Successfully returning to the physical workplace is the priority. But recovery from the COVID-19 crisis is also an opportunity to reframe your organization’s future.
In Germany, car dealerships are reopening their showrooms; in Bangladesh’s garment factories, the sewing machines are restarting; and across much of the US, companies from chipmakers to jet manufacturers are cautiously opening their doors. But as lockdowns begin to lift at different paces and for different groups of workers across the world, it’s anything but business as usual. An effective physical return needs to balance the external operating environment (such as regional public health status and demand patterns) with internal capabilities that put human wellness at the center of the return plans.
This article provides a roadmap for managing the difficult transition back to the physical workplace. We suggest a two-gear approach: the first gear focuses on mitigating risks for employees and customers to enable a trusted transition back to physical operations; the second explores how to reimagine work, transforming your organization for the better. Leaders must become masters of a dance that applies learnings from the pandemic to both gears in a constant cycle of model, iterate and pivot.
Switch between two gears: transition and transformation
To be successful in this environment means operating in two gears that move seamlessly across each other. Gear 1 manages the trusted transition back to the physical workplace with a focus on mitigating risks for employees and customers. Gear 2 drives transformation based on the lessons learned through the COVID-19 crisis into a reimagining of work for the future.
The full article can be accessed here.
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