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Getting Ready to Re-open

It’s a rainy Victoria Day for many of us in Ontario.  A good day to stay indoors and contemplate – and plan for – getting back to business. 

Last week, Premier Ford and his cabinet announced the start of the phased approach of reopening businesses, some as early as this past weekend, and certain retail being able to open tomorrow, with some guidelines to adhere to.  He added to only open if you’re ready.  But this seemed to catch many small business owners off guard.  Some are concerned it’s too early, they’re not ready to bring in staff and customers.  Still so many unknowns. 

It’s wise to be cautious, and definitely a delicate balance for business owners to walk – between wanting to resume operations and make a living again, vs not wanting themselves, their families, staff or customers to contract or spread COVID-19. 

The curve appears to have flattened, but the virus is still around.  No one wants a second wave. 

We’re months or perhaps years away from a viable vaccine, and an ongoing economic shutdown is not going to be sustainable for most businesses or employees either.  There are an extremely difficult and loaded set of decisions to be made at all levels. 

Following the guidelines and recommendations from scientists and public health officials should help get folks back to work as gradually and safely as possible, and help keep the public safe.  Testing and contact tracing will also help as they become more widely available and in use. 

Meanwhile, there are many best practices to be borrowed about how to reopen from essential businesses who stayed open during the pandemic peak.  For example:

  • 6-ft distancing signs and arrows on the floor to direct traffic
  • Divider panels, plexiglass, curtains or other separation between seats
  • More readily accessible hand washing and sanitizing
  • Disposable masks & gloves
  • Rotating teams of staff for work-sharing or back-up in case of an outbreak
  • Delivery and curbside service where applicable

Last week, I had a dermatology visit at one of the only available walk-in centres.  Staff were masked and gloved behind Plexiglas, with 6 feet separating the two receptionists behind the glass. The waiting room was quite full, with individual chairs spread 6 feet apart, and everyone wore a mask from home as requested.  It was surprisingly calming. 

After checking in, it was suggested that I step out and later return in 45 minutes for my appointment, so I found a nearby Starbucks that was open online, and headed over.  I ordered a latte in the app, waited outside in the area with 6-ft spacing marks on the sidewalk, and was served at the door by a friendly masked young man.  There was a large desk between us, with a Plexiglas barrier covering most of the desk.  It’s a similar set-up and process at my local pet food store as well. 

This store-front service model has become a viable workaround for applicable businesses, keeps staff feeling safe, and seems to work fine for customers, except in the case of inclement weather or a much-needed bathroom break.  Shorter trips required for the time-being… 

Business owners are re-imagining and reinventing in real time the nature of their businesses and operations.  Not necessarily a bad thing, but this has to be fluid as circumstances keep changing.  A Vancouver Pilot Coffee Roasters manager being interviewed on CBC Radio last week said that their takeout coffee sales were not enough to cover costs.  They will have to look at other items they can sell to keep afloat.  

This manager went on to say that this pandemic is a huge test of leadership, due to the scale of it, the personal impacts to staff, and the balance to support that vs the business.  Like many other managers and business owners, she’s making it up as she goes along. 

There is massive pressure on leaders to manage these concerns about people and business, and huge risks and consequences involved.  Be kind to everyone.  Some leaders or managers are probably having a rough day too. 

One positive outcome of this extraordinary time is business owners and communities are learning from each other, supporting each other and working together, directly or through local business associations, boards of trade and chambers of commerce.  It is gratifying to see the growing impact of collectively dealing with these challenges.  With any luck, that will stick and extend to other areas. 

Key considerations for re-opening:

  • Is your health & safety policy up to date and include guidelines for things like distancing, office and desk cleanup, quarantine?  What will you do about non-compliance?
  • What is the status of your H&S committee?  Do you need volunteers to look at the unique considerations of your workplace on how to open safely – for staff as well as for customers?  What supplies are you providing and guidelines are you enforcing that will make everyone feel more comfortable returning?
  • Consider who can work remotely. The President of Twitter announced last week that staff can work from home “forever”.  That may not be feasible for your business, but where can you start to consider more flexibility in staff work arrangements?
  • There will be sporadic hotspots; some will have to stay or be sent home. Consider bringing staff back gradually for extra safety and back-up in case of outbreak.
  • There will likely be work refusals (these must be handled case by case).
  • There will likely be more mental health challenges as a result of the pandemic – due to increased stress at home and the workplace and general safety fears.  There is a cost to manage this, and a bigger one if you don’t.  Are you prepared?  Do you have benefits to support this? 

Last week, when Premier Ford announced the gradual reopening of the faucet here in Ontario, he suggested businesses ask themselves if they want to be “gold standard” – as certain golf courses and the construction industry have professed, as examples.

I would strongly suggest that how you respond as a business owner and leader, in terms of the rigour of safety guidelines you provide for staff and customers, and steps you take on their behalf, are part of your brand – both your corporate and employer brands – at least in the short to medium term.  They are interconnected, and immeasurably important to your survival. 

What kind of standard do you want to set?  How much risk (health, financial and reputational) are you willing to take?  What message do you want to send? 

Now is not a time for short-cuts.  There is too much at stake. 

Please contact me if you need any help interpreting or applying the guidelines, or creating / updating policy.  Good luck out there, stay safe, mask up and don’t forget to wash your hands!  We truly are all in this together.

Resources available:

The ON government has passed helpful legislation and posted many helpful resources, such as printable signage and sector-specific guidance: http://covid-19.ontario.ca/

Workplace Safety & Prevention has posted the post-pandemic business playbook and other useful and very thorough guides:  http://www.wsps.ca/WSPS/media/Site/Resources/Downloads/post-pandemic-business-playbook.pdf

The Canadian Federation of Independent Business (CFIB) is also a fantastic, comprehensive resource:  http://www.cfib-fcei.ca/en

I’d also recommend looking into what is available from your local chamber of commerce, board of trade and neighbourhood business association.

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Managing Yourself and Others through Change and Transitions

Our governments are starting to share plans for reopening our economy and other aspects of our lives. This is welcome news as we wait in limbo for when work, home, family and social life can go back to some semblance of normal.  It remains to be seen what changes may become more permanent, whether imposed or by choice. 

Several weeks in now, looking back, we can begin to process the absolute tsunami of change we’ve been living through due to COVID-19, and start to plan for what’s still to come.

It’s been reminding me a lot of change management principles I’ve studied and taught, particularly William Bridges’ Transition Management model, published in his 1991 book “Managing Transitions.” This model focuses on the internal reactions people have to changes in their organization.  It’s typically used in the context of M&A or project management, but it certainly applies to this situation we are going through in our organizations and otherwise in recent weeks.  

The Bridges’ Transition Model identifies the 3 stages individuals experience during change: Ending What Currently Is, The Neutral Zone and The New Beginning.  

http://3gomyw1lidx92e7kx5y0zo42-wpengine.netdna-ssl.com/wp-content/uploads/2020/01/Bridges-Transitions-Model-copyright-600x454.jpg
Bridges Transition Model

This in-between phase we find ourselves in now would be called “The Neutral Zone” in the Bridges Transition model.  It is a very uncomfortable place for some, and a favourite of others.  I personally like it, so I wanted to shed some light on it and share some strategies to help you get through it, whether you’re managing yourself or others.

What is the difference between change and transition?

Change is an external event or situation that takes place: a new business strategy, new leadership, a merger, a new product.  In this case, a pandemic and its resulting fallout… Change can happen very quickly.  Many people are uncomfortable with change, for all sorts of reasons, which can lead them to resist it.  Empathetic leaders recognize that change can put people in crisis, and help guide them through it.

Transition is the psychological process that people go through as they accept and come to terms with the change or new situation, and can take a much longer time. Change can be more successful if leaders and organizations acknowledge the transition that people experience, and support them through it.  This is key to capitalizing on opportunities for innovation, and creating organizational resilience.

Managing the stages of transition

Stage 1:  Endings

This first phase of transition begins with an ending, when people identify what they are losing and learn how to manage these losses. They determine what is over and being left behind, and what they will keep. These may include relationships, processes, team members or locations.  This stage may involve many emotions similar to grief, including fear, loss, denial, anger, sadness etc.

People often fear the unknown, so the more leaders listen, communication and educate staff about a positive future, and how their knowledge and skills are an essential part of getting there, the likelier they are to move on to the next stage.  You may also offer support (e.g., training and resources) to help them work effectively in the new environment.

Stage 2:  Neutral Zone

The second step of transition is an in-between time when the old is gone but the new isn’t fully operational, or perhaps even fully conceived yet. It is when the critical psychological realignments take place, between the old reality and sense of identity and the new one.

As this phase is the bridge between the old and the new, some people will still be attached to old roles and processes, while some are trying to figure out or adapt to the new.  They are in flux and may feel some confusion and distress.  Some may experience resentment, resistance, low morale, low productivity or anxiety about their role or status in the organization.

This stage can also be one of great creativity, innovation, and renewal. This is a great time to encourage people to try new ways of thinking or working.  You may engage them to contribute ideas for how to improve internal processes, and even the products or services you provide.

Leadership and guidance is especially important as people go through this neutral period, as it is the foundation for new beginnings.  It can seem unproductive and scary at times.  Because people might feel a bit lost, provide them with a sense of direction. Remind them of team goals, and encourage them to talk about their ideas, challenges and what they’re feeling. 

Other key leadership/management tactics for this stage include:

  • Frequent touchpoints and feedback on performance, especially regarding the transition
  • Setting short-term goals
  • Celebrating quick wins, recognizing contributions and other steps to boost morale
  • Help people manage their workloads, de-prioritizing some types of work, bringing in additional resources

Stage 3:  New Beginnings

The last transition stage is the reward. People have begun to embrace the change. They’re building the skills they need to work successfully in the new way, and they’re starting to see early wins from their efforts.  There is energy in a new direction – an expression of a fresh identity.

Well-managed transitions allow people to establish new roles with an understanding of their purpose, the part they play, and how to contribute and participate most effectively. As a result, they feel reoriented, renewed and committed to the organization and their role.

The transition management process

Bridges says that people will go through each stage at their own pace.  Those who are comfortable with change are more likely to move ahead more quickly to stage 3, while others may linger at stages 1 or 2.  

Successful transition management includes these steps:

  • Communicating with the organization about the change coming and why.
  • Collecting information from those affected to understand its impact on them, and gaining their investment in the outcome.  (I would suggest getting them involved in the idea-generating process early on and ongoing – as they may have the best ideas and solutions that will aid in change implementation)
  • Educating people leaders about how to manage staff during the transition effectively
  • Helping staff understand how they can positively contribute to the change and the importance of their role in the organization.
  • Celebrating success(es)

There may be occasional setbacks as you manage your transitions. Don’t get discouraged.  Having a plan, with some fluidity to react to unforeseen circumstances, is probably the best approach to lead yourself, your business and teams through this unpredictable, yet manageable, future. 

Feel free to contact me if I can assist in any way.

“The essence of life takes place in the neutral zone phase of transition. It is in that interim spaciousness that all possibilities, creativity and innovative ideas can come to life and flourish.” — Susan Bridges

Acknowledgements:

Managing Transitions by William Bridges, copyright [©] 1991, 2003, 2009, 2017. http://wmbridges.com/about/what-is-transition/

Besides the Bridges Transition site, I used Mind Tools to research this article and have used it in the past.  Mind Tools is an affordable, subscription based, online management learning site with practical, bite-size resources and a free newsletter.  

http://www.mindtools.com/pages/article/bridges-transition-model.htm

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Planning for Your Business – Version 2.0

It’s April 27, 2020, which means businesses in Canada can now apply for the 75% wage subsidy. Also, plans have been announced today by the Premier of Ontario for the reopening of our province and its economy. 

I’ve been imagining myself as a small business owner, particularly a restaurant or other business with high operating costs and low margins, and wondering what I would do to survive in these circumstances. 

In the daily briefings, our government leaders empathize and share intentions of support programs, details to follow, which helps businesses and employers know that help is on its way and some idea of in what form.  

It’s an imperfect and fluid situation, and our leaders are listening and responding in real time.  Some owners are frustrated by the government, saying their aid initiatives are “too little, too late,” and they have to close.  Some say it’s record time, given the massive amount of analysis, debate and coordination necessary, then processes and infrastructure that have to be put in place. It’s tricky to ensure aid is distributed as quickly as possible, with proper safeguards to avoid fraud or duplication, and databases linked for tracking and measurement purposes.

A few weeks ago, Christia Freeland referred to the manner of these rollouts as “speed over perfection” or something along those lines.  That seems the best approach in this crisis.

We’re all figuring it out as we go.

Some businesses won’t make it.  But what if you were an emerging business – instead of an established one, scrambling to stay afloat?  What would you be doing?

You’d probably be doing some market and other research, building a business plan, a strategic and operating plan, making a business case for getting a loan or other financing, maybe recruiting, maybe contingency planning due to the remaining uncertainty caused by the pandemic. 

You’d be trying to figure out what the “new normal” is going to look like. The “experience” of the products or services you provide may be vastly different.  Can some of it be virtual or otherwise reinvented?  Do you need to learn from or collaborate with new business partners?  Do you need to hire or upgrade skills in your staff?  How should you be evaluating and rewarding performance?

Social distancing may still be necessary or recommended for a long time.  What impact will that have on your work area and service capacity?  Should you be doing some re-tooling or remodeling?  What kinds of testing may be available, and how will that be implemented?  What other H&S measures should be implemented, for your staff and your customers? 

You can be having these same thoughts and planning as an existing business.  Give yourself and your team the permission to think differently, outside the box.  We don’t even know what the box is anymore!

How can this setback be turned into a gift or opportunity?  Maybe you were in a quiet location or had a difficult landlord.  Maybe you can move to a more advantageous spot at a discounted price.  Maybe you had a service or product line that wasn’t as profitable, and you were already considering a pivot in your business.  What products and services can you offer that fulfill a need or want of your clients/customers?  How can you create value now and going forward?

It may help to consider best and worst case scenarios, as well what if the status quo resumes.  I actually did those three versions of strategic planning for myself a couple of weeks ago.  It made me feel much better, more in control.  Even the worst – barring contracting COVID 19 and not recovering – was not insurmountable.

So use this time. Don’t give up. Apply for government aid and other supports available to you*. Start to recall people from layoffs if you can. Keep your staff and customers engaged and involved. Determine what resources you need to keep the wheels on the bus, while visioning and planning for your next iteration. 

Now is a great time to communicate, find out what others are doing in your industry and otherwise, get ideas, brainstorm, test, reinvent – maybe the best is yet to come. 

If you are planning and potentially reinventing your business, and need assistance with the people aspects and processes that go along with that, feel free to contact me.  I’d love to chat with you about it and help if I can.

*Current government assistance to small business owners include:

  • (NEW) Canada Emergency Commercial Rent Assistance (CECRA) – forgivable loans to landlords to allow them reduce rent to small business owners
  • Canada Emergency Business Account (CEBA) – $40,000 interest-free loan/line of credit, now available for $20,000to $1 million in payroll in 2019; Up to $10,000 forgiven
  • Business Credit Availability Program (BCAP) – small business loans supported by EDC, BDC; apply through your financial institution
  • Canada Emergency Wage Subsidy (CEWS – 75%) and 10% reduced payroll remittance
  • Deferred payments for income tax, GST/HST, Import taxes, WSIB

For a full list of government support initiatives and how they work, refer to:

Canada’s COVID-19 Economic Response Plan:  http://www.canada.ca/en/department-finance/economic-response-plan.html#businesses

Canadian Federation of Independent Business:  http://www.cfib-fcei.ca/en

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Leadership During COVID-19: Managing Stress and Mental Health

Businesses who have found a way to adapt to the change in circumstances, and have staff working remotely, or on-site with appropriate health and safety measures, face a new set of challenges.  These may include things like how to lead from a distance, and how to help staff who may be struggling with new work arrangements, reduced pay, stresses at home etc. 

It is tough on everyone to have so many restrictions suddenly imposed, and our typical ways of living and working, socializing and networking, drastically changed.  There wasn’t much time to prepare, causing stress for both leaders and employees.

In a recent webinar on Building Resilience offered by Rotman School of Management, Julie McCarthy, Professor in Organizational Behaviour at U of T, reported that pre-Covid 19 research indicated that everyday stress at work was 58%, and would now definitely be higher due to the sense of ongoing uncertainty and lack of control. 

The overall message from the webinar was control what you can, to the degree you can.  Areas covered included time, energy, autonomy, and interruptions.  Here were some examples:

  • Keep up healthy habits – e.g., sleep, nutrition, exercise routines.  
  • Interpersonal connections – e.g., chat times, help family and neighbours, discuss shared experience. 
  • Care and concern for self and others builds energy, immunity and speeds recovery.
  • Engage in activities you enjoy.  Clear your mind.  Relax.  Minimize news.  Mentally detach every day. 

Some cautions:

  • Be aware of “emotional contagion”.  Happy or negative messages or energy can spread quickly.  As a leader, set the tone at the start of the meeting.  Stay calm and positive to minimize your and others’ stress.  Let others voice their concerns and challenges, one to one or in a group setting.  Be empathetic, but try to stem any continued focus on the negative. That becomes rumination which can be detrimental.  Some may benefit from speaking to a professional counsellor for additional support.* 
  • Videoconferencing has emerged as a popular mode of communication for team calls.  A challenge here is additional pressure to manage expressions and emotions.  Be careful not to overburden people with too many videoconferences.  Mix in phone calls etc.

Co-presenter, Professor John Trougakos, gave shared research and suggestions on controlling time to reduce anxiety, increase productivity and feel more motivated to work when faced with different circumstances, distractions, feelings etc.:

  • Focus on autonomy.  Make choices, plan for the day/week.  Create boundaries around space (e.g. tape, signs on door, baby gate!) and optimal times and ways to work. 
  • Do your best, and be patient with it not being perfect. 
  • Try to minimize interruptions.  Consider “re-start cost” – it takes 15-20 mins to get back to where you were when concentrating. 
  • Do one task at a time.  Most are not good at multi-tasking, and don’t get better with practice… 
  • Schedule and take breaks when needed – micro (get up and stretch) to longer breaks. The average amount of high productivity is 90 minutes.  Then a 15-20 minute break is ideal.  Top performers work in 52-minute bursts, then break for 17 minutes, on average. 
  • Do high value tasks at your peak time, which is morning for most.  Take a lunch break. Do more routine tasks after lunch. 
  • Leaders should create a supportive culture for breaks and recovery.  Think of the Raptors “load management” strategy for peak effectiveness when needed. 
  • Manage expectations, celebrate wins and successes a team.  Share creative ideas. 

These are excellent coping strategies for leaders and employees to get through this period of disruption and uncertainty. 

It is essential for leaders to recognize that most of their staff, admittedly or not, are having moments of fear and uncertainty, and dealing with new personal and professional demands during this time, some more than others. It may be valuable as well for leaders to be transparent about their own concerns, but empathy and support for staff, on both a broad and one to one scale, are characteristics needed now more than ever.  That should, in turn, be rewarded by higher degrees of trust and productivity. 

The good news is we are all going through this together, and can learn from each other and grow our businesses and individually in new and unexpected directions.  Hope you’re keeping well and finding some silver linings in the clouds.

* Regarding counselling services, if your company does not offer an Employee Assistance Program, the Ontario Government recently announced an increased investment in mental health services.  Here is a link to some of the services available for individuals to access: http://news.ontario.ca/opo/en/2020/04/ontario-increasing-mental-health-support-during-covid-19.html?utm_source=digest&utm_medium=email&utm_campaign=p

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Difficult Staffing Decisions for Business Owners due to COVID-19

I think most can agree that COVID-19 has turned our worlds upside down, in almost every way.  It’s early days here in Ontario, already with significant impact to businesses and individuals.  I’ve been following the updates and attending various webinars – from Rotman, ICD and HRPA, HR firms and employment lawyers – as we learn collectively and navigate this extraordinary time together. 

Due to self-imposed or government restrictions to try to stop the spread of the virus, employers and self-employed have been quickly forced to find ways to adapt their businesses, and/or face significant financial setback.  Some businesses – like home entertainment or grocery – are able to expand during this crisis in response to heightened demand.  Those without similar options are scrambling to find new ways to hold the fort while waiting for restrictions to lift, or to try to create new demand for their products or services.

Those businesses who cannot find a way to continue to afford to pay their bills or employees for an indefinite period face extremely difficult decisions regarding their staff, including pay cuts and layoffs. 

The federal and provincial governments have also scrambled to offer a variety of financial supports to businesses to try to keep people businesses afloat and staff employed during the pandemic (see my March 24th blog for charts summarizing the main measures).

Before making any decisions on steps like pay cuts, layoffs, leaves or terminations, it is highly advisable to speak to an employment lawyer or experienced HR professional, to determine risks and explore various approaches, as well as to assist with customized staff communications or documentation that may be needed.  Such measures still involve risk, even in the context of a pandemic. 

It is unclear how employee challenges to such decisions may fare, because we are in uncharted territory, and these circumstances have not yet been tested.  As always, claims will be evaluated case by case.  However, the government support offered to businesses may imply a higher degree of obligation to employers to exhaust all options before making certain choices that fundamentally change the terms of someone’s employment, or eliminates it. 

Please contact me if you wish to discuss what options may be best in your circumstances.  I can refer you to an employment lawyer if needed.  I also have clients willing to share their strategies and experiences with other business owners if they can help.

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Facing the Challenge – What to Do and What Government Support is Available? (updated April 13)

Hi everyone. Hope you’re keeping well and on track, whichever one or many that may be. The inundation of public health and government updates these days are truly head-spinning. It’s challenging trying to make sense of all the messages, and balance all of the personal and professional concerns. It’s remarkable to see how individuals, business leaders and government are responding.

Further to my March 14 post and March 17 update (which includes links to various resources), I’ve been working with clients on various strategies to try to stay afloat and do everything they can for their staff, in the context of several months of cancellation or disruption in upcoming business, with an uncertain end.

In an effort to organize, clarify and compare the various support mechanisms that have been announced, below is a chart! (Don’t you love a good one-pager??) summarizing what we’ve been presented with so far, subject to further updates. Actually two charts: one for business, the other for individuals.

Initiatives and Resources for Business
Initiatives and Resources for Individuals

Feel free to contact me if you’d like a copy of either or both charts, or if you would like to discuss any of these initiatives in more detail, and what may be applicable to you or your business.

In February, I was talking with clients about workplace health & safety policies, flex-work and business continuity plans. Now it’s mostly a deep-dive into government resources, parameters around layoffs, cuts in pay or hours of work, ROE codes etc. It’s definitely been one of the most challenging times in my career, but I am inspired by my clients and the dedication they are showing to their businesses and their staff.

Fortunately, now those employers who made sacrifices and found creative ways to keep their staff engaged and employed a few weeks ago, when their business pipelines had essentially shut down for the foreseeable future, are going to be supported by additional government support. What a strong message to their staff though, to take those steps on their behalf, before the relief efforts were known.

Please let me know if I can be of any HR assistance to you or your business, or what other topics you are interested in. Some of my clients have offered to share their experience and stories with fellow business leaders also.

Good luck and stay well!

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Practical Steps for Small Business Leaders during COVID-19 (updated March 17, 2020)

Some of my clients and I’m sure other businesses, especially small ones, are feeling quite overwhelmed or confused about what to do and how to weather this COVID-19 storm.  So this is an attempt to assimilate the massive influx of information, and to package together some useful recommendations and credible resources.  

The last few days of shut-downs and announcements have been alarming, a relief to some and an over-reaction to others, especially while most of us are asymptomatic.  The virus has a 14-day incubation period (hence the quarantine and self-isolation periods) and public health officials are telling us we all play a role in delaying community spread, as long as possible.  In other words, to flatten the curve (i.e., let’s try to avoid what happened in Italy: the complete overburdening of the medical system there due to the rapid spread and spike in cases needing treatment…).  It’s a tricky balance to prepare, not alarm people, so everyone can take necessary steps.

Staying home and limiting interpersonal contact for an undetermined period is challenging for all, including small businesses with limited resources.  The government is promising financial help, but the facts and timing are not yet clear. Meantime, many business owners are looking at ranges of options from credit/cashflow financing to pay/hours cuts to potential layoffs, trying anything they can to keep their ships afloat. This also provides an opportunity to creatively improvise and innovate how you support and interact with your staff and customers... 

Engage your team in brainstorming and problem-solving these questions:

  • How can you adapt your service offerings to accommodate this situation and client needs?
  • What internal and client meetings and tasks can be done with more physical separation, online, on the phone or by videoconference, vs in-person or cancelled? 
  • What technology and processes do you have or need to put in place to support this?  
  • Where can you maintain productivity, cut some slack, keep everyone connected and even make this very difficult and challenging situation fun and stress-relieving for people? 
  • Who from your team can you enlist – or wants to help – with these items? 

Plans, policies, practices:

  • If you don’t have a COVID-19 policy or communications prepared, including workplace etiquette and hygiene, self-isolation and quarantine policies and other expectations, you should have one, consistent with and customized to your existing policies and practices.
  • If you don’t have a work-from-home policy, you now probably need one, at least on an interim basis.
  • If you don’t have paid sick days, you may want to consider implementing them, if you can afford it.  Alternatively, the Canadian government has announced that it has eliminated the waiting period for EI to relieve some of this burden.  It also has an application-based Work Sharing program, which may allow some employers to avoid layoffs resulting from COVID-19.
  • Ontario public health officials are now indicating that employers should not be requesting doctor’s notes for COVID-19 related time off work, because it may place an undue burden on medical professionals (i.e., they’re busy dealing with the influx of cases).  If your employee offers to provide a doctor’s note to substantiate medical time off for COVID-19 or anything else, ask them to scan and email it from home (if they have that capability), not bring it in while they’re sick.
  • If you don’t have a pandemic or business continuity plan, make a record of all the things you may need to deal with – including staff, clients, suppliers, technology etc. – that you’re now or maybe soon figuring out on the fly!  (And once all this is over, go back and put a proactive business continuity plan and supports in place for the next time.) 

Please contact me if you need help creating or updating your policies or staff communications. Please also share your ideas, resources and experiences – what’s working and what’s needed.

Remember, this too shall pass…  Your staff, clients, partners and others will appreciate your leadership in the interests of their and everyone’s welfare, which should pay off in the long run.  Stay safe and well!

Links to Public Health, Government and other Resources:

Public Health ON:  http://www.publichealthontario.ca/

Toronto Public Health:  http://www.toronto.ca/community-people/health-wellness-care/diseases-medications-vaccines/coronavirus/

Public Health Canada – COVID-19 (includes printable resources): http://www.canada.ca/en/public-health/services/diseases/coronavirus-disease-covid-19.html

WHO – Getting Workplace Ready:  http://www.who.int/docs/default-source/coronaviruse/getting-workplace-ready-for-covid-19.pdf

FAQ’s for Employers from Sherrard Kuzz LLP (Employment Lawyers): http://www.sherrardkuzz.com/wp-content/uploads/2020/03/Briefing-Note-COVID-19-Frequently-Asked-Questions-for-Employers-Updated-to-March-12-2020-Sherrard-Kuzz-LLP-Employment-and-Labour-Lawyers.pdf

Employer Update re COVID-19 from Hicks Morley (Employment Lawyers): http://hicksmorley.com/2020/03/12/update-on-coronavirus-covid-19-ontario-announces-pandemic-enhanced-measures-to-safeguard-public/

Government of Canada actions for COVID-19 (general): http://www.canada.ca/en/public-health/services/diseases/2019-novel-coronavirus-infection/canadas-reponse/government-canada-takes-action-covid-19.html

Government of Canada actions for COVID-19 (resources for business): http://www.tradecommissioner.gc.ca/campaign-campagne/ressources-entreprises-COVID-19-business-resources.aspx?lang=en

Work Sharing Program (financial assistance for impacted businesses – Canada): http://www.canada.ca/en/employment-social-development/services/work-sharing.html

Insulating for isolation: a mental health checklist for getting through quarantine (Conference Board of Canada): http://www.conferenceboard.ca/insights/blogs/insulating-for-isolation-a-mental-health-checklist-for-getting-through-quarantine

Article explaining Flattening the Curve (Washington Post): http://www.washingtonpost.com/graphics/2020/world/corona-simulator/

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COVID-19 – Weathering this Storm (What’s your Mindset?)

Since my last (first!) blog on February 14th, we’ve gone from preparing for COVID-19 to nearing the eye of the storm here in Canada.  For some, like China and Italy, hopefully the worst has passed.  We have been able to learn from their experience.  But the storm has now been declared a pandemic.  It is moving around the globe, and knocking at our doors. How much do we let it in? 

Storm survival:

I moved to the beautiful island of Bermuda in mid-August, 2003.  Two weeks later, a photo of a giant swirling cloud, Hurricane Fabian, appeared on the cover of The Royal Gazette.  It was predicted to be category 5, one of the worst in the island’s history, and approaching the island within days. Terrifying!  What did I get myself into here?  But I’d made the commitment to be there, so after some fretting (on my part), my partner and I got practical and prepared.

We took local advice from those who’d been through hurricanes and tropical storms before, got a *reasonable amount* of supplies (water, batteries, non-perishables, playing cards, toilet paper and red wine!) and hunkered down.

When Fabian actually hit, it was pretty terrifying. The power went out as it drew closer, so we passed the evening playing cards by candle light and then tried to sleep over the intense rattling of the doors and shutters, wondering if they would hold, what would happen.  The fear was mostly due to the unknown and when it would be over.

The next day was sunny and calm.  The foliage was mostly gone, or splintered and sprayed across nearby surfaces.  Our privacy was gone, but hey, we could wave to the neighbours!  Thankfully, everyone was ok.  We got through it.

Fabian passed through at category 4.  It was serious.  There were 4 casualties in total, $300 million in damage, several roofs blown off, and the power was down for a while.  It was significant and took time to rebuild, but could have been WAY worse, depending partly on nature, and partly on people’s behaviour, past and current.

The island had learned from history.  It had improved its infrastructure, almost all buildings were made from cedar block, not wood, most windows had shutters, and most people stayed home and calm and weren’t cavalier about the situation.  

Reactions to crises:

Like COVID 19 (and many other things we’re seeing in the world right now), we knew this storm was coming, but didn’t know how serious it would be, and how much damage it would do.  That’s the scary part.  The internet and 24-hour news cycle can spread a lot of useful and accurate information quickly.  It can also spread a lot of fear and dangerous misinformation quickly.  The good and bad can go “viral” and spread fast.  It’s important to rely on reliable sources, especially in times like these, and try to stay a little more physically distant while keeping connected – a little sense of humour and neighbourliness helps!  

We’re seeing that in crisis situations, some downplay or complain, some take no action, some over-react, and some take reasonable precautions, hoping for the best but preparing for the worst.  Most would agree the last approach is the most effective.  I also think that most want to be or believe they are in the last category, but get caught up in worry or denial.  That’s totally normal, but not the best place to stay for too long. 

Especially at times of crisis, it’s good to check in with your mindset and coping steps and see if they’re working for you – and your team.  We’re all in this together, but if you’re a leader, your team will be looking to you for guidance, direction and in some cases, support.  If you’re feeling overwhelmed, do what you need to do to reset.  Take a break, walk around the block, exercise, phone a friend, whatever you need to do to get calm and perspective.  And ask for help if you need it.

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Are you Ignoring or Dealing with Coronavirus – and Other Business Risks?

Given the ongoing Coronavirus updates, I wanted to share some key takeaways from a live webcast I attended this week called “Can your Organization Withstand a Pandemic?” hosted by HRPA, my HR professional association.  This is more of an information share than my musings. Hope you find it helpful…

There was a comprehensive health update, tips on general virus spread prevention, and how businesses can plan for and deal with the various risks they face, health and otherwise.  

Health update (as of February 12, 2020) led by Wendy Reed, Director of Occupational Health & Infection Control at St Joseph’s Health Care in London, ON:

  • The WHO (World Health Organization, not the band!) has declared Novel Coronavirus a public health emergency of wide concern since Jan 30th.  They have not yet declared it a pandemic, and it is still mostly contained to China.
  • Coronavirus is a family of viruses, usually found in animals but can be transmitted to people, which can cause a range of illnesses from colds to more severe respiratory illnesses. Symptoms range from fever, cough, breathing concerns to more serious, the most severe being pneumonia.
  • This virus is now called CoVid -19.  The title purposefully excludes identification of any locations to try to avoid stigma (e.g., a previous strain had “ME” in the title referencing the Middle East where it was based).
  • It can be spread from person who is symptomatic to another. It is still unclear if can be spread from a person who is asymptomatic. Spread is “droplet and contact”, including touching a contaminated surface then face, or by sneezing or coughing within 2 metres.
  • There is no vaccine at this time for any coronavirus. The flu shot doesn’t apply (it’s not the influenza virus).  However, if you become symptomatic, it is best to seek treatment early, and relieve symptoms by resting, sleeping, using a humidifier, drinking lots of fluids.
  • There are resource sites on the internet to see current numbers.  As of February 12, there were 40k cases – almost all in China.  909 deaths in China, only one outside.  7 cases in Canada (3 in ON, 4 in BC).  259 were tested in ON, 8 still under investigation.
  • By comparison, there are currently around 29,000 confirmed cases of flu in Canada, 30 deaths, 29 ICU admissions. That is a bigger concern, but still worth monitoring CoVid -19.
  • The Chief Medical Officer for Canada has said those returning from Hubei province must be quarantined.  Those returning from other parts of mainland China without symptoms can self-monitor for 14 days.  If you get symptoms, go for testing asap. 
  • Quarantine period is usually 14 days. Public heath gets involved. People returning from China seem to be getting checked.  Risk level appears to remain low in Canada.
  • Everyone is entitled to work in a safe environment. Employers can encourage self-quarantine if they have a concern.  Sickness benefit under EI apparently applies to quarantine, which helps if the company offers no or limited paid short term disability coverage. Look at public heath sites, or call them, if concerned about yourself or co-worker.
  • Recommended general hygiene practices for the workplace (applicable for any cold and flu season): encourage symptomatic people to stay home, send sick people home so not infecting others, post respiratory etiquette reminder signs (cover mouth & nose with tissue, have waste basket nearby, don’t keep used tissue in pocket, use elbow if tissue not available); wipes and gels should have >60% alcohol; disinfectant wipes should work.  See public health sites for further guidance.

Emergency Preparedness and Business Continuity Planning – led byJodi Zigelstein-Yip, Founder of Enliven HR Consulting

  • Communication mechanisms that can be usedto address concerns include:  team meetings, town halls, emails, intranet etc.  Try to inform and put people at ease, share what the organization is doing to protect employees, guidance what employees can/should do, provide a list of key resources.
  • Business continuity plans:  50% of the 750+ participants said their organization has a business continuity plan; the rest said it was outdated, they weren’t sure or had no plan. 
  • It is important to ensure proper protocols and practices are in place to protect employees and the business itself. The goal is to be able to operate the business with minimal disruption, and to mitigate risk and exposure in the case of an emergency. (I can attest to this, having been involved in this process at several organizations.)
  • Have a strong business continuity team and easy to follow plan that people under stress can easily follow.  Have central access to information, a communication plan, essential policies and processes, customer access, workflows to assess situations.
  • Work from home policies and practices can help in case of emergencies, and generally so staff are prepared.  Have a framework for eligibility, expectations and processes.

Feel free to contact me if you have any questions or want to talk about any of these topics and how they affect your business.  Happy Valentine’s Day, Family Day weekend, and be well!