Conall

June 2020

By Josh Williams, Ph.D.Having the right attitude for safety can be a challenge, particularly as we get back to work during the COVID era. Not only are people stressed out about COVID, but work activities may also seem less consequential than normal with constant news about COVID deaths and sinking economies. Here is a model for assessing attitudes that may be useful for honest self-appraisal and for influencing others. Attitudes can be classified as Complainers, Spectators, and Champions (adapted from Yanna, 1996). Leaders can use this information to positively influence employee attitudes for COVID re-entry. Types of attitudes to COVID re-entry: Complainers usually voice

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By Madison Hanscom, Ph.D. As many businesses are considering (or have already decided) moving some employees to a permanent telework model after the COVID-19 outbreak, the question comes up often — will flex work change my culture? So, yes, the culture can change when entering a more flexible environment. Though the extent to which the culture will change depends on several factors. For example, how large is the change? If the company is moving to a 100% remote model, this will have different implications than if moving to a 50% telework model. How strong was the culture to begin with? If the

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By Brie DeLisi Returning to work will require physical work environment changes, as mentioned in Blog 2 of this series, and it will also require considerations around Safe Working Procedures and PPE (personal protective equipment), as it is not likely that employees can just go to work ‘business as usual’. Prevention and physical environment changes should be the first line of defense, followed by administrative and procedural changes, then the last line of defense with PPE. Procedural considerations are of the utmost importance - consider a customer service call center in which first shift starts at 8:00 AM, while the night shift is

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By Brie DeLisi A consistent feature of most organizational change efforts includes employee engagement and communications, and this is even more important during work transitions. Employee engagement impacts the quality of the changes, as well as the buy-in from the greater workforce, while communications reduce ambiguity, assumptions, misunderstandings and confusion. Consider the call center example used in the previous blog; first and foremost, this is typically a highly engaged and social workforce. Call center employees are regularly meeting with one another, sharing information and insights, supporting or seeking support, and celebrating wins together. These highly engaged individuals will already have the enthusiasm

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By Brie DeLisi Many of us are in the process of shifting back into office environments or considering the appropriate next steps for a safe return to the office. Fortunately, there are a number of steps that can be taken for the physical work environment to ensure employees are kept as safe and healthy as possible. The purpose of these physical work environment adjustments is to ensure employees can be properly distanced to avoid COVID exposures the air and that shared resources limit surface exposures. Considerations should include employee distancing, space resourcefulness, adding structures, air ventilation, shared resources and sanitation. Employee Distancing Ideally,

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By Josh Williams, Ph.D. Leaders are looking for direction to manage employees during COVID re-entry. Stressing the importance of maintaining an internal locus of control (ILOC) with employees will help. Internal control is the degree to which people believe they control the outcomes of their lives, as opposed to external forces shaping their lives beyond their control.  A few considerations:  People with external control take less action over their own lives than those with ILOC. They blame things around them instead of taking personal ownership. ILOC is predictive of higher job performance and satisfaction (Dormann et al, 2006) and improved health behaviors with migraines, kidney

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