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Once the message has been given that the office is safe and the workers can return to work, they will likely find a completely different environment.
As office-based work becomes more common, executives in HR, facilities, and real estate plan for the future.
In just a few short weeks. It is a daunting task to get hundreds, or even thousands, of workers back to healthy workplaces. This includes the physical space, the trepidations and Health of workers, new sanitation requirements, and healthy work practices. All this while the economy is struggling (87% of organizations surveyed reported moderate to high COVID-19's impact on their financial performance in 2020 -- Mercer COVID-19 live results). The COVID-19 workplace design teams must balance the logistics of phasing out office workers to implement healthy workplace practices that are financially sustainable and business continuity.
What are the key factors executives and HR professionals need to consider to ensure a "healthy return" to work?
Post-COVID-19, seven ways your work environment will change
1 Remote work is at a critical tipping point -- remote workers should expect to be 20% full-time
Most organizations that employ knowledge workers were forced to allow their employees to work remotely (WFH) when the infection rates rose in March 2020. Mercer research shows that 67% of companies have implemented WFH policies at work. These policies were either implemented company-wide or in the areas or departments most affected in April and March by COVID-19 (Mercer COVID-19 Survey, April 2020).
Many current WFH employees are excited to return to the office. However, large numbers of workers may prefer to work from home part-time or full-time in the future. With flexible work available for all, organizations can now ask why anyone should go to the office? What work is required to be completed in the office? What staff are required to be present?
Mercer research shows that more than 70% of companies will consider remote and flexible work a priority for their workforce in the next three- to six months (2020, Mercer CoVID-19 Survey live results). Only 8% report that their company will require employees to return to everyday facility work environments once social distancing rules have been lifted. Are your leaders aware of the percentage of employees willing to stay at WFH, and how many would prefer to work full-time in the office?
Are you familiar with the roles and staff required? These are essential metrics that HR leaders must know to create a "return experience" that is effective and efficient. Research by Mercer and consulting experiences have shown that between 20-30% and 30% of WFH workers in your organization have demonstrated a willingness and ability to work remotely. What does this mean for workspace planning and real-estate space requirements? This is the right time to prepare for this possible paradigm shift and your office space needs.
2 Reduced footprint and office space for corporate offices
Many companies will reconsider the need for ample corporate space, with real estate, facilities, and occupancy costs accounting for a substantial portion of their corporate budget.
Global Workplace Analytics estimates that an average employer can save $11,000 per employee annually for each person who works remotely 50% of the time and $10,000 per year.
Per worker per annum in real estate costs. Remote work can offset the need for reduced workstations to support business social distancing. Organizations may reconsider their requirements for corporate office space, given the potential for financial losses and the possibility of a recession, as well as leaders who may have less realized fears about managing remote workers.
3 All will be separated to avoid interdependence -- the first indicator will be phased re-entry
Organizations will plan to re-enter the office in phases according to government recommendations. This will be paired with functional criteria or roles and possible health risks. Essential staff will have priority. Interim Guidance has been issued by the US Centers for Disease Control (CDC), which is intended to help employers and businesses plan for and respond to COVID-19. This report includes US labor law and health considerations. (Review Mercer's article, Yes, You Should and Can Ask Employees About COVID-19 Exposure to learn more about legal, employment, and return-to-work considerations for COVID-19.
Everything else should be planned to be staggered, too. This includes work hours, weekly or daily shifts, workspaces (staggered, checkerboard, or traditional design), lunches, cleaning changes, and elevator usage. More than half of global employers plan to shake employees' return to work to facilitate greater social distancing. This is done by splitting them into shifts according to specific criteria (e.g., A-M and Z work on different days).
Increase in communications with HR and executive employees.
Fears of being sick or having their loved ones get sick can make employees anxious. They also worry about the future and direction of their company and their industry.
Organizations will require clear plans to communicate their intentions.
Who, what, when, and where to find phased return-to-work strategies and workplace practices that will help people navigate new layouts and new rules.
It is at work. Managers can conduct check-ins with WFH employees to determine whether they prefer to work at home or in the office. Communicate safety and government regulations, including reporting protocols and health screenings. Communication must be two-way and transparent.
There will be pressure for the remaining offices to become technology-enabled as the central hub or brain of distributed businesses. To sustain workers in collaboration teams worldwide, more applications will be required to support remote and distributed work. There may be significant increases in usage of social recognition technologies and organizational network analysis that track performance, networks, and engagement. Intelligent technologies that increase cyber risk in distributed networks will see increased usage. There may be applications and physical scanners that monitor Health, sanitization, and social distancing.
More organizations could join the healthy building movement. Shortly, interest in WELL, FitWell, and LEED certifications may rise dramatically. For Health, a Harvard research site on sustainable and healthy buildings provides more information. Chan School of Public Health.
Companies may also increase their disaster preparedness and contingency plans. Organizations may be under pressure from investors, shareholders, employees, customers, and employees. They need to enable data-driven decision-making that is unified when responding to changing circumstances requires quick pivoting.
Conclusion
No one could have predicted that the work environment would change in 2020 with many knowledge workers working remotely. COVID-19 could be remembered as the catalyst that drove organizations to embrace globally distributed working. The way corporate leaders see their total long-term need for corporate office space and the resulting real estate footprints and capacity will change. Other fundamental changes can be made to individual workspace design, essential operations, the organization's network, team structure, and the technology required for managing new ways of working.
This report focuses on the office environment, but all organizations will need to make significant design changes to improve the health and productivity of their workers. Many of the suggestions in this article can be applied to different work environments.
Sources:
https://www.mckinsey.com/featured-insights/future-of-work/the-future-of-work-after-covid-19
https://www.gartner.com/smarterwithgartner/9-future-of-work-trends-post-covid-19