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Most Employees Satisfied With Covid-19 Return-to-Work Plans

By Healthy Choices No Comments

More than three-quarters of employed U.S. adults (79%) are satisfied with their employers’ pandemic-related return-to-work plans, according to the results of the latest American Staffing Association Workforce Monitor® online survey conducted by The Harris Poll.

Eight in 10 men (83%) compared to seven in 10 women (74%) are satisfied with such plans, while generations also differ in their satisfaction levels—with Baby Boomers (85%), Millennials (82%), and Gen X (77%) all more satisfied, and Gen Z (62%) less content.

In fact, eight in 10 workers are pleased with their employers’ response to the pandemic specifically in regard to:
• Office cleanliness protocols: 85%
• Remote/telework policy: 82%
• Communication from employers about the Covid-19 pandemic: 81%
• Benefits (e.g., paid leave, sick leave, etc.): 80%

When planning for employee returns to “brick-and-mortar” job sites, organizations must consider a range of measures to ensure the safety of their workforces. Employed adults indicated that the top five measures that would be critical for them to feel safe on the job are:

1. Social distancing measures (e.g., signage, plan for communal areas, reduced number of staff in workplaces at a time, etc.): 53%
2. Detailed cleaning protocols: 46%
3. Covid-19 testing offered to employees: 44%
4. Personal protective equipment required (i.e., masks): 44%
5. Temperature/symptom screening: 43%

One in 10 workers in the industrial (8%) and office–clerical and administrative (7%) sectors also share this concern.
However, 7% of those employed said that nothing would make them feel safe on the job during the pandemic, with workers in the health care sector more likely to cite this fear (14%) than those in the professional–managerial (6%) and engineering, scientific, and IT (2%) industry sectors. One in 10 workers in the industrial (8%) and office–clerical and administrative (7%) sectors also share this concern.

“Worker health, safety, and well-being are of the utmost importance to all employers, but are even more top-of-mind as the nation continues to navigate the Covid-19 pandemic and businesses begin to resume traditional work and operations,” said Richard Wahlquist, ASA president and chief executive officer. “As part of its continued commitment to safety, ASA is providing new return-safely-back-to-work best practice protocols for all employers, and a checklist specific to ensuring the safety of temporary and contract workers.”

4 tips for mastering remote work.

By Healthy Choices No Comments

The coronavirus pandemic has changed virtually every aspect of how we work and live, including asking millions of workers in the U.S. to work from home — many of whom are doing so for the first time. The Bureau of Labor Statistics’ most recent estimate, made well before COVID-19 struck, said just under 25 percent of U.S. workers did their jobs from home. But that number has undoubtedly skyrocketed over the recent weeks.

If you’re one of the folks doing your job from the kitchen table for the first time — or if you just want to get some best practices for remote work — we put together a list of must-know tips for staying productive, engaged and, well, sane while working from home.

set boundaries early

If you’re new to remote work, the first days were likely oddly liberating. No commute. No water cooler chit-chat. No dress code. After a few weeks of remote work — especially when we’re practicing social distancing — you might begin to go a little stir crazy. You may start to miss the structure and interactions that came with office life.
After all, no commute. No water cooler chit-chat. No dress code.

What you initially found freeing can easily become maddening — so make sure to establish boundaries for yourself, your schedule and your loved ones.

don’t sleep in

Your first instinct when working from home for the first time was likely: “I don’t have to commute! That means I can sleep in.” But keeping your morning routine consistent with life pre-COVID is key. “If we throw our routines off, our caveman brain detects a problem. And right now, the world is a problem, so our fight-or-flight responses are on fire and the caveman brain is running the show,” psychotherapist Teralyn Sell told NBC News. “Don’t give it another problem.”

unplug at your normal time

Here’s a surprising fact: Studies indicate that remote workers burn out at a slightly higher rate than those who work in traditional office settings. Why? There could be any number of reasons, but consider that respondents to another study said “unplugging after work” was their biggest challenge when it came to working from home. With no commute to delineate between work and home, it’s easy to see why workers work longer hours from home, but it’s vital that you establish a boundary between work and downtime — and challenge yourself to stick to it.

make it clear when you’re working

Your kids or partner couldn’t tap you on the shoulder while you were at the office, and they shouldn’t be able to interrupt your flow now. If you don’t have a home office with a door you can close, find ways to signal when you’re unavailable. A red sticky note, for example, can indicate you’re in do-not-disturb mode, while a green one can indicate you’re free to chat. Whatever system you use, make sure the others in your household take it seriously.

set up an official worksite

Speaking of home offices, having a proper workstation can help you stay on-task and improve productivity. If your work-from-home situation is temporary, this doesn’t mean you should remodel your house to incorporate a proper office space. It does, however, mean you should find a quiet, well-lit space with room for your machine, phone, files and whatever else you need for day-to-day work.

This isn’t only about having a place for all your stuff. There’s a psychological aspect in play here, too. You likely associate your couch with being in leisure mode and your kitchen table with fun family dinners. So find a space that’s neutral and doesn’t subconsciously encourage you to unplug.
Trello has a great collection of actual home offices to give you inspiration. From minimal to busy and innovative, these spaces can help you visualize what the ideal space for you looks like.

communicate effectively — and often

Technology doesn’t just enable us to work from home. It can also empower us to work even more effectively than we were in the office. But getting there requires regular, seamless communication between leaders and team members.

If you don’t already have regularly scheduled daily check-ins with your team, set one up, or ask your manager to do so. They don’t have to be long, either. Just a 15-minute chat at the beginning of the day can help you stay aligned and on-mission, but don’t stop there. Apps like Slack, Google Hangouts and Google Duo and Skype enable easy, ongoing communication among your whole team. Work with your manager to identify the right tool(s) for your team, but keep in mind that apps that enable video conferencing can be key, as face time with coworkers is key in retaining your sanity while we’re all staying home.

get social

Humans are social creatures, and regular face-to-face contact with others is a necessity for our mental well-being. Not only that, loneliness can suppress our immune systems, which can put us at even greater risk of contracting coronavirus.

While socializing isn’t directly connected to work, it is crucial for staying physically and mentally healthy, which we need to prioritize now more than ever. We’re not suggesting you should throw a party — at least not in real life. But you should consider organizing a remote dinner party or cocktail hour where you and several friends share a meal or a drink via video conference.
Another option is the increasingly popular Netflix Party extension for Google Chrome. It allows groups of friends or family to watch Netflix together and chat via text, emojis, gifs and more. It’s a great way to feel human without putting anyone at risk.

key takeaways

Coronavirus has prompted an experiment in remote work on a scale never thought possible. For those new to working from home, establishing clear boundaries for your workspace, optimizing that workspace for prime productivity, frequent communication with your team and making time for human contact can be the difference between staying productive and going stir crazy.
They’re small steps, but they’ll make a world of difference while the world hunkers down.

A How-to Guide for Hiring During and After the COVID-19 Pandemic

By Healthy Choices No Comments

Our world has turned upside down in the space of a few short months with many companies closed for business, some temporarily and others permanently. Despite the despair and uncertainty in the air, some industries and companies are experiencing highest-ever demand that requires that they adapt to – and continue to work – while we figure out how the world will work. I’m confident that eventually, with some marked changes, we’ll be able to return to a new normal – so we need to prepare to accommodate the new hiring landscape we’ll face once that happens.
According to research by OWL Labs, a little more than half of workers in the US worked remotely at least once a month in 2019. Following this crisis, more businesses than ever will likely offer more comprehensive telecommuting options for all their workers. Adzuna, a platform that tracks jobseeker search and recruitment trends globally, found that remote working jobs postings have increased by about 270% since 2017.

Companies are heeding public health recommendations to encourage home working where possible and are now effectively embarking on a giant work from home experiment.”
“Employers are recognizing that flexible work practices can improve employee productivity, aid talent attraction and retention, and support diversity and inclusion initiatives through more inclusive recruitment practices,” says Andrew Hunter, co-founder of Adzuna. “While it’s still too early to know the full effects of COVID-19 on working practices, our data so far this year shows a continued increase in remote working vacancies. Companies are heeding public health recommendations to encourage home working where possible and are now effectively embarking on a giant work from home experiment.”

Clearly, the results of this experiment remain to be seen but the evidence we have so far points to the need – and desire – for a radical change to recruitment and onboarding in the future. So let’s go over some key strategies to consider when hiring now – and to prepare for the future – to see success with remote employees.
The Job Specification:

With the possibility of periodic lockdowns and reduced capacity in public spaces extending through the end of the year, jobseekers are looking for security and safety for themselves and their income. Adzuna notes a 600% increase in jobseeker queries that includes the words “remote”, “telecommute” or “work from home”. When writing a jobs spec now, the scope of telecommuting should be elucidated clearly in the description. Inform candidates if there will be instances of work travel throughout their tenure (i.e needing to go to HQ for evaluations or meetings, travel to meet clients) as some may not be able to do so for a number of reasons (i.e inadequate childcare, being immunocompromised).

When hiring for an in-office role with some remote capabilities, the job description should state that the company follows all cleaning and social distancing protocols instituted by public health authorities. Communicate what the business does to protect employees and minimize the risk to them. These assurances build trust in the company from potential employees, aiding talent attraction and retention and making it more likely for strong candidates to follow through the entire recruitment process. These differentiating practices will make the posting and company unique and shows that you’re willing to reward the risk they take by being customer/office facing.

The Resume:

Remote working is not for the faint hearted; it requires discipline and a proactive and self-motivated attitude which isn’t common among all workers. When reviewing applicant resumes, try to glean where they may have worked remotely in the past (if not explicitly stated) and how successful they were in that position. Indicators of success here include the length of the position (or if they contract/freelance, how many remote projects they’ve completed), whether they had multiple remote jobs or any accolades and successes they achieved while in these positions. Ideally, hiring people with a great level of experience working remotely will be advantageous as they’ll hit the ground running since they already have familiarity with productive telecommuting.

With unemployment drastically high, try where to find talent where you normally wouldn’t. There is a vast amount of talent on the market with the transferable skills, personality and culture to be successful in your business. It’s possible to even secure these employees at a slightly lower market rate due to their lack of experience in the field but their strong background and desire to work. They deserve to be compensated fairly of course, but if you have to tighten your purse strings as a business owner, concessions need to be made to find talent that resides within your budget. (Plus they can always get a raise once times are better!).

The Person:

If the resume looks good (and passed the “6 second” recruiter test), it’s time to move on to the interview. Now, I’m stating the obvious here when saying the interview will be conducted via video conference. Video interviewing may be new to some employers, but there’s already a treasure trove of resources that make it easier and articles with common sense advice about how to evaluate during an interview. Here are strategies I’ve found work best for me.

The first thing will be to arrange the interview as early as you can in the day. This is the first test and just like an in-person interview you’re evaluating the candidate’s first impression. Pay close attention to their appearance. Do they look fresh, prepared and full of motivation or do they look like they’ve just fallen out of bed? Is the location they’ve chosen relatively quiet and free from background distractions? These factors are important to consider as they’ll show how seriously candidates can take working from home, as well as how well they’ve prepared and the ability to present their best selves. This is a good indicator of their work philosophy and future output.
Now, I’m stating the obvious here when saying the interview will be conducted via video conference.

Do your best to make the candidate comfortable by encouraging them to talk about themselves and lead the interview with descriptions of their career path and accomplishments. Encouraging candidates to talk about themselves, as you would in an in-person interview, helps them to loosen up and get more comfortable with the format. Occasionally, candidates may deflect and try to complete phone interviews in lieu of video interviews citing discomfort with video calls. However, with the increased necessity of remote working, I would personally advise against this. You need to know that your employee is willing to set aside the time to commit to work and due to our current reality, you need a candidate who can at least complete a video conference to get the job.

During the interview, be sure to ask about their previous experience working remotely. Investigate how they adapted to the workstyle and the different habits and tactics they used to be as productive as possible. Specific examples are essential here and help you to evaluate the fitness of a candidate to manage themselves without the physical space and structure of an office.

The Offer:

So they aced the video interview and seem to be a good fit with all the skills you need (including being suitable for remote work): congratulations! You’re ready to make an offer. As much as our work habits have changed, you must also adapt the terms of employment offered to new employees. In addition to standard salary and benefits, consider adding additional provisions relevant to our current situation.
Offer a paid subscription to a new wellness app, or complimentary meal/grocery delivery services; these offerings not only make a person feel valued; they are a constant reminder that they are part of a team and a company that cares for them. This is critical at this time as you don’t have the luxury of natural team-building that comes when people come into the office daily. These little gems when they first join the team, let new employees know they are valued and appreciated and improve employee attraction and retention metrics.

Post Hiring:

Managing a remote workforce is different to a traditional one and requires an increased effort from you to keep productivity and spirit is high. As the leader, you need to install a routine in your workforce. Start the day with a message to your team at the beginning of their shift. A group message on Slack or Teams that’s casual and tries to engage everyone in the conversation breaks the ice and brings the team together (so they know we’re all on the same page).

In this same vein, set very clear tasks and deliverables to guide workflow throughout the week. Create a check-in schedule that allows you to monitor progress, address issues, concerns or roadblocks and make any needed changes before a deadline. Provide your staff with plenty of resources to help them complete their work and don’t be shy to drop in the odd call once a week to just check-in with how they are coping and if they have any concerns that might affect their ability to work.
As the leader, you need to install a routine in your workforce.

Keep the social aspect of work alive by arranging things like virtual lunches or happy hour, where food is on the company (it’s difficult to coordinate timely delivery so allow employees to claim back on expenses). This builds a break into the workday and gives people a chance to decompress, socialize and break the monotony and isolation inherent to working at home. You should insist that your workers take part in this to make sure they feel included and most of all, keep a routine.

Being adaptable and teachable are traits that everyone, be it business owner, manager or employee should cultivate – especially for times like these. Your ability to rise up to this challenge will make or break your organization. Having the tools to best tackle the challenge head-on helps mitigate the negative effects of change and crisis and keep you and your employees safe, productive and healthy.

Reopening after COVID-19: What companies need to know

By Industry News No Comments

As the nation begins reopening after COVID-19, companies need to have a smart game plan to protect their employees, customers, and their businesses.

It’s not just about following new regulations and safety practices (although that’s important). Reopening safely requires that you bring all of your stakeholders to the table to plan for your immediate and long-term future.

“One thing that we’ve been communicating with our clients is you have to have a thought-out, and written-out plan to execute on,” says Jackie Baxley, environmental health and safety practice leader (EHS), at HRP Associates, an environmental and engineering consulting firm.

Consider this your reopening checklist.

Assess your space and local laws

Before you reopen, you need to take a look at your workplace, your work practices, and your people. This can include evaluating traffic patterns for your facility, the work-station structure, breaking and lunching habits, etc. Ultimately, you want to limit close proximity interactions as much as possible, says Baxley.

You also need to make sure you understand local ordinances and note that they are going to be very different by municipality. “Look at what your local health department guidance is,” says Baxley.

Develop a prevention plan

There is no one-size-fits-all approach here, which is why doing assessment first is critical, says Baxley. Some prevention examples may be hand sanitizing stations and educating your employees on using them; protocols on wearing face coverings (which may or may not be required based on location); rerouting of traffic flow, etc.

For one distribution center, the solution to change to one-way aisles was a big help. Other ideas may be limiting the number of entrances into the building, and staggering shifts and appointments.

Another part of prevention is disinfection. But it’s not simply spraying some Lysol and calling it a day.

“In that plan, you’re identifying what disinfectant you’re using, the proper use of those disinfectants, who you have doing the disinfection, and who will contact if you have someone infected in the workspace,” says Baxley. The CDC has guidance on this, but certain municipalities have outlined more specific expectations following suspected or confirmed cases.

Set up safety controls

One complex aspect of control is whether or not to perform medical screenings on employees. “You definitely want to engage your HR department because there are EEOC considerations,” says Baxley. Whether it’s touch-free thermometers, cameras that capture thermal imaging, or giving building visitors a questionnaire when they enter, it’s important to note that EEOC has indicated that the results of screenings are considered medical records, so HR would have to be involved in maintaining those records. Plus, how might contract tracing play out in a work environment should a staffer get sick?

With all this to consider, large organizations – especially healthcare facilities, senior living, or colleges and universities – should invite public health officials to discussions on how to handle some of these big questions.

Less invasive prevention measures include removing workstations or adding plexiglass barriers, as well as eliminating shared spaces and equipment. For organizations with open-concept layouts, it might mean turning shared spaces into designated spaces. Other proactive steps may be giving employees the items needed to disinfect their workspaces and touchpoints, and increasing janitorial cleanings in common areas or on surfaces like light switches and doorknobs.

Prioritize communication and encourage feedback

Just as vital as all of the measures and protocols companies need to consider for their physical reopenings, organizations need to put real effort behind the emotional needs and wellness of their workforce.

“It’s a great feeling when all this is going knowing that the company takes the time to listen and cares so much about their people,” says Stephanie Bathke, lead culture and brand manager at Insight Global. She notes that the company has been finding new creative ways to keep the personal connections going among colleagues, from staff happy hours to transitioning the annual company conference into a virtual format. “It’s given us all something fun to look forward to, and to remind us of what a special place this is,” she says.

In the meantime, everyone is doing their part to adapt and step up for the clients, especially in high-demand industries. “On the first Saturday of our work-from-home transition, we had 50 recruiters working to staff a makeshift hospital in Atlanta with 65 people. They pulled it together in 24 hours,” says Doster. “Right now during such extraordinary times, there is no greater purpose for us than being the light for others by helping find people jobs, and by taking care of our clients.”

Put a focus on mental well-being

Cate Miller, manager of talent delivery center of excellence at Concentrix, a global customer experience company specializing in customer engagement and improving business performance, says her company has also taken great strides toward focusing on the mental well-being of its workforce. “We took an approach that if we’re going to live our culture statement that we are ‘different by design,’ then we’re going to live up to that standard and going to take care of our employees,” she says.

That has meant not only constant communication, but reminders to take breaks, step away from the computer, take yoga classes, and more. “Most of us have small children and now have become full-time teachers in the midst of this pandemic as well,” she says. “We have a constant support system where it’s OK to ask for help or ask questions.”

“Being sure that people know if you need help, if you’re feeling overwhelmed, or that we can connect you with professionals to help you, is us helping each other – that’s us being one team,” says Jason Brown, vice president, delivery shared services at Concentrix.

“Getting each other through it is as much a part of the return to going forward as the tactical steps,” he says.

Phase-in reopening

Concentrix has some offices still open, though it has shifted a large portion of people to work-from-home setups. “Even though we continued to operate in our sites, we had some people who weren’t comfortable or had underlying conditions who chose not to be working right now and we respect that choice,” says Brown.

It’s also important to evaluate each location individually, he says. “Our response is going to be appropriate for each community. What we do in upstate NY is going to be different than what we do in Midwest,” says Brown. And just because a state says it’s “safe” to reopen, doesn’t mean that the company will resume all in-person activities at once.

One of the advantages for Concentrix’s North America division is that it can look to the global teams in China and South Korea to understand what their journey has been. “They share best practices about what’s worked, and then you can localize that,” says Brown.

For spaces that do reopen, social distancing is going to be a key part of it. “We will operate those facilities below their peak capacity in a way that allows people to feel safe and comfortable,” he says.

Hiring after COVID-19

Companies like Concentrix and Insight Global aren’t slowing down their recruiting and hiring initiatives, but they are having to adapt them.

“Prior to COVID-19, we had virtual tools, video interviews, text recruiting applications, etc. What we didn’t anticipate was 100% of our candidate contact going virtual,” says Brown. One of the questions the company will figure out over the coming months is what does the ‘new normal’ look like in terms of streamlining that process for candidates. “This crisis helped accelerate what was already a direction we were heading in; we’ll get there faster as a result of what we’ve been through.”

At Insight Global, the team had hired a large number of entry-level recruiters before the pandemic hit. “We have incredible new recruiters slated to start across North America over the next few months,” says Doster. That plan hasn’t changed, although the onboarding may look different. New training models are being developed behind the scenes to make sure the latest hires get the best training possible.

“Insight Global University, our internal training and development division, is working tirelessly to ensure all of our upcoming hires receive even more training during this time. Every single recruiter that we hire matters, and training is paramount to the success of each and every one of them,” he says.

Looking ahead

As the saying goes, “we can’t control what we can’t control.” But we can define what we are able to control, says Baxley.

It all comes back to that assessment, prevention, and control planning, and realizing that it is a continuous process. Says Baxley: “You have to adapt to what is going to be a very dynamic next few months.”

How COVID -19 is changing the recruiting and hiring process

By Industry News No Comments

Nearly every aspect—from interviewing, to onboarding—has changed in recent weeks. If you’re one of the companies still hiring in the midst of the pandemic, you’re likely going about it in a new way. From where you’re looking for talent to the interview and onboarding process, social distancing is impacting recruiting in a myriad of ways, and just how much will depend on your industry.“Some sectors have been obliterated, like hospitality and travel,” says Arran Stewart, cofounder and chief visionary officer for the automated job-matching site “Conversely to that, some are absolutely booming. Logistics and healthcare workers are in huge demand as are certain retail workers, like supermarkets.”Stewart’s site has seen a surge in demand in blue-collar workers, with 100,000 more posts for warehouse workers than the platform’s traditional numbers. “It’s unprecedented growth in that sector, since everyone is having things delivered to their homes,” he says.Blue collar or white, the way companies hire workers has fundamentally changed.

The first change is how companies find candidates. Due to social distancing, many are pulling back on national or global advertising, limiting their geographic search. “They look locally first, focusing on their city rather than flying someone in,” says Atta Tarki, author of Evidence Based Recruiting and CEO of the specialized executive search firm ECA. “If they can’t find someone, they’ll slowly widen the search.”Social distancing may be a positive for internal candidates, many of whom are getting a closer look, says Tarki. “A number of clients said the responsible thing to do is put a freeze on external hiring and repurpose their internal people,” he says.And gig workers may find opportunities, too, as companies are using them to bridge the gap, says Tarki. “Some companies are putting permanent roles on pause, filling interim roles instead,” he says.

The interview process is also changing, going from in-person to video platforms like Zoom. “Face-to-face interviews don’t exist anymore, and everybody’s fine with video interviews,” says Stewart. “It’s peculiar for blue collar workers, though. They’re used to turning up for an interview that would lead to a job. Now they’re being interviewed over video and turning up to work.”In some cases, companies that have colleagues in other cities are asking them do in-person interviews with candidates, says Tarki. “Before the lockdown, these might have been done at a coffee shop, and now sometimes people are meeting at a local park,” he says.How a company adapts its interview process can be a clue to its culture, adds Tarki. “A couple of weeks ago, our first wave of clients were allowing some candidates to opt out of onsite meetings and made it comfortable for them to do so,” he says. “Some companies are letting people start a few months later if that helps them. The biggest question on people’s minds right now about switching jobs is will their new boss be reasonable if something comes up. By accommodating different comfort levels, companies aren’t just saying they have a good culture; they’re showing it.”

Once a candidate is hired, the onboarding process is becoming virtual, too, and the biggest change is in the new management style it requires, says Stewart. “Onboarding is about bonding and managing emotions day to day, and when you’re dealing with working remotely, it creates a challenge,” he says. “Onboarding is quite personal. How do you help someone new to the company feel immersed with the business and a part of it?”Some companies are using VR technology to give candidates a tour of the facilities, says Tarki. And regular videoconferencing is important.“Helping someone feel part of a team comes down to clear information, clear directives, and strong leadership,” says Stewart. “You may only speak to someone 15 or 20 minutes when before you spent the entire day sitting just a few desks away. You need to offer plenty of resources and information, with scheduled conversations through video. You need to introduce a routine into their lives.”

How people work changed overnight, and the new processes may become permanent, says Stewart. “In the past, our studies found that 44% of companies wouldn’t entertain remote working, and now pretty much every company has to entertain it,” he says. “That’s a huge shift in working, interviewing, and hiring. It requires a greater level of trust, understanding credentials, and managing personalities and relationships.”Stewart predicts that companies will see that workers can be productive at home. “They might also enjoy not needing extensive overheads with huge offices or the pressure to create an engaging environment, especially if they’re getting the same level of productivity,” he says.“It’s a new status quo,” he says. “We will have long-tail repercussions to the changes in behavior, and some companies will flourish and new ways of working and new technologies will emerge. In next 12 months, the recruiting landscape will look quite different.”

Hiring in a COVID-19 World

By Industry News No Comments

HR professionals are faced with myriad new responsibilities during the coronavirus outbreak—and some are also still required to perform the usual tasks—like hiring.
While many companies have temporarily shut down, and many others have put hiring on hold, for some organizations it’s business as, mostly, usual. Companies that had been recruiting for key positions will likely need to move forward with that hiring process. Companies suddenly finding themselves in need of new workers (grocery stores and delivery services) must come up with new ways to recruit and hire that comply with legal and safety regulations.

How can companies appropriately—and legally—extend, or not extend, job offers? Can companies require testing? Quarantine? Work-from-home? Can they choose not to hire someone who refuses to work onsite—or from home? We asked some HR and legal experts to weigh in.
Interviews: Live or Remote and the Implications of Each

While most areas of the United States are practicing social distancing, bringing candidates into the workplace to meet with a hiring team may not be a good idea.
“The COVID-19 pandemic will force many employers to conduct virtual interviews over Skype, Zoom, Google Hangouts and other media instead of face-to-face,” said Beth Zoller, an attorney and legal editor for online HR resource site XpertHR. Before doing so, though, employers should “make sure that the interviewer and the job applicant have the correct information to connect to the video or remote interview and that they are comfortable with the technology.”

There may be some legal considerations as well, Zoller said. If the interview is being recorded it may be necessary to obtain consent before the interview, in accordance with state laws. “Additionally, be aware of state laws such as that in Illinois that impose specific requirements with regard to video interviews,” she said.
Requiring an applicant to come in for an interview raises potential safety issues. “If an employer requires a job applicant to come to the workplace for an interview,” Zoller said, “the employer should make sure to take the appropriate safety precautions to protect the health of the workplace.”
Can You Test Applicants for Coronavirus.

Blaine Bortnick is an attorney and partner in the New York City office of Rasco Klock. The Equal Employment Opportunity Commission (EEOC) recently released guidance on testing job applicants for coronavirus, Bortnick said, “to reassure employers that they may screen job applicants after making a conditional offer, as long as the employer does so for all entering employees in the same type of job.”

In addition, he said:
• Employers may delay the start date of an applicant with COVID-19 or its symptoms.
• Employers may withdraw job offers to applicants who have COVID-19 or its symptoms if they need the applicant to start immediately.
• Employers may require employees to work from home, and they may decline to hire applicants who refuse to work at the company’s designated work location, whether that be onsite or remotely.

Carl Muller, an attorney with Tucker Ellis in Cleveland, advises caution when rescinding job offers, however. Candidates who test positive but who have only mild symptoms—similar to a cold or mild flu—would not likely be considered to have a disability under the Americans with Disabilities Act (ADA). But employers may be violating the ADA if they decline to hire a candidate who tests positive and is hospitalized “with significant symptoms and whose breathing is impaired for many months during a lengthy recovery. [That person] would likely be considered to have a disability under the ADA,” he said.

The EEOC has also advised that federal, state and local public health guidelines also be followed. “However, employers need to be aware that any medical screening, including temperature checks, are considered medical examinations and thus are considered confidential medical records,” Bortnick said.
Can You Require Quarantine or Work-at-Home?
Yes. The bottom line is that employers have an obligation to protect the health of their employees.

“Nobody with coronavirus or associated symptoms should be in the workplace, and this extends to candidates and new hires,” said Hannah Sorcic, counsel in Reed Smith’s labor and employment group in Chicago. “If the employer has legitimate concerns about a new hire’s exposure, it can require the employee to remain offsite for a period of time, or perhaps delay the start date. Consistent and nondiscriminatory application of company policies and procedures will be critical, as we anticipate a wave of COVID-19 employment litigation will follow.”
Further, when returning to work, employers may require workers to submit doctors’ notes certifying their fitness for duty, according to the EEOC, citing ADA guidelines.
Muller said that there may be instances where these mandates could be problematic.

• There may be some anti-retaliation or other protections for candidates and employees who refuse to work onsite if doing so would violate one of the many federal, state and local orders directing nonessential businesses to cease operations or to have their employees work remotely.
• Employees have certain protections if refusal to work onsite is due to legitimate health and safety concerns.
• Under certain circumstances, a request to work remotely, rather than onsite, could constitute a request for reasonable accommodation under the ADA.
These scenarios are all very fact-specific, said Muller, who advises employers to confer with counsel for specific advice.