[Editor’s Note: This article was originally published by Chris Dwyer on The Future of Work Exchange website. The Future of Work Exchange (powered by Ardent Partners) is the premier destination for those HR, talent acquisition, procurement, IT, and finance executives focused on the convergence of talent and innovation and the impact that the extended workforce has on business operations and bottom line performance.]
Throughout 2020, businesses across the globe waited with bated breath for the development of a medical marvel to combat the COVID-19 pandemic. Up until late year, non-pharmaceutical interventions (NPIs) were the best (and only) way to stop the spread of the coronavirus. When Pfizer was the first Big Pharma firm to hit its vaccine home run, both the business and personal sides of our personas were exalted with joy and relief.
We’re now seven months into the most critical vaccination campaign in history, and, once again, the slithering coronavirus is continuing to wreak havoc. Once a “variant of interest,” the “Delta variant,” much like its predecessors (Alpha, etc.) has become the dominant strain of the virus across the world. In the United States, which just recently experienced an incredible decline in cases alongside millions of vaccinations per day, has now seen yet another sharp uptick in cases and hospitalizations due to the increased transmissibility of the Delta variant, which suggests is as easily spreadable as the chicken pox (which is, in non-scientific terms, not good). Just a little over a month ago, the seven-day moving average of cases hovered around 12,000. Today, that same seven-day moving average has hit 72,000.
All of this essentially means one thing: within the next several weeks, people are either 1) going to be vaccinated, or, 2) going to contract the Delta variant. The big ideas around the summer being a time of reopening, celebration, and a return to normalcy have all been thrown into a tailspin, especially knowing that this variant results in more frequent breakthrough cases and can possibly be spread by even the vaccinated population. The question, though, remains: what does it mean for business?
Many organizations have been pivoting and adapting for so long that it remains an easy decision on how to spin their reopening or “return to the office” plans; these enterprises can effectively continue doing whatever they have been doing, whether it’s continuing a fully-remote work model or leveraging the power of the hybrid model. In most cases, these business leaders have already have the foundational tools to weather the next several weeks. However, for those businesses that have struggled or have spent the past few weeks touting a “big return,” what should be the plan of attack?
- First and foremost, base whichever workplace strategy on science and data. It’s too easy for executives to base summer strategies on country or global data and make decisions from there. The CDC did have a more pointed line of thinking with mask mandates, though, as it relates to the spread of the Delta variant: for individuals in “high prevalence” areas, masks should be worn indoors regardless of vaccination status. In those counties with “low prevalence,” masks for vaccinated persons can be left up to the individual. The same should apply for the business mindset with a pinch of salt: utilize the county-level, data-based approach but understand that workers may be traveling from further regions that are in areas of higher prevalence. And, also understand that with cases surging in nearly 70% of the United States, it may only be a matter of time before we’re all re-masking in indoor settings once again.
- Safety must be paramount, no matter the strategy. It can be incredibly disheartening (and exhausting) to have to reissue mask mandates and social distancing awareness within an office after a few months of relaxed guidelines. The good news throughout all of this (as I read in a New York Times newsletter on Friday morning) is that the Delta variant’s anticipated surge in the UK never truly occurred, petering out at 25% of its estimated peak before settling back to the mean. Owed to increased transmissibility, the sheer volume of inoculated individuals, and the continued mysteries around this novel coronavirus, we may (hopefully) not experience the same type of surge we saw in the winter months (when cases were hitting 250,000/day). However, workplace safety must be paramount, and if business leaders must reissue mask mandates even for those vaccinated, or, alternatively, continue in remote or hybrid settings, it will ensure that physical well-being remains a priority.
- Focus on empathy and flexibility as continued strategies. For some regions, working parents are about to send their kids back to the second school year under pandemic culture. For others, the Delta variant remains a cause for concern for workers that are immunocompromised or live with immunocompromised individuals. Adding in yet another layer of stress can be deficient to worker productivity if there is unease regarding a return to a physical location, so business leaders and managers must continue to focus on their empathy-led direction and be flexible in how units and professionals choose to get work done. It’s been nearly 18 months of adaptability…what’s a few more weeks? Or a couple more months? By now, we know what works in remote settings and what does not. For many professionals, even being around disruptive home life has resulted in the best possible levels of productivity and an enhanced work-life balance. This mode of thinking must cascade up to the leadership suite: continue being flexible in how work gets done, continue to lead with empathy, and, most importantly, be aware of worker well-being and their emotions.
- Broach the great vaccination debate and stick to a plan. It has been proven that privately-owned businesses can mandate vaccinations for their workers. Before the emergency use-authorized vaccines were actually available, this was a discussion that had started to gain steam by both those who believed that vaccinations were the only way out of this pandemic versus those who were vehemently against a series of vaccines that were developed in record time. This debate has raged on for months now, with many individuals wary of the three EUA-approved jabs or downright against the very concept of them due to longstanding (and incorrect) beliefs that COVID-19 was nothing more than a hoax. With so many heartbreaking stories of younger individuals being intubated and realizing that it did not have to come to such measures if they had only been vaccinated, the scientific truth is that Delta’s transmissibility will seek out those who are not inoculated and wreak havoc. Business leaders are in a tough position: do they mandate vaccinations as a condition of employment for the sake of science and safety but risk alienating workers that do not want to be told to be vaccinated, or, allow workers to decide for themselves and possibly risk a local surge that could be incredibly disruptive to business operations? No matter the decision here, leaders cannot waffle; if the mandate is the best way to move forward, stick to this plan and ensure that workers have all of the support they need, be it time off to receive the shot, an extra day to deal with possible side effects, etc. Empathy here, as always, will be helpful in executing such a plan.
- Above all else, the power of communication will be key. Throughout the entirety of the pandemic, one of the worst ramifications on professionals and workers was an overwhelming feeling of anxiety sparked by uncertainty. Business leaders cannot muddle through decision-making and cause panic or worry amongst the workforce. They need to use this time, especially as science continues to uncover the continued possibilities of vaccination breakthroughs (and whether those who have been jabbed can spread the virus as robustly as those who are unvaccinated), and clearly communicate short-term plans with their teams. Inform that changing environments may delay reopening plans and that the executive team is keen on science and data in designing the next wave of back-to-office planning. For workers, knowing that they will be in a remote or hybrid environment for several more weeks can alleviate some of that anxiety and ensure that they can focus on being productive.
The COVID-19 pandemic continues to throw curveballs at us. It’s a novel virus that has mysterious consequences and an uncertain origin. The last thing anyone should expect at this point is a premature declaration of victory. What’s so much different today than last year is that we have actual tools in highly-efficacious vaccines that prevent the worst possible scenarios of COVID while allowing those who are vaccinated some small semblance of normalcy.
Businesses have been stuck in a perpetual cycle of change, adaptation, and uncertainty. Looking across the country (and other regions around the glove), tourism is nearly back to where it was pre-pandemic. The global economy is nearing early 2020 levels, as well. The speed of destruction caused by the Delta variant, however, could very well result in some rigid restrictions that we thought were gone for good. However, if the path ahead, especially over the course of the next month or two, means that businesses have to pause office reopenings and stick to what has worked best over the past 18 months, well, then, they know exactly what to do and how to do it.
The Future of Work movement has long been predicated on evolution, flexibility, and change. The concepts behind the Future of Work’s core principles were ideal accelerants for a business world begging for change and progression. Delta is taking its best shot right now and flaring up cases across the world and especially within the United States. It’s certainly exasperating to go from the highs of millions of vaccinations per day to a 700% increase in daily cases, however, businesses have been resilient throughout the past several months and there should be no expectation that this will change however long Delta continues to blaze through the hopeful final months of the biggest public health crisis of our lifetime.
