{"id":3097,"date":"2021-04-11T22:39:25","date_gmt":"2021-04-11T19:39:25","guid":{"rendered":"https:\/\/multilingua.edu.gr\/2021\/04\/11\/how-covid-19-experiences-will-reshape-the-workplace\/"},"modified":"2022-09-07T16:45:25","modified_gmt":"2022-09-07T13:45:25","slug":"how-covid-19-experiences-will-reshape-the-workplace","status":"publish","type":"post","link":"https:\/\/multilingua.edu.gr\/en\/2021\/04\/11\/how-covid-19-experiences-will-reshape-the-workplace\/","title":{"rendered":"How COVID-19 experiences will reshape the workplace"},"content":{"rendered":"

Scholars say shutdowns and remote work yielded insights for employers<\/span><\/p>\n

View all of The Coronavirus Update<\/strong><\/span><\/p>\n

Now that COVID-19 vaccines are finally here, employers have begun looking ahead to an eventual full return to the workplace in the coming months. But even though their offices may look exactly as they did last spring when most white-collar organizations shifted to remote operations, they will find that things will be very different, say\u00a0Harvard Business School\u00a0(HBS) faculty who study the work world.<\/span><\/p>\n

The pandemic has sped up macro trends in consumer behavior, business management, and hiring. That, along with insights gained by months of adjustments to work roles, schedules, routines, and priorities, have prompted employers and employees to reconsider many default assumptions about what they do along with how and why they do it.<\/span><\/p>\n

The changes will vary by field and employer, but experts predict flexibility and safety will be top priorities that could bring, for instance, a rethinking of the five-day work week and the way employees earn and spend vacation time. Also, the power dynamics between employers and employees will shift as each reappraise the other\u2019s roles in light of what they learned during the pandemic. And organizations will likely give more attention to employees\u2019 mental health care, getting a closer look at the daily personal pressures their staffs face.<\/span><\/p>\n

\u201cIt\u2019s the Next Normal we\u2019re headed to, not \u2018back to normal,\u2019 and that, for a lot of companies, is going to feature changes in work practices, changes in employee expectations of their employer, and companies learning from this duress about what they can do to be more effective and efficient and attractive employers,\u201d said\u00a0Joseph B. Fuller, professor of management practice and co-founder of\u00a0Managing the Future of Work project\u00a0at HBS.<\/span><\/p>\n

One of the first challenges businesses face will be the question of whether to ask, or even insist, that employees be vaccinated before coming back to work. For a variety of reasons, not everyone will agree to do so, leaving employers to struggle with how to protect their other employees, customers, and clients, while not violating civil rights laws.<\/span><\/p>\n

One year into the pandemic, the Occupational Safety and Health Administration (OSHA), the federal regulatory agency that oversees private sector workplace safety in all 50 states, had not established national COVID safety standards under President Trump, leaving individual companies and industries, like meatpacking, to set their own protocols and policies.<\/span><\/p>\n

\u201cIt\u2019s bananas to entrust our public health decisions to disaggregated, atomized employers making their own decisions about what\u2019s good enough and what\u2019s not,\u201d said\u00a0Terri Ellen Gerstein, director of the State and Local Enforcement Project at Harvard Law School\u2019s\u00a0Labor and Worklife Program. \u201cWith OSHA abdicating its responsibility, that\u2019s been happening in too many places.\u201d<\/span><\/p>\n

\u201cIt\u2019s the Next Normal we\u2019re headed to, not \u2018back to normal …\u201d said Joseph B. Fuller, co-founder of Managing the Future of Work project at Harvard Business School.<\/span><\/p>\n

President Joseph R. Biden Jr. signed an executive order Jan. 21 directing OSHA to issue revised COVID-19 safety guidance for businesses within the next two weeks. The order also calls for the agency to consider setting emergency temporary COVID safety standards, including whether masks should be required in workplaces, by March 15; a top-to-bottom review of OSHA enforcement efforts, which worker advocates, including Gerstein, have called lax; and begin focused enforcement on firms engaging in large-scale violations. The order did not, however, address the issue of whether workers could be required by employers to receive vaccinations before returning to their workplaces.<\/span><\/p>\n

Employers should \u201cabsolutely recommend\u201d employees get vaccinated, if that\u2019s their goal, but not demand they do so, advises\u00a0Ashley V. Whillans, a behavioral psychologist at HBS who recently surveyed 44,000 remote workers in 44 U.S. states and 88 countries to study how the pandemic is affecting workplace attitudes and behaviors.<\/span><\/p>\n

\u201cMake it an opt-out policy but have a formal process for opting out that doesn\u2019t involve having to email your boss or talk to a specific manager in the office. We\u2019ve shown in other contexts that having formal policies that don\u2019t involve speaking to another person who\u2019s directly responsible for your compensation can help employees feel confident in making decisions that are more aligned with their personal values and less likely to make decisions based\u201d on how others may perceive them, she said.<\/span><\/p>\n

\u201cI think the workplace issues in our country so often are dealt with in this zero-sum way, where worker interests are seen as adversarial to business interests,\u201d said Gerstein. \u201cAnd this is really a situation where everyone has to make sure that people are safe at work.\u201d<\/span><\/p>\n

That\u2019s just the beginning. The pandemic has jolted the foundation of a workplace model that had been relatively unchanged since the late 1920s: employees traveling from home to a workplace five days a week, between 9 a.m. and 5 p.m., to complete their obligations.<\/span><\/p>\n

Since March, employers have had time to reassess which jobs and employees are truly essential to the success of their business, while workers have been able to reconsider the daily demands their jobs place on their lives, such as travel, commuting, or following rigid work day schedules, and whether they\u2019re still willing to tolerate them, said Fuller, who also co-chairs the Project on Workforce with Harvard Kennedy School and Harvard Graduate School of Education faculty.<\/span><\/p>\n

That\u2019s led to once less-common trends like workplace flexibility, \u201cwork from anywhere,\u201d and virtual meetings becoming more mainstream. With broader acceptance, Fuller expects many knowledge-based industries will move to a four-day work week, cut back significantly on travel for internal activities like training and sales meetings, and do away with vacation policies tied to an employee\u2019s years of service. Instead, workers could take as much time off as they wish provided their work is done, an approach first embraced by Silicon Valley firms.<\/span><\/p>\n

In the coming months, employers will need to provide more support to employees than ever before, said Ashley V. Whillans, a behavioral psychologist at Harvard Business School.<\/span><\/p>\n

It has also disrupted the balance of power at work. Where employers used to set the terms of employment \u2014 where, when, and how the work gets done \u2014 Fuller said the question of \u201cwho decides\u201d is now much more up for grabs.<\/span><\/p>\n

Organizations that offer employees the ability to work flexible workday schedules, to choose when and how they come into the office, and that have adopted increased COVID safety precautions score highest with their own workers, Whillans said her COVID survey data shows. So as employers prepare to reopen, they would be wise to maintain and emphasize work flexibility and safety regulations and allow staff to come back to the workplace at their own discretion.<\/span><\/p>\n

\u201cOrganizations need to clearly communicate with employees their expectations for employee engagement, how often they assume that employees need to come in, and if there are any changes to office policies, like lunches or common spaces not being available, they should clearly communicate this as a safety precaution,\u201d said Whillans. Too often, firms \u201cunder-communicate\u201d out of fear of how messages will be received, when research shows that conveying as much information as possible, being almost \u201coverly transparent,\u201d helps businesses win trust.<\/span><\/p>\n

One effect of the pandemic that will persist long after businesses reopen is employees\u2019 mental health, Whillans and Fuller say.<\/span><\/p>\n

The virus\u2019 physical, social, and economic impacts have not been felt equally, which has led to \u201csignificant\u201d mental health strains, including increased anxiety and depression, on people at every level within organizations and across industries. Even those who did not become sick or laid off report worries about their own health and that of loved ones, the possibility of losing income, or just the constant uncertainty over when, or if, their lives will return to normal, said Whillans.<\/span><\/p>\n

\u201cThis is really a situation where everyone has to make sure that people are safe at work.\u201d<\/span><\/p>\n

\u2014 Terri Ellen Gerstein, Harvard Law School<\/span><\/p>\n

\u201cWe are observing high levels of burnout and stress,\u201d even among workers who still appear to be high functioning, said Whillans. With the current economic recession, employees are \u201cdisincentivized to speak openly and honestly about their stress and frustration\u201d out of fear, or they cope by minimizing its effect with comparisons with others who seem to be worse off.<\/span><\/p>\n

\u201cWorkplaces don\u2019t have a good grasp on the depths of the stress that employees are experiencing,\u201d she said.<\/span><\/p>\n

Fuller said many business leaders got a \u201creal wake-up call\u201d about the ubiquity of mental health issues among employees during this work-from-home period, especially the stress and depression caused by the pandemic, and \u201cit\u2019s been sobering\u201d for them to see firsthand how acute the effects can be. It\u2019s also given many a better understanding of the daily complexities their staff members must navigate, like caring for young children or elderly parents, just to be able to get to the office and be productive. \u201cIt\u2019s caused them to have to reflect on the totality of their workers\u2019 life experience,\u201d he added.<\/span><\/p>\n

In the coming months, employers will need to provide more support to employees than ever before, either in the form of temporary relief, job sharing, or other incentives, in order to help them deal with the increased stress they\u2019ve been experiencing, said Whillans.<\/span><\/p>\n

How COVID turned a spotlight on weak worker rights<\/span><\/p>\n

Block and Sachs point to flaws in the social safety net, an indifferent OSHA, and a system that favors employers over employees<\/span><\/p>\n

\u201cOrganizations are likely to miss thinking about well-being as one of the decision-making factors that goes into whether they open and how they open,\u201d she said. \u201cI would really underscore the importance of organizations not overlooking employees\u2019 health and safety concerns because burnt-out employees are going to be less productive and more likely to quit.\u201d<\/span><\/p>\n

Virtually every business has discovered new things, both good and bad, about themselves over the last 10 months, but the smartest ones will have used the time to also ask new and different questions of themselves, said Fuller.<\/span><\/p>\n

\u201cThey should use their learning from this period to ask themselves questions like: What have I learned about what allows people to be productive and have a better quality of work life? And, should I be revisiting the way we do things around here based on that? What have I learned about communicating with my workforce? And what do I want to make sure we continue to do because [the] practice that we developed in this crisis is better than what we were doing?\u201d<\/span><\/p>\n

 <\/p>\n

Source:<\/strong> https:\/\/news.harvard.edu\/gazette\/<\/a><\/p>\n

 <\/p>\n","protected":false},"excerpt":{"rendered":"

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