Individuals, economies, and health care systems around the globe have been anxiously waiting for a COVID-19 vaccine. Fortunately, news from the vaccine developers is promising, and most reliable medical professionals agree that a vaccine will become widely available in the foreseeable future.
As exciting as this news is, employers might find themselves scrambling for answers if they are not prepared to handle the logistics and legality of providing the vaccine to their employees.
In this post, we’ll cover some key considerations for employers related to the COVID-19 vaccine:
What governmental guidance has been (or will be) provided
Legal and safety considerations
Sorting out logistics of vaccine administration
Guidance has been issued by the Equal Employment Opportunity Commission (EEOC) and the Occupational Safety and Health Administration (OSHA) in the past, although it hasn’t specifically addressed a COVID-19 vaccine. However, employers can still find value in this guidance.
In some cases, employers can require that their employees get vaccines. According to OSHA, employers can require that employees be vaccinated for influenza. However, employers must properly inform employees of “the benefits of vaccinations.” Further, OSHA states that employees can refuse to get a vaccination due to a reasonable belief that they have an underlying health condition that creates a real danger of serious illness or death.
It has not yet been determined if this same precedent will apply to a COVID-19 vaccine, but employers will want to keep an eye on this as more OSHA guidance is released.
The EEOC is more commonly known for enforcing the Americans with Disabilities Act (ADA) and Title VII of the Civil Rights Act of 1964 (Title VII). However, the EEOC has also issued guidance regarding vaccines in the employment context. In March of 2020 around the time that COVID-19 started being widely spread in the United States, the EEOC addressed whether employers covered by the ADA and Title VII can compel employees to receive the influenza vaccine. In this guidance, it was acknowledged that there was not a COVID-19 vaccine yet and more information would be needed before specific guidance could be provided.
However, the EEOC explained that an employee may be entitled to an exemption from an employer’s vaccine requirement based on a preexisting disability that prevents the employee from taking the vaccine. This would be considered a reasonable accommodation, and the employer would be required to grant the accommodation. If an employer believes that this causes undue hardship, they can dispute the exemption. According to the ADA, undue hardship can be defined as an action requiring significant difficulty or expense when considered in light of factors such as an employer’s size, financial resources, and the nature and structure of its operation. However, you should always consult with legal counsel before taking this route.
Under Title VII, the EEOC also states that employees with sincerely held religious beliefs may be entitled to an exemption from a mandatory vaccination, which is considered a reasonable accommodation, unless it creates an undue hardship for the employer. Title VII defines undue hardship as a “request that results in more than a de minimis cost to the operation of the employer’s business.” It’s important to note that this is a much lower standard than under the ADA.
As a general rule of thumb, employers should do their best to encourage vaccination rather than mandating it. There are clear risks associated by mandating employees to receive any vaccine
Safety and Legal Concerns
Employers will be challenged to find the balance between determining how much risk to accept by allowing employees to not get vaccinated, and how much risk to accept by mandating the vaccine despite the exceptions that employees may try to claim. Allowing employees to go without the vaccine poses a safety burden to their coworkers. Trying to mandate a vaccine to employees who may claim a religious or health exemption carries the risk of lawsuits if not handled properly.
When trying to find this balance, employers will need to decide whether there are other precautions that can be put into place to protect employees, which may include social distancing protocols, requiring employees to wear masks at work, and leveraging telecommuting arrangements
If you as an employer decide to mandate employees to get a COVID-19 vaccine, you will need to be prepared for the challenge of determining if exemptions to that mandate are legitimate under ADA or Title VII. Of course, this should not be done without the advice of your legal counsel. Be prepared to make these decisions on a case-by-case basis.
You need to consider the possibility that legal claims may arise if an employee has an adverse reaction to the COVID-19 vaccine. Have a plan in place for this possibility before any employees receive the vaccine.
Sorting Out the Logistics of Vaccine Administration
Whether you decide to mandate that your employees get a COVID-19 vaccine or simply encourage them to do so, you’ll need to ask yourself the following questions:
Will you hold on-site vaccination clinics? If so, where will you set up? What will the hours be? Who will administer the vaccines? What costs are associated with these decisions?
Assuming that multiple versions of the COVID-19 vaccine will be available, which one will be used? Who will ultimately make that decision?
Who will pay for the vaccine? Will it be covered by your company’s health plan?
Will the company require or cover the costs of vaccination for the employee’s family?
How long after the vaccine becomes available must employees receive the vaccine, if vaccination is mandated? This will be impacted based on vaccine availability.
Employers must navigate the inherent legal risks and logistics of mandating or encouraging employees to receive the COVID-19 vaccine. Some key considerations include:
Understanding that the government allows vaccine mandates in certain circumstances, but also allows certain religious or health exemptions.
Employers will need to weigh the pros and cons of vaccine mandates and the risks involved.
The logistics of vaccine administration should be determined long before you implement a vaccination. Because it’s been stated that a vaccine will be available within the next several months, employers should start making these plans now.
We hope that this guidance has been helpful for you. As is the case with any complex health mandate for your employees, always have a qualified attorney review your plan to implement or encourage the COVID-19 vaccine to your employees.
As the COVID-19 situation continues to wear on, every school district in the country has been forced to make difficult decisions, many of which can easily be perceived as “lose-lose” due to the complexity of the ever-changing COVID regulations. Remote learning is certainly not ideal as it can force parents to stay home from work, and in-person learning comes with the obvious risks of exposing children and teachers to the virus.
Employers are caught in the middle of this issue as they try to understand the Families First Coronavirus Response Act (FFCRA or Act) and how it applies to their employees with school age children at home.
This post is designed to provide some guidance to the millions of employers who now face the dilemma of how to best approach this situation.
In this post, we’ll cover:
What things CAN you do to better understand the situation that your employees find themselves in.
What things you must NOT do while trying to make leave decisions because they violate the FFCRA or other regulations.
Things to consider as you weigh the pros and cons of certain FFCRA-related decisions.
Green Light: Things You CAN Do
If you are an employer or HR administrator who is tasked with making FFCRA leave decisions for employees whose children are starting the school year, the first thing you need to do is understand the specific situation of each employee who submits an FFCRA leave request. Fortunately, there are some questions that you are allowed to ask and other pieces of information you are allowed to request from your employee:
You are allowed to ask how old the employee’s child or children are. If the child or children are age 15 or older, you can and should require that the employee provide a statement or affirmation that there are special circumstances that cause the older child to need their care. If the employee is unable to make such a statement or affirmation, then you can deny their FFCRA leave if the children are over 15.
You are allowed to request from your employee the name of their child or children’s school, place of care, or caregiver that is closed or unavailable due to COVID-19. In the case of a closed school, you can contact the school district to confirm plans that the school has made, whether it’s in-person learning, remote learning, or a hybrid option. Remember, FFCRA leave is not available for the parents of a child whose school is open for in-person attendance. If the child is home not because his or her school is closed, but because the parent has chosen for the child to remain home, the parent is not entitled to FFCRA paid leave.
Some employees may ask about the possibility of bringing their children to the office with them. Depending on the nature of your workplace, this is a possibility that you may want to consider. However, you should consult with an attorney or trusted insurance broker that is familiar with the kind of licensing and insurance that would be required to do this.
Most importantly, try to keep an open channel of communication with your employees. If your employees can see that you are there to support them, they will be much more willing to discuss compromise and alternatives such as only requesting a few hours off each day in the morning or afternoon. Alternatives like this can still allow your employees to get significant work done – which can make a world of difference during these uncertain economic times.
Red Light: Things YOU CANNOT Do
Now let’s talk about the things you must NOT do while considering FFCRA leave decisions for your employees:
You cannot ask an employee to look for different childcare if their usual provider is unavailable. An employee is entitled to leave if the child’s usual care provider is unavailable due to COVID-19 — they are under no obligation to look for alternatives, and any attempt on your part to require that would be an illegal interference with their right to leave.
You cannot request FFCRA documentation from an employee until after the first workday of FFCRA leave.
If an employee with children over the age of 15 provides a statement explaining that there are special circumstances that cause the older child to need their care, you are not allowed to dig any deeper into the situation.
Independent sleuthing to verify what an employee tells you is not a good idea. Never do anything that might infringe upon your employees’ right to privacy.
Yellow Light: Weighing the Pros and Cons of FFCRA Leave Decisions
When making decisions about approving or denying employee FFCRA requests, always be sure to weight the pros and cons of your decisions.
In some instances, you may be tempted to terminate an employee if they are unable to work and do not qualify for FFCRA leave. Assuming that no other leave laws apply, termination may be an option. However, you may want to instead consider offering the employee an unpaid personal leave of absence or revisiting whether a flexible or part-time work schedule would be better than losing the employee entirely. Recruiting, hiring, and training are all expensive undertakings, so if there’s a way to keep an employee around — even if they need some time off — that is likely better for your bottom line.
Making the determination that a leave request is fraudulent is another situation in which you’ll want to spend considerable time thinking about your next steps. If you feel like you have enough evidence to believe a leave request is fraudulent, you have the option to deny it. However, there is significant risk in denying a request for FFCRA leave if an employee has provided the appropriate documentation. Further, you don’t want to discipline an employee who was acting in good faith and simply misunderstood the leave rules.
There are still many gray areas related to the FFCRA. The Department of Labor will be releasing more guidance in the coming days and weeks. Be sure to stop by our blog regularly as we will make future posts that highlight the most important things that employers need to know about the FFCRA.
However, there are things that you CAN do and things that you CANNOT do related to the FFCRA as we’ve discussed in this post.
You CAN ask certain questions to ensure that your employees qualify for FFCRA leave.
You CANNOT ask an employee to look for different childcare if their usual provider is unavailable. And never do anything that violates an employee’s privacy.
As is the case in many aspects of managing your business, take time to weigh the pros and cons of FFCRA decisions. While you may be tempted to try to fight an employee leave request, consider the long-term costs and benefits of doing so.
Many businesses are preparing to transition to return to work in a continuously COVID-impacted world. Many states are starting to loosen COVID-19 related restrictions and open back up, and others are sure to follow suit.
Whether you already have a start-date in mind or do not know when it will be safe to bring employees back into the workplace, it is important to develop a return to work plan now to prepare your business for the inevitable reopening.
To help our clients and our community get back to work safely and effectively, Launchways held a comprehensive webinar on May 15, “Everything You Need to Know to Build a Return to Work Plan”. Our panel included experts in commercial real estate, human resources, executive management, and labor laws. They spoke for over an hour, addressing a staggering range of topics that employers will need to address to get back to work.
Luckily, we recorded the webinar and it is available to stream on-demand. We’ll share the link at the end of the article, but in the meantime, let’s take a look at each topic that our panelists addressed to get you started down the path to business as usual during the new normal.
Meet the Panel
Each of our panelists brought decades of valuable industry experience to the presentation. We were extremely lucky to field such an experienced panel, which included:
Bill Sheehy, Executive Vice President, CBRE: Bill is an experienced Executive Vice President at CBRE with a demonstrated history of being a top producing broker for almost two decades. Bill specializes in helping his clients through acquisitions, dispositions, lease negotiations, and more.
Heather Bailey, Partner and COVID-19 Task Force Member at SmithAmundsen’s: Heather Bailey is a partner in SmithAmundsen’s Labor & Employment Practice Group. For 18 years, Heather has concentrated her practice in employment and labor counseling and litigation, including discrimination and trade secret/non-compete lawsuits, FLSA class actions, labor negotiations and arbitrations, affirmative action, OFCCP/DOL audits and FINRA issues. She counsels on day-to-day operations, human resources, and management decisions regarding employees, practices, and policies.
Jim Taylor, Founder and President, Launchways: Jim is the CEO and Founder of Launchways. At Launchways, Jim focuses on bridging the gap between Finance and HR. He helps Finance leaders take a data-driven approach to Human Resources and Employee Benefits, allowing them to have more productive relationships with their HR team members. Jim is passionate about helping fast-growing businesses approach the people side of their business strategically.
Building a Return to Work Plan
Create a Cross-Functioning Steering Committee
The first step in building your return to work plan is to assemble your team. That means putting together a cross-functioning steering committee headed by a program lead who will engage the individual players and keep the ball rolling. While the whole leadership team needs to be involved in the decision-making process, giving one member ownership over the project will help keep your efforts focused and productive.
Next, get everyone involved in your organization: business leadership, finance, HR, IT, operations, and management. Not only will their voices be useful in developing an effective plan, but you will need their involvement to implement that plan.
Finally, engage your key partners including your corporate real estate partner, third-party providers for any outsource functions, as well as HR and benefits partners. Your property manager or building owner is a very most important partner to engage in your planning process as facility readiness is a key part of the reopening process.
Once you have everyone at the table, it’s time to put together your plan.
Before you bring your team members back into the workplace, you have to make sure that it is a safe environment free of the risk of infection. Jim and Bill explored how you can get your facilities ready for your team to return to work.
Your facility readiness responsibilities begin as soon as your employees walk through the front door. Work with your commercial real estate partner to establish shared policies for common areas of your building including elevators and entrances to the building and your offices. Elevators are going to be a particular pain point that you will have to figure out before opening.
Next, assess the cleaning requirements for different spaces in your office. Some may need more, or different, attention than others. Consider which areas are high-traffic or high-touch. These areas may need daytime cleaning, which you will have to work into your budget.
Finally, establish a space configuration plan that meets enterprise distancing standards. This plan should include:
Conference room policies
Gathering space policies (break rooms, kitchens, etc)
Access and traffic flow policies
Allowing Employees to Return to Work
After the space is ready to receive them, it’s time to start bringing employees back into the workplace. As part of your Return to Work Plan, you will need to determine who will come back into work and when. This depends partially on the state’s phase of reopening as well as federal guidelines.
When establishing this plan, employers need to differentiate between essential and non-essential workers, particularly when it comes to in-person work at a non-essential business. For example, in Illinois, non-essential businesses are required to maintain a remote work policy for everyone except for “Minimum Basic Operations” staff. You should also consider protective measures for those at higher risk, including telework and tasks that minimize contact.
Heather also explored the legal issues around requiring employees to return to work. The short version is that businesses that have been authorized to reopen and are implementing proper safety precautions can require their employees to return to the workplace. She also reminded employers that employees who choose not to risk losing their unemployment benefits. If employers are struggling with employees resisting returning to work rather than collecting unemployment, they can report those employees to the unemployment office. However, you must maintain a safe workplace to assert these rights.
That is why it is important to train your employees on proper distancing, cleaning, and safety best practices. You must also provide employees who will not be able to maintain 6-foot distancing with appropriate PPE, at your cost. And be ready to make accommodations for individual employees or customers who will not or cannot use PPE because of a disability or religious belief. There may not be a reasonable accommodation that you can make but you have to go through the process to protect your legal interests.
Heather also explored additional concerns including transportation and childcare. While employers are not responsible for employee’s transportation to and from work, they should do what they can to minimize the risk and assuage fears through proper education and scheduling. Employers also need to be prepared to respond to requests for remote work or time off to take care of children, including extending remote work or offering flexible scheduling or a leave of absence. Bearing in mind that employees who refuse to return to work because of childcare requirements may be eligible for benefits under the federal CARES Act, including unemployment.
The bottom line was that employers should try to be creative and think of possible solutions to each of these issues before they open up because these issues will come up.
Employee Health Screenings
Heather explored the legal and practical aspects of employee health screenings, a key area of concern for many employers considering their return to work plan.
She started by laying out the legal protections for employee health screenings. The EEOC has issued guidance on temperature and symptom checks before letting employees return to work. In the era of COVID-19, temperature checks also fall under “job related and consistent with business necessity” mandatory employee medical testing as allowed under the Americans with Disabilities Act.
That being said, it is important to notify your employees of temperature and symptom screening measures in advance. It’s also important to emphasize that the purpose of the screenings is solely to protect employees from exposure to COVID-19 and not to detect any other illness, impairment, or disability. Finally, make it clear that it is not meant to be, nor is it, a substitute for a medical diagnosis.
Keep in mind that the laws and guidelines around testing may change over time, so plan to keep up-to-date and revise your policies as necessary. And as always, be prepared for requests to be exempted from screening due to medical or faith-based reasons. You may also have to compensate employees for time spent getting screened or waiting to be screened. While federal law likely does not require compensation, state laws may and employees are already filing lawsuits against their employers seeking compensation for time spent on screening.
Lastly, make sure that you have the equipment, personnel, and protocols in place before you start opening up. You should equip your team members who will be conducting the screenings with proper training and protective equipment. They are going to be on the front lines, protecting your workplace and team from exposure and risking exposure themselves in return, and should be treated as such. And you should minimize the risk of spreading the virus through screening. Meaning that touch-free thermometers and other safety measures are a must.
Establish a Timeline
Once you know how you are going to ensure that your employees return to work safely, it’s time to set a timeline for the transition back to work. This should be a week-to-week plan starting when the criteria for reopening are met. Bill presented a sample 90-day timeline based on CBRE’s 55-page reopening playbook:
Opening Criteria Met: the clock starts as soon as the community readiness criteria are met and reopening plans are in place
Week 1: “Readiness Teams” return to make final preparations
Week 2: Employees who can work remotely continue to do so, while those who cannot start to return to the workplace
Weeks 3-4: Select teams/employees return to the office, continued guidance to work from home if possible, return to the office is not mandatory
Week 5: Refine approach based on employee return levels and ability to maintain safe distancing and other safety practices
Recurring Status Review: Recurring 30-45 day status review process, updating guidance and processes as necessary
Our panel explored a range of further topics that employers will have to consider when allowing their employees to return to work. These topics included:
Potential discrimination concerns when it comes to implementing and enforcing new policies. Policies tend to be framed relatively loosely which leaves room for often-unintentional discriminatory enforcement. Furthermore, remind employees that it is illegal to harass or discriminate against coworkers based on race, national origin, color, sex, religion, age, disability, or genetic information. There continues to be xenophobia and discrimination directed towards Asian Americans due to COVID-19 and it is your responsibility to advise supervisors and managers of their role in watching for, stopping, and reporting any harassment.
Issues around hiring including your rights to delay the start date or withdraw the job offer for a new hire who tests positive for the virus and cannot safely enter the workplace. However, being a high-risk individual is not grounds for postponing the start date or withdrawing a job offer.
Potential lawsuits and the current state of workers compensation, particularly recent developments in the Illinois Workers’ Compensation Commission rules. Industry associations successfully got the Commission to withdraw its emergency rule that allowed any employee who tested positive to receive worker’s compensation. But employees can still receive worker’s compensation if they show that they were exposed to the virus through their work. Luckily, Heather outlined a Worker’s Compensation Questionnaire that will help employers protect themselves from fraudulent claims.
Stream the Webinar
Believe it or not, but we have barely scratched the surface of the wealth of information that our panelists shared during the webinar. That’s why we recorded the webinar and made it available to stream anytime you want. Stream the webinar on-demand now.
We all know that we need to modify the way we work to adapt in the wake of COVID-19. One of the main changes businesses are exploring is daily employee health screenings.
Health screenings help employers protect their teams and ongoing work by keeping coronavirus out of their offices. However, many employers aren’t sure how to roll out a program or approach communicating with their team about the transition toward workplace COVID screenings.
In this post we’ll:
Describe what an effective COVID-19 employee screening program looks like
Explain what employees need to know about your new health screening procedures
Provide a memo template you can use to communicate with your employees in a way that explains your program and builds buy-in
Connect you with more resources to simplify and strengthen your return-to-work plan
What Strong COVID-19 Screening at Work Looks Like
A Clear Team & Point of Contact
COVID-19 screening should be conducted by a designated professional or team with strong knowledge of CDC guidance on COVID-19 symptomology and prevention. Those professionals must be protected with proper personal protective equipment (PPE) including masks, gloves, and potentially face shields, to protect their own health and minimize their potential as vectors for the employees they’re screening.
Employees should be checked for temperatures upon arrival at work and sent home if they exhibit fevers of 100.4 °F or higher.
How do we capture temperatures in a safe, compliant way?
Temperature checks should be carried out with a touchless temporal thermometer and avoid direct skin contact to minimize potential spread of the COVID-19 virus and other germs.
Respiratory Health Screening Questions
In addition to checking temperatures, your screening team should have each employee complete a short questionnaire describing their current respiratory health with an eye towards identifying red flags.
This guide from the Department of Health provides guidelines for which symptoms should be included in a COVID-19 employee health screening, including providing a model questionnaire.
What Employees Need to Know About Workplace COVID-19 Screening
Of course, the final piece of a great implementation plan is a strong employee communication strategy. When you’re communicating with you team effectively, it fosters engagement and helps your employees see that you’re focused on safety and taking steps to reopen with everybody’s health in mind.
Before you reopen with your new workplace health screening system in place, you need to contact your team through whatever official channels you’ve been using during your temporary shutdown or remote work to alert them that screenings will be taking place upon your reopen and providing them with the information they need to comply with and feel comfortable with this new procedure.
Below, we’ll provide a memo template we’ve built to help businesses simplify this process. First, though, let’s talk about what information your employees absolutely need to know to reduce return-to-work anxiety and ensure your workplace reopen is a success.
Why You’re Screening Employees at Work
To some people, lining up for a health inspection as you head into work sounds like something from a dystopian science fiction novel. You need to set a positive tone and help your employees understand that these new procedures are for their health and wellness, not simply the wellbeing and liability of the company.
The better you can explain your rationale for new health screening protocols in a humanistic, talent-centric way, the better you’ll be able to win buy-in.
When/Where Screening Will Occur
Before your reopen occurs, employees need to know how to comply with the new COVID-19 screening protocols. That means you they need to know when and how often screenings occur, where to go, and who to make contact with.
Remember, you can only expect compliance and enthusiasm about your new procedures when you’ve made the effort to communicate. If people show up to work and see a line they’re not expecting, it’s a recipe for disharmony and frustration.
What the Screening Entails
Nobody likes to go into any kind of “test” without knowing the expectations. Your health screening procedure needs to be clear and transparent for employees ahead of time to reduce anxiety.
What kind of questions will they need to answer?
Your employees should know the respiratory screening questions they’ll be asked ahead of time to ensure they understand what they’re being asked and have the opportunity to ask questions about interpretation of either your HR team or their own personal healthcare professional.
How will temperature checks work?
No one likes the idea of being poked or prodded, especially with a potentially virus-covered tool. By ensuring your employees you’ll be monitoring their temperature using no-touch tools and will have screeners use PPE in a way that aligns with best practices, you can minimize anxiety about the physical aspects of the health screening.
Launchways’ Employee Health Screening Memo Template
How to Use This Tool
The following template provides a basic form letter you can modify to inform employees of your new COVID-19 screening protocols. Keep in mind you’ll need to make some modifications to this memo, including:
Adding your company’s name
Clarifying the effective date for screenings
Specifying the location for screenings
Communicating who will carry out the screenings
Establishing a point of contact for questions/concerns about this process
Memo: COVID-19 Employee-Screening Procedures
Effective [date], all employees reporting to work will be screened for respiratory symptoms and have their body temperature taken as a precautionary measure to reduce the spread of COVID-19.
Every employee will be screened, including having his or her temperature taken, when reporting to work. Employees should report to [location] upon arrival at work and prior to entering any other areas of [company name] property.
Each employee will be screened privately by [insert name or position] using a touchless forehead/ temporal artery thermometer. The employee’s temperature and answers to respiratory symptom questions will be documented, and the record will be maintained as a private medical record.
Time spent waiting for the health screening should be recorded as time worked for nonexempt employees.
An employee who has a fever at or above 100.4 degrees Fahrenheit or who is experiencing coughing or shortness of breath will be sent home. The employee should monitor his or her symptoms and call a doctor or use telemedicine if concerned about the symptoms.
An employee sent home can return to work when:
He or she has had no fever for at least three (3) days without taking medication to reduce fever during that time; AND
Any respiratory symptoms (cough and shortness of breath) have improved for at least three (3) days; AND
At least seven (7) days have passed since the symptoms began.
An employee may return to work earlier if a doctor confirms the cause of an employee’s fever or other symptoms is not COVID-19 and releases the employee to return to work in writing.
An employee who experiences fever and/or respiratory symptoms while home should not report to work. Instead, the employee should contact his or her immediate supervisor for further direction.
How to Learn More
If you’re an HR professional or business leader looking to guide a successful reopening as COVID-19 continues, be sure to download Launchways’ Complete Return to Work Toolkit. The toolkit provides a variety of checklists and other resources that help you consider reopening from every conceivable angle, including:
Recalling furloughed or laid off employees
Modifying your physical workspace
Best practices for employee safety
Personal protective equipment (PPE)
New policies for meeting, communication, shared space, etc.
When extending work-from-home is the better option
For the last two months, businesses and professionals around the nation have held their breath waiting for the go-ahead to reopen and get back to work. Now that those orders are in place and the dates to resume business are nearing, it’s essential that physical workspaces across America are ready to support employees and keep everybody safe and healthy under the rules of the new reality.
In light of these emerging needs, Launchways is proud to announce our partnership with Atrend Safety, a local Chicago-area company that has been reborn with the purpose of enabling employers and employees to get back to work in the safest possible environment.
In this post we’ll:
Introduce Atrend Safety and their approach to workplace safety
Describe the services available to Launchways clients through Atrend Safety
Explain how you can learn more
Before COVID-19, Atrend was one of the industry’s most respected international manufacturers of electronics and audio equipment, especially for vehicles. However, with the coronavirus crisis, Atrend decided to retool their production facilities to create personal protective equipment (PPE) and other workplace safety equipment to support social distancing.
If you’re interested in learning more about Atrend’s electronics and audio empire and their community-focused reemergence as Atrend Safety, click here!
What Can Atrend Safety Do for Launchways Clients?
Atrend Safety provides end-to-end workplace COVID-19 safety services, including assessment of your current environment, recommendations for PPE and safety strategy based on CDC and WHO recommendations, and assistance creating your new employee safety policy.
Once that assessment and plan articulation are completed, Atrend Safety can connect you directly with the PPE you need, including:
Disposable face masks
Reusable/washable facemasks (with your company logo or preferred pattern)
Vinyl floor graphics to communicate foot traffic patterns
Thermometers and body temperature checking stations
Hand sanitization stations
Safety screens for cabs and ride shares
Launchways and Atrend Safety
Atrend’s pivot toward PPE is a perfect example of how Chicago-area businesses are coming together and problem-solving in new ways in the wake of COVID-19. Their dedication to enabling the work of their colleagues in the Midwest business community stands as an example for all of us.
At Launchways, we were eager to partner with Atrend, both because of their community-focused response and because of their ability to provide clients with a streamlined consultative experience that demystifies the workplace safety questions that have so many business leaders looking for answers right now.
The fact that Atrend can deliver the PPE businesses require in addition to assessing their environment and making recommendations streamlines the reopen process significantly, limiting the number of vendors and consultants businesses leaders have to turn to.
How to Learn More
If you’re a business owner, finance leader, or HR professional trying to figure out how to adapt your physical workspace for social distancing and incorporate PPE best practices into your approach, Atrend Safety can help you today.
To learn more about a consultation or PPE purchases from Atrend, enter your information here and a member of the Launchways team will be in touch to discuss all your business’ COVID-19 workforce needs.
During these unprecedented times, it’s important to keep our eyes and ears open for stories about businesses who are finding new ways to thrive, serve their customers, and adapt to the new normal in the world of COVID-19.
Atrend Safety is a great example of an organization that adapted to meet the needs of the community and serve Chicago-area businesses in ways that will simplify and power the economic revitalization of our metro area in the coming months.
Atrend, an audio and electronics leader here in the Midwest, has retooled as Atrend Safety, a workplace safety consultant and PPE manufacturing company
Atrend Safety provides end-to-end services, helping you scope your environment, devise a new workplace safety plan, and providing you with the PPE you need
Atrend Safety’s services are currently available to all that are part of the Launchways community!
As the majority of states transition toward some level of economic reopening, many professionals are scared that the economy is claiming priority above their health and wellbeing. If not addressed directly, this perception could easily lead to a disconnect between leadership and the ground-level team, significantly hampering our collective ability to make a strong economic recovery.
Addressing and reducing reasonable employee anxieties in the wake of COVID-19 is absolutely essential to our new way of business. Moving forward, we’ll explore:
The increased importance of clear and humanistic communication
How health screenings can provide employees with reassurance
Why it’s crucial to articulate a vision for the “new normal” of each role
How you can connect with impactful resources to aid your reopen
Explain Your COVID-19 Response Strategy Ahead of Time
In an information vacuum, panic is the default setting. The less your employees know ahead of your reopen, the lower their morale/enthusiasm/buy-in level will be. That means communication is the first cornerstone to a successful transition back to business.
Before you order employees back to their workstations, you need to clarify how you’re adapting or modifying the way you do work to protect everybody’s health. You also need to explain why you’re returning to work – why it’s the right choice for the business as a whole as well as your team in general.
If you fail to address either of those two concerns, your employees will probably have trouble believing you have their best interests at heart. If you aren’t making modifications, it seems like you’re taking them for granted. If you can’t explain why this is the right time to reopen, how can they be sure leadership is being strategic and not just reactionary?
Use Screening Questions & Temperature Checks
Your employees’ main concern about reopening is that they will be exposed to COVID-19 or bring it home to their families. In order to earn their trust, you need to show them that transmission isn’t going to happen in your workplace.
By creating a screening protocol to use before and during your reopen, you communicate that you’re dedicated to keeping COVID-19 out of the office and maintaining a safe, healthy environment.
Screening Before Reopen
While it’s true COVID-19 is frequently spread by people who are not yet feeling symptoms of the virus, you can still take major steps to protect your team collectively and as individuals by preventing as many symptom-positive individuals and recent exposures from entering your office or workspace.
Before your official reopen date, you should contact your employees to determine:
Who is currently ill with COVID-19 or similar symptoms
Who has been exposed to or cared for someone with COVID-19 in the last 14 days
Who has been advised by a doctor to stay home due indefinitely due to increased risk (i.e. who requires ADA accommodations?)
Who is currently the only source of childcare for a minor
Those questions will help you determine the scale of your re-open and identify areas of HR need in terms of transitioning employees to expanded sick or FMLA leave under the FFCRA. If responses indicate that staffing is not currently feasible, you may need to consider delaying your reopen or considering alternative staffing solutions.
Temperature Checks as Your Reopen
Temperature checks at the door prove to employees that nobody in the building currently has a fever (one of the most common COVID-19 symptoms). That reassurance goes a long way to helping people feel like they’re in a COVID-free environment.
However, if you’re going to administer temperature checks, you need to think about things like:
What is the exact temperature threshold for denying an employee entry?
How will you transition employees with fever to paid leave or work-from-home?
Who will administer the temperature screenings?
How will send-homes be documented?
How will you address employees who come to work with other symptoms but no fever?
What about Customers? What about Visitors? What about the Public?
To this point, we’ve been discussing screening your employees to keep the environment safe. With that said, the members of your team probably trust each other fairly well; it may be potential outsiders they’re nervous about.
If you run a hospitality, retail, healthcare, or other business where there’s frequent interaction with customers/the public, you need screening procedures in place to prevent your employees from becoming sick. Similarly, if you maintain an office where business travelers are often hosted, you need to reassure your core team members that you don’t have an open-door policy for the virus.
Whether it’s temperature checks, sneeze guards/partitions, or some other solution that makes sense for the work you do, it’s absolutely crucial you let your employees know you’re thinking about protecting their health from others.
Provide a Clear Vision for Every Role
In order for each employee to feel safe and empowered continuing their career in general and role in your organization specifically after COVID-19, they must feel like there is a specific plan in place for them.
Right now, professionals are hungry to know what their day-to-day work will look like moving forward for the next year or two. The more information and transparency you can provide, the better you can win your team’s trust and buy-in.
That means getting together with departmental and team leaders to make sure you’ve addressed what work will look like when you re-open for each individual employee. If that sounds like a challenging task, that’s because it is – but it’s absolutely a best practice for getting return-to-work right on a level that allows you to leverage the full productivity and enthusiasm of the team you’ve built.
For each role within the company, you need to address:
How their physical workspace needs to/will be modified to keep them safe
How their interactions with colleagues, customers, and the public need to/will be modified
What kind of personal protective equipment (PPE) they’ll need on a daily basis and what you will supply
What new cleaning/disinfection responsibilities they’ll have, both for individual workstations and common/shared spaces they use
A chain of command for reporting concerns/issues about reopening, adherence to new policies, etc.
Returning to the office in the aftermath of the unexpected coronavirus pandemic is truly the great challenge of our time. If we just flip the switch back to “on” and act like nothing’s changed, we’re sure to lose the employee buy-in that makes productivity and innovation happen.
If you’re hoping to reopen in a way that rallies your team and sets the tone for safe, positive work moving forward, it’s important to remember:
Your employees need advance notice of new policies and procedures to feel safe
You need to be able to explain how you’re protecting employees from potential COVID-19 exposure
Your approach to reopening needs to address every role and business process that’s directly or indirectly affected by COVID-19
How to Learn More
If you’re an HR or business leader looking to guide a successful reopening as COVID-19 continues, be sure to download Launchways’ Complete Return to Work Toolkit. The toolkit provides a variety of checklists and other resources that help you consider every aspect of reopening, including:
Recalling furloughed or laid off employees
Modifying your physical workspace
Best practices for employee safety
Personal protective equipment (PPE)
New policies for meeting, communication, shared space, etc.