Your Return-To-Work People Strategy Starts Here
FOUR WAYS TO TURN UNCERTAINTY INTO AN ADVANTAGE
The Four Phases of Workforce Recovery
We believe employers need to think of their workforce needs and employee experience in four stages:
Monitor
Our modified StayRight pulse surveys in our standard and remote versions will help create a dialogue with employees and ensure employees know that their employers are listening. Our furloughed employee solution will help do the same for separated but soon-to-be employees again.
Prepare
The data from these new solutions is offered in real-time through our analytics portals. Modified, targeted pulses surveys can be administered with greater frequency or less depending on the results using the same or similar questions. Depending on the time, we can also administer more standard survey questions.
Readiness
It will be important to measure similar dimensions (openness, company direction) along different points in time to monitor changes, variances and movement, but it is expected these tools will change more often than normal. The HSD survey design team will work with you to modify or add questions from our question bank.
Recovery
After employees come back to work, there will be a new, new normal. We can use StayRight to monitor workplace activity and identify risks associated with putting the workforce back together again.
Dr. Brad Shuck, from the University of Louisville discusses what the four phases of employer workforce recovery look like.
What We Know
As your employees continue getting used to their new normal work experience, they will experience new characteristics they enjoy and some they don’t. For example, they may enjoy working remotely and want to make that a regular part of their future work experience. Others might be hesitant of human contact for a while, even after being back at work.
Employees that have perceived an issue with safety may want to change employers. Those who have been laid off—knowing that the employer wants them back—could either understand and appreciate the process or be concerned as to why they weren’t considered a “necessary” employee. The fact is, reactions will vary and there is not way to anticipate each and every one of them.
Employee perceptions of employer decisions made now will resonate for a long time to come. Employers will have to continue to monitor their employees, but they also need to start preparing for the next phase of managing workforce uncertainty. Two-three months is a long time for employees but a short time for employers. At HSD, we want to continue supporting our current clients and help our future clients prepare for the next steps in adjusting during this crisis. Below are the stages we anticipate organizations will experience in the coming weeks and months along with newly developed tools to help businesses operate in the current environment in such a way that they are building their employee brand for the future.
Employee perceptions of employer decisions made now will resonate for a long time to come. Employers will have to continue to monitor their employees, but they also need to start preparing for the next phase of managing workforce uncertainty. Two-three months is a long time for employees but a short time for employers. At HSD, we want to continue supporting our current clients and help our future clients prepare for the next steps in adjusting during this crisis. Below are the stages we anticipate organizations will experience in the coming weeks and months along with newly developed tools to help businesses operate in the current environment in such a way that they are building their employee brand for the future.
How We Can Help
StayRight Pulse Solutions
We have evolved our stay and pulse survey offering – StayRight® – in conjunction with The University of Louisville for new and ever-evolving employee types.
Example Use Cases
Scenario 1
Some employees are working the same job but have been experiencing massive changes such as seeing fellow employees leave temporarily or having to go to work while the rest of the world has been asked to stay home. To measure their mental models, we are combining tried and true questions from our StayRight product with new questions from layoff literature that measure engagement from employees who have “survived” a layoff or exiting a company. We are recommending offering about 10 or less questions in a one or two-time pulse survey as needed but not more than every two weeks. If you would like to offer this survey to a remote employee, we have made modifications for that as well.
Scenario 2
It is rare for employees to want to stay connected to those who have been separated but that the employer may want back in the future as the employer moves into the recovery or growth phase. The modifications we have made to our StayRight tool would also be helpful for separated employees that have been furloughed or temporarily laid off. Data from our surveys will help the employer understand needs such as perceived experience in the separation and the likelihood they can get the employee back to help with workforce planning for the future. In cases where the employer does not have an immediate plan to hire back an employee, we can also soothe the uncertainty.
Our StayRight surveys are perceived as corporate communication, or ‘touchpoints,’ which is really important to employees especially during difficult times. Our survey is an ear for your employee to be heard.
We’re Here To Help.
Complete the form to get in touch with one of our experts. We’ll show you how you can use our tool to continuously sharpen and empower your employees.
