeding our client’s expectations in every interaction to make sure that our client’s know how much we value and appreciate their business.
Recruiting has never been simple, and the COVID-19 pandemic is complicating matters even more. In this rapidly changing landscape, employers need to adapt if they want to attract and retain quality talent. To better prepare for this task, here are 4 recruiting trends employers should monitor in 2021.
1. Looking Inward for Talent
Recruiting is a challenge at any time, but especially amid the COVID-19 pandemic. During this time, recruiters are suffering from many constraints, chief among them being slim budgets. In fact, 50% of talent professionals expect a smaller budget this year compared to last, according to a LinkedIn survey.
This reality is spurring recruiters to look internally for talent. Year over year, internal mobility has increased 20%, according to LinkedIn. And that’s not a huge surprise, given that upskilling and retraining workers can be more cost efficient than hiring from outside an organization. Employers can expect more recruiters to focus on transferrable skills over task-specific abilities in 2021.
2. Leveraging Technology
The COVID-19 pandemic forced many businesses to work remotely or shut down completely. Even as workplaces reopen, a significant portion will retain remote employees. And recruiters will likely be among them.
In fact, 81% of talent professionals say virtual recruiting will continue even after the pandemic, according to LinkedIn. Notably, 70% of those professionals say virtual recruiting will become the new standard. That’s not entirely shocking, since virtual communication is so commonplace and easily accessible. Employers should expect virtual recruiting to continue in some form and should consider adopting technology that can help expand their efforts.
3. Embracing Diversity
More diverse representation and greater equity were huge issues in 2020, sparking debates across the country. Employers have taken note and many large companies have pledged to do better. Among talent professionals, 77% say diversity will be “very important” to the future of recruiting, according to LinkedIn. That means employers can expect a more concerted effort to diversify workplaces. This may include reducing implicit bias among recruiters and managers and diversifying C-suite positions.
4. Leading by Example
In the same vein as diversification efforts, employers are expected to be more vocal on social issues. Instead of promoting their products on social media, many businesses are discussing how they support their workers and communities, particularly during the COVID-19 pandemic. This helps organizations control how candidates view them, which can affect recruiting efforts. The trend ramped up last year and will likely continue in 2021.
Employers can expect more candidates to look for empathy and clearly defined virtues from their potential workplaces. Promoting these qualities could mean the difference between someone accepting an interview or not. And that fact isn’t lost on employers. Over half of talent professionals (63%) expect employer branding budgets to increase or stay the same, according to LinkedIn. Employers should anticipate more organizations to increase efforts to show—rather than tell—what their companies represent, especially in relation to employee well-being and social issues.
Recruiting Trends in 2021
Recruiting likely won’t get easier in 2021 despite a dramatic increase in unemployment compared to last year. This is due to slim budgets, pandemic constraints and many other reasons. In light of these challenges, employers will need to get creative with their recruiting efforts. Luckily, there are some proven methods for doing just that.
Reach out for more workplace guidance, including attraction and retention tips.
California’s Leader in Insurance and Risk Management
As one of the fastest-growing agencies in California, GDI Insurance Agency, Inc. is able to provide its clients with the latest and greatest of what the insurance industry has to offer and much, much more. The GDI team has developed an “insurance cost reduction” quoting plan, that provides you with the best coverage at the best rate!
We are headquartered in Turlock, CA, with locations across the heart of California’s Central Valley, Northern California and beyond to provide a local feel to the solutions and services we provide our clients. We pride ourselves on exceeding our client’s expectations in every interaction to make sure that our client’s know how much we value and appreciate their business.
Contact us today 1-209-634-2929 for your comprehensive insurance quote!
HR departments are given more and more responsibility each year, oftentimes with budgets that don’t match. This means HR teams must constantly seek ways to innovate and stay on top of trends if they want to compete in the marketplace, particularly amid the COVID-19 pandemic. To that end, here are five HR trends to watch for in 2021. When reviewing them, employers should consider how their organizations may benefit by implementing similar strategies.
1. Employee Well-being
The COVID-19 pandemic drastically changed the perception of what qualifies as a “safe and healthy” work environment. A couple years ago, any business with a wellness program may have fit that definition. And, even then, a company lacking those qualities wasn’t always a deal breaker for some employees.
Now, “safe and healthy” means something much different. In 2021, expect an increased focus on more rounded employee well-being. Baseline efforts will include safeguards against COVID-19, but many employers will likely go beyond illness prevention.
Already, some organizations have transitioned to a more holistic well-being approach, and others will undoubtedly follow suit. These initiatives examine the larger picture and aim to help employees better themselves, even outside the workplace. Efforts include mental health programs, dependent care assistance and flexible scheduling. Focusing on these areas can lead to healthier, happier and more productive employees.
2. Greater Inclusivity
While much of last year was defined by the COVID-19 pandemic, a significant portion was also devoted to stemming racial inequity. Months-long protests forced a national conversation about diversity in the workplace and beyond. This prompted many businesses to make statements about committing to more diverse representation in their ranks.
While public statements and private company actions don’t always align, some workplaces are keeping good on their word. Notable efforts include consciously trying to diversify leadership, scrutinizing hiring processes to identify barriers to diversity and developing training to foster greater cultural and racial inclusivity. Employers can expect an uptick in these types of efforts in the new year.
Many businesses were forced to shut down or migrate to remote work during the pandemic. Now, even with a vaccine in sight, a large number of those employers will likely continue offering remote work opportunities. In fact, some tech giants like Twitter and Google have indicated workers may not be required to return to the office ever again.
This suggests remote work, at least part time, will remain for the foreseeable future. As such, employers should consider expanding their own remote opportunities, as applicable. This won’t be feasible in all situations, but it might be for some positions. Doing so will not only provide a safeguard against COVID-19, but it can also serve as a tantalizing recruitment perk. Moreover, remote positions give employers greater hiring flexibility, allowing them to expand talent pools to any area with an internet connection.
4. Increased Employee Monitoring
A natural counterpart to remote work is employee monitoring software. When a number of employees operate outside the workplace, employers sometimes need other ways to keep track of productivity. That’s where these tools come in.
Employee monitoring software is what it sounds like—software that tracks computer usage. Depending on the software, it might record and employee’s website traffic, app activity and time spent idle. Some solutions even give employers access to employees’ webcams.
While some of these monitoring capabilities may seem extreme, the demand for such tools has only increased amid the COVID-19 pandemic. That means employers with remote workers should consider whether monitoring software is right for them. Particularly, employers should weigh the need to manage workers against the consequences of infringing on employee privacy. In other words, a heavy hand in this area might actually breed more resentment than encourage productivity.
5. Reimagined Onboarding
Onboarding is yet another workplace facet that was disrupted by the COVID-19 pandemic. This critical process of hiring, training and welcoming new employees into an organization is one of the most important functions of HR. What was once a series of carefully outlined in-person meetings has now been upended.
Employers had to reimagine the onboarding process in 2020 and will likely continue adapting it in the new year. For many, this means transitioning to an entirely virtual onboarding process, while maintaining the same level of quality. Virtual onboarding may include remote meetings via webcams, online quizzes, video tutorials and other creative methods of educating new employees remotely. Even among employers that have reopened, developing these processes now will better position HR teams in the event of another COVID-19 wave and shutdowns.
Summary of HR Trends to Monitor in 2021
COVID-19 affected nearly every workplace function last year, and that influence will linger into 2021 and beyond. Entire functions are being reimagined and reevaluated. Employers will need to adapt quickly if they want to compete in this innovative landscape. Reach out for more guidance related to these and other workplace trends.
California’s Leader in Insurance and Risk Management
As one of the fastest-growing agencies in California, GDI Insurance Agency, Inc. is able to provide its clients with the latest and greatest of what the insurance industry has to offer and much, much more. The GDI team has developed an “insurance cost reduction” quoting plan, that provides you with the best coverage at the best rate!
We are headquartered in Turlock, CA, with locations across the heart of California’s Central Valley, Northern California and beyond to provide a local feel to the solutions and services we provide our clients. We pride ourselves on exceeding our client’s expectations in every interaction to make sure that our client’s know how much we value and appreciate their business.
Successful business is all about accountability. Each worker’s individual contributions build on one another and culminate into something greater, to the benefit of the company and its customers. Conversely, when some individuals struggle with their performance, the entire organization can suffer. These poor workplace performance among remote workers tips will help you recognize and deal with performance issues.
Unfortunately, addressing poor performance isn’t always easy. This is especially true amid the COVID-19 pandemic, as remote working often makes accountability more complicated. This article offers five tips to help employers manage poor performance in the workplace, even while everyone is working from home.
1. Address the Poor Workplace PerformanceProblem Quickly
The longer poor workplace performance goes unchecked, the more damage it causes. Strategies such as incidental counseling, frequent check-ins and 360-degree reviews can all be useful for identifying and curtailing poor performance early on. Even if the majority of the workforce is working remotely, it’s critical to budget ways to check in and monitor performance in an ongoing manner—particularly during the COVID-19 pandemic, when the margin between success and failure is razor thin.
2. Have Difficult Conversations
Difficult conversations aren’t easy for many people, managers included. In fact, nearly 20% of top executives struggle to hold others accountable, according to the Harvard Business Review. This is a problem, since issues left unaddressed will almost always worsen over time.
A poorly performing employee isn’t likely to improve if left to their own devices—employers need to have tough conversations. This doesn’t entail laying into the employee, however. Rather, employers need to thoughtfully explain where they’ve noticed performance lapses and work candidly with the employee toward improvement.
These conversations should be face-to-face (e.g., a video call) and cover the following:
Explicit examples of where the employee’s performance is waning
A clearly defined standard that the employee must meet to no longer be considered a poor performer
Probing questions to identify problem areas, such as:
What’s different now from when your performance was better?
What’s not working as well for you, be it a workflow issue, new work arrangement, co-worker relationship or something else?
For what and to whom are you accountable?
An agreed-upon goal and timeline for assessing improvement
The end goal of these conversations should be to correct the problem, not necessarily discipline the employee. For instance, an employer may discover through this process that a workflow is the main hinderance, not an individual.
In other words, migrating to a work-from-home arrangement can create unforeseen problems, which can resemble individual shortcomings. By having tough conversations, employers can figure out the truth and help work toward a solution.
3. Follow Up on Progress
Establishing performance improvement goals is only worthwhile if employees are held to them. A clear goal with measurable standards should’ve been established during the initial performance conversation with the employee. Employers should follow up about everything that was discussed during that meeting.
The length of time between the initial meeting and follow-up will vary by situation. For instance, if the main problem turned out to be workflow-related—rather than solely about performance—it may take longer to establish a fix, since that solution may necessitate input from many stakeholders. In other cases, such as when an employee is distracted by personal responsibilities, an employer may have quicker turnaround expectations and follow up sooner.
4. Keep a Detailed Record
Employers should document all performance-related issues from the onset. That means as soon as a manager notices dwindling performance, a paper trail should begin. In a remote setting, this would entail collecting emails, chat transcripts and other logs. Doing so will help guide performance improvement by cataloging specific examples for the employee to work on and identifying different time periods to compare performance against.
The record should also include meeting notes to document anything that’s discussed during performance meetings, including specific action steps and goals. Employers may consider recording video calls, with employee consent, to keep a more accurate record. Not only will this documentation help employers track performance improvement, it may also be necessary for justifying an employee’s termination if they do not improve.
5. Seek Additional Manager Training
Performance issues can often be corrected through swift action. But, if managers are unable to recognize or address poor performance with their direct reports, problems will only continue. Managers may have different blind spots in this regard. Some may not track performance closely enough, while others may speculate as to the cause of the poor performance without actually addressing it.
That’s why manager training is so important. Managers should be able to spot when performance is declining and have the resolve to address those situations with employees. This is the only method for getting to the root cause and improving the circumstances. It’s not prudent to expect employees to bring up their limited performance on their own.
Speak with GDI Insurance Agency, Inc. for more workplace guidance, including additional best practices for managers.
California’s Leader in Insurance and Risk Management
As one of the fastest growing agencies in California, GDI Insurance Agency, Inc. is able to provide its clients with the latest and greatest of what the insurance industry has to offer and much, much more. The GDI team has developed an “insurance cost reduction” quoting plan, that provides you with the best coverage at the best rate!
We are headquartered in Turlock, CA, with locations across the heart of California’s Central Valley, Northern California and beyond to provide a local feel to the solutions and services we provide our clients. We pride ourselves on exceeding our client’s expectations in every interaction to make sure that our client’s know how much we value and appreciate their business.
California Sexual Harassment Prevention Training FAQ
SB 1343 requires that all employers of 5 or more employees provide 1 hour of California sexual harassment prevention training and abusive conduct prevention training to non-managerial employees and 2 hours of sexual harassment and abusive conduct prevention training to managerial employees once every two years. Existing law requires the training to include harassment based on gender identity, gender expression, and sexual orientation and to include practical examples of such harassment and to be provided by trainers or educators with knowledge and expertise in those areas. The bill also requires the Department to produce and post both training courses to its website, which employers may utilize instead of hiring a trainer.
An employer is required to train its California-based employees so long as it employs 5 or more employees anywhere, even if they do not work at the same location and even if not all of them work or reside in California.
Under the DFEH’s regulations, the definition of “employee” for training purposes includes full-time, part-time, and temporary employees, unpaid interns, unpaid volunteers, and persons providing services pursuant to a contract (independent contractors) Click the below toolkit for additional tools, including a sample sexual harassment and abusive conduct prevention training:
NEW UPDATE: By what date must employees be trained?
All employees must now receive training by January 1, 20211. Employers of 50 or more employees have an existing and ongoing obligation to train new supervisory employees within six months of assuming their supervisory position. Beginning January 1, 2021, new supervisory employees in workplaces of 5 or more employees must be trained within six months of assuming their supervisory position, and new nonsupervisory employees must be trained within six months of hire. Employees must be retrained once every two years.
NEW UPDATE: What if the employees are seasonal, temporary or otherwise work for less than six months?
Employers are required to provide training within 30 calendar days after the hire date or within 100 hours worked, whichever occurs first, beginning January 1, 20212. Employers are not required to train employees who are employed for fewer than 30 calendar days and work for fewer than 100 hours.
In the case of a temporary employee employed by a temporary services employer, as defined in Section 201.3 of the Labor Code, to perform services for clients, the training shall be provided by the temporary services employer, not the client
NEW UPDATE: When will the Department of Fair Employment and Housing’s online training courses be available?
SB 1343 requires that DFEH make online training courses available on the prevention of sexual harassment and abusive conduct in the workplace. DFEH expects to have all trainings available by July 30, 2020. In the interim period, DFEH is offering a SEXUAL HARASSMENT AND ABUSIVE CONDUCT PREVENTION TOOLKIT, including a sample sexual harassment and abusive conduct prevention training. Employers may use the training in conjunction with an eligible trainer to provide sexual harassment and abusive conduct prevention training.
SB 778 signed by Governor Newsom on 8/30/19 amended existing law to change deadline of harassment training until 1/1/2021.
2SB 530 signed by Governor Newsom on 10/10/19 amended existing law to change deadline to 1/1/2021 for seasonal and temporary worker harassment training compliance.
SEXUAL HARASSMENT PREVENTION TRAINING FAQ
Do employers need to train independent contractors, volunteers, and unpaid interns?
No, it is not required that employers train independent contractors, volunteers, and unpaid interns. However, in determining whether an employer meets the threshold of having 5 employees and being subject to the harassment prevention training requirement, independent contractors, volunteers, and unpaid interns must be counted. For example, if an employer has 2 full time employees and 6 unpaid interns, the employer would meet the training threshold requirement and would need to ensure the two full time employees receive training only.
What if a supervisor or non-supervisory employee has received the training in compliance with 12950.1 within the prior two years either from a current, a prior or alternate, or a joint employer? Do they have to retake the training again?
No. Supervisors do not need to retake the training. But their new, alternate or joint employer must give them the employer’s anti-harassment policy, require them to read it, and require them to acknowledge receipt of it. This must happen within six months of the supervisor assuming their new supervisory position (or within six months of the creation of a new business or the expansion of a business that was previously not required to provide training). However, the current employer is responsible for ensuring that all supervisors have fulfilled the training requirement contained in 12950.1, which may require verifying compliance from the prior, alternate, or joint employer.
For non-supervisory employees who received harassment prevention training in compliance with 12950.1 from another employer within the prior two years, they must be required to read and to acknowledge receipt of the current employer’s anti-harassment policy. Again, the current employer will be responsible for ensuring that all non-supervisory staff have fulfilled the training requirement contained in 12950.1, which may require verifying compliance from the prior, alternate, or joint employer.
Does DFEH have a list of approved outside training providers, or can DFEH recommend or approve an outside training provider for my company to use?
DFEH does not approve training providers. DFEH cannot offer recommendations or approvals for other training providers.
I believe I may be eligible to become a trainer; how can I verify this?
There is currently no certification requirement for qualified trainers, and DFEH is unable to provide guidance as to whether one meets the qualifications of a trainer. If you believe you meet the requirements found in 2 CCR 11024, you may choose to offer your services as a trainer.
Does a trainer who is also an employee need to receive California sexual harassment prevention training in order for their employer to be compliant?
No. An individual who is a qualified training provider according to the regulations (and who does provide the training) does not need to participate in a separate sexual harassment prevention training for their employer to be in compliance with the training requirements.
What documentation is required for those who have completed the training?
The law requires employers to keep documentation of the training it has provided its employees for a minimum of two years, including but not limited to the names of the supervisory employees trained, the date of training, the sign-in sheet, a copy of all certificates of attendance or completion issued, the type of training, a copy of all written or recorded materials that comprise the training, and the name of the training provider. Examples of tracking individual compliance include a certificate and/or a sign-in sheet that includes a verification that trainees completed the training. Documentation of the training should not be sent to DFEH but should be kept on the employer’s premises.
If I have employees located outside of California, are they required to be trained?
No. While employees located inside and outside of California are counted in determining whether employers are covered under the Act, employees located outside of California are not themselves required to be trained.
What is meant by “effective interactive training”?
Effective interactive training can include any of the following:
Classroom training that is in-person, trainer-instruction, whose content is created by a trainer and provided to a supervisor by a trainer, in a setting removed from the supervisor’s daily duties.
E-learning that is individualized, interactive, computer-based training created by a trainer and an instructional designer that includes a link or directions on how to contact a trainer who shall be available to answer questions and to provide guidance within two business days after the question is asked.
The trainer shall maintain all written questions received, and all written responses or guidance provided, for a period of two years after the date of the response.
Webinar training that’s an internet-based seminar whose content is created and taught by a trainer and transmitted over the internet or intranet in realtime.
Other “effective interactive training” and education includes the use of audio, video or computer technology in conjunction with classroom, webinar and/or e-learning training.
If an employer utilizes a webinar as their effective interactive California Sexual Harassment Prevention training, can the training be watched in a large group at the same time?
Yes, but it is up to the employer to comply with the documentation procedures, including the following:
• An employer utilizing a webinar for its supervisors or non-supervisory employees must document and demonstrate that each supervisor and non-supervisory employee who was not physically present in the same room as the trainer nonetheless attended the entire training and actively participated with the training’s interactive content, discussion questions, hypothetical scenarios, polls, quizzes or tests, and activities.
• The webinar must provide an opportunity for all employees to ask questions, to have them answered and otherwise to seek guidance and assistance.
• For a period of two years after the date of the webinar, the employer shall maintain a copy of the webinar, all written materials used by the trainer and all written questions submitted during the webinar, and document all written responses or guidance the trainer provided during the webinar.
In addition to the California Sexual Harassment Prevention training (and corresponding process and procedures), is there anything else required?
Yes, every employer must post a poster developed by the Department regarding TRANSGENDER RIGHTS and SEXUAL HARASSMENT in a prominent and accessible location in the workplace.
Does the employer have to pay for sexual harassment and abusive conduct prevention training? Does the employer have to provide paid time for such training?
California law specifies that, “An employer…. shall provide” sexual harassment and abusive conduct prevention training. Gov. Code 12950.1(a)-(b). The Department is authorized to seek a court order that “the employer” has not complied with this requirement. Gov. Code 12950.1(f). This language makes clear that it is the employer’s – not the employee’s – responsibility to provide the required training, including any costs that may be incurred. This language also makes clear that employees may not be required to take such training during their personal time; the training must be “provided” by the employer as part of an individual’s employment.
California’s Leader in Insurance and Risk Management
As one of the fastest growing agencies in California, GDI Insurance Agency, Inc. is able to provide its clients with the latest and greatest of what the insurance industry has to offer and much, much more. The GDI team has developed an “insurance cost reduction” quoting plan, that provides you with the best coverage at the best rate!
We are headquartered in Turlock, CA, with locations across the heart of California’s Central Valley, Northern California and beyond to provide a local feel to the solutions and services we provide our clients. We pride ourselves on exceeding our client’s expectations in every interaction to make sure that our client’s know how much we value and appreciate their business.
Contact us today 1-209-634-2929 for your comprehensive business insurance quote!
How Social Distancing is Impacting Workplace Culture
As the coronavirus pandemic continues to evolve, one guideline that is likely to last beyond this year is social distancing. Employers have a responsibility to keep employees healthy and safe, and that duty is informing their return-to-work strategies. For instance, some organizations are keeping employees at home to work remotely for the foreseeable future. Other organizations are reconfiguring office layouts to lower capacity and considering safety measures like temperature checks and staggered shifts. Social distancing is impacting workplace culture, read the tips below to help keep your workplace culture strong.
No matter what an organization decides, its initiatives should be true to the company’s mission and values. As employers deliberate on new policies or procedures in response to the pandemic, it’s important to consider how those efforts might impact company culture and vice versa.
A strong workplace culture doesn’t need an actual office to thrive. True culture is based on the values that unify the workplace and employees, regardless of physical location. The pandemic continues to prove this true for many organizations that have moved the workday online.
Staying Socially Connected
Social connectivity encourages camaraderie. Humans are social creatures who crave interaction. According to a PricewaterhouseCoopers survey, the number one reason employees go into the office is to collaborate with other team members.
Given this, it’s not likely for employees to immediately feel included in the workplace culture when they’re virtually working miles apart or forced to physically avoid co-workers.
So, how can employers support and cultivate collaboration in today’s socially distant workplace? Regardless of whether employees are working in the office or working from home, here are some ways to enhance workplace culture and connectivity amid social distancing:
Embrace flexibility and ensure employees know their health and safety are top priorities. Continue to adapt, support employees and keep the lines of communication open.
Facilitate collaboration by investing in resources such as video conferencing technology, project management tools and collaborative workspaces. The goal is to make it as easy to communicate as it was prior to the pandemic, ultimately improving employee productivity.
Encourage video calls for teams or departments to regularly check in with each other. Start with once a week and increase if needed or desired by the group. Video will help employees feel connected by seeing their co-workers on a screen. The discussion doesn’t need to be project-related, but can be more of a check-in to see how people are doing—especially if they are working remotely and balancing other responsibilities.
Schedule virtual social gatherings for employees to enjoy a cup of coffee, their lunch or a happy hour together. Keep these informal to preserve an organization’s sense of fun.
Consider altering annual company events so they can still happen. Employees often look forward to companywide events, so it’s important to consider how to host them in a safe and engaging way.
Other Considerations for Social Distancing and Workplace Culture
Organizations can design a workplace that encourages social distancing, but it must be paired with consistent policy enforcement. It’s impossible to control the actions of every employee who walks through the door or to expect desk layouts to fundamentally change people’s behavior.
As the pandemic continues, some Americans are reporting pandemic fatigue. That may lead to employees—consciously or unconsciously—disregarding workplace policies and acting less cautiously than they were at the pandemic’s onset. As a result, morale could be impacted if employees feel uncomfortable with co-workers’ behaviors in the workplace.
Today’s workplace will continue to evolve just as the pandemic does. To learn more, contact GDI Insurance Agency, Inc. today.
California’s Leader in Insurance and Risk Management
As one of the fastest growing agencies in California, GDI Insurance Agency, Inc. is able to provide its clients with the latest and greatest of what the insurance industry has to offer and much, much more. The GDI team has developed an “insurance cost reduction” quoting plan, that provides you with the best coverage at the best rate!
We are headquartered in Turlock, CA, with locations across the heart of California’s Central Valley, Northern California and beyond to provide a local feel to the solutions and services we provide our clients. We pride ourselves on exceeding our client’s expectations in every interaction to make sure that our client’s know how much we value and appreciate their business.
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