A
t the start of 2020, few of us would have imagined how our lives have changed since the
emergence of coronavirus. Nine months on, we are all still learning to live with this new life-threatening infection. The rules of engagement in the world of work are changing as we move from lockdown into a gradual reopening of schools and workplaces this September. The challenge is how we can move from the Reaction and Response stage to Covid-19 to the Recovery phase and shape a new normal in which we can all thrive.
BUSINESS AND EMPLOYEE HEALTH For HR and managers of globally mobile and domestic workforces,
the coronavirus pandemic has thrown up a range of knotty issues, in particular around “people risk” and employee wellbeing more broadly. For the first time in a long time, health and safety duty of care is a business’s number one priority alongside keeping the business afloat. The two are interlinked. New
academic research reported by consultants McKinsey in July highlights how countries that prioritised health during the pandemic had both better health and economic recovery outcomes. Healthy workplaces mean healthy businesses. Safeguarding health must therefore remain a top concern as we recover and shape policies in the post-pandemic world. Companies that provide the
right support will see returns on employee experience and engagement in these unprecedented times. How, then, can employers ensure they are putting their people’s health and wellbeing first and manage risk effectively?
MANAGING RISK In the UK and elsewhere, government advice to work from home where possible has now ended along with the shielding regime for people who are vulnerable. Yet the prospect of further
spikes in infection rates
is a real and present danger. The CIPD, the professional body for HR and people development, is therefore advising employers to ask three
questions before
committing to a wholesale return to work: is it essential, is it safe and is it mutually agreed? In the global mobility sphere, this means weighing up the pros
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