This week, both of my children began their 2021-2022 school years. My daughter (eight, heading into third grade) and son (five, heading into kindergarten) waddled onto the bus with masks on their faces and and anticipation in their hearts. For both of them, and this is something that surprised me as a parent, wearing a mask is commonplace: at the grocery store, at Target, at indoor activities, and, of course, at school. For children that are similar in age to mine, there’s a constant worry that nags at both of my wife and I’s minds, and that’s that both cannot receive any of the three available COVID vaccines.
For the millions of children under the age of 12, the first few months (at the very least) are going to have to leverage the same non-pharmaceutical interventions (NPIs) used during in-person learning last year, including masks, social distancing, better ventilation, altered activities, etc. Once one of the major vaccines (most likely Pfizer’s or Moderna’s) is approved for children under 12, the game changes tremendously. But for now, we’re experiencing increased anxiety as working parents.
This uncertain start to the school year translates into uncertainty for businesses, too (something I talked about during a recent (Contingent Workforce Weekly podcast episode). If we take a quick trip back to a year ago, many of us remember the first day of school as the first day of “remote school,” in which we, as working parents, would simultaneously pop open two laptops and start the day. We would shuffle around conference calls and video meetings, frequently checking in on our children to ensure that they had the proper modules up on their screens. No doubt that this had a tremendous affect on productivity, consistently, and morale within our roles at our respective enterprises.
A year later, none of us want to go through that experience again. However, the reality is clear: the vast majority of school-age children are not yet qualified to receive a vaccine, meaning that those aforementioned NPIs are all we have to combat infection in the classroom (although vaccinated teachers are certainly helping the cause, it still is only one vaccinated person in a room filled with upwards of 12 or more bodies). And again, as discussed on the Contingent Workforce Weekly podcast, there are major ramifications if things get out of hand and we are forced to contend with a hybrid schooling model.
Behind the uncertainty for the new school year is also a ripple effect due to the Delta variant’s rampage. After-school programs, activity centers, and daycare facilities are all dealing with their own staffing shortages and workforce issues. This extreme gap in both daycare and aftercare has a direct influence on whether or not working parents who cannot perform remotely wade back into the labor pool. Although 70% (or more) of the jobs lost during the pandemic have been restored, those difficult-to-fill positions may remain that way for some time as high-contact roles (restaurants, hospitality, retail, etc.) fall out of favor due to the increasing impact of the Delta variant.
Business leaders must approach the coming weeks (and months) with a balance of empathy, flexibility, and strategic planning in order to thrive this wave of the pandemic:
- As always, lead with empathy first. Empathy, as stated here on the Future of Work Exchange, is the only way forward. Personal and business lives have converged in such a way that the world around us has forever transformed the human elements of our persona. Emotions are apparent at work, and work bleeds into our home lives. Working parents have a level of anxiety over unvaccinated children heading back to in-person learning. The upcoming school year is a perfect time for leaders to approach with empathy, understand where their workers are coming from, and develop a positive experience that doesn’t add to the already-rampant concerns. The talent experience is still paramount, no matter if workers are at home or in the office. Leaders can alleviate a great deal of stress by being empathetic (even more so) during the next several weeks.
- The flexible workplace is the ideal workplace. Businesses should be used to this by now. During the more optimistic spring months, execs were tinkering with reopening plans amidst a wash of vaccination campaigns and superior weather. Although many of those return-to-office plans have been put on pause, the typical business should have no problem operating in a virtual, digital, or hybrid environment. There are challenges with remote working and hybrid models, for sure, but a few more months can be a major asset in both seeing how a return-to-school looks for working parents and a possible decline in Delta-driven COVID cases.
- Communication is key with worried working parents. Leaders should be proactive in how they communicate with their workforce, especially during these next several weeks. Working parents, as mentioned, are already nervous enough about the health and safety of their children…they shouldn’t have the stress of what will happen at work on top of that. Managers and leaders must facilitate conversation now about what processes are in place in the event that the work day is disrupted due to child quarantines or a lack of daycare, and stick to a plan that can be executed in an agile manner. Can workloads be balanced? Should projects have additional team members that can “tag in” if someone needs a few hours to attend to their children?
- Experiment with new and innovative work models. If full return-to-office plans have been put on hold, now is the ideal time to experiment with new work models. “Task context” is a critical piece of this strategy, and if more time in remote settings has no negative ramifications on projects and initiatives, then leaders know that a quick shift to fully-remote can support business goals. If the opposite is true, leaders should begin strategizing around how to get work done in a challenging environment; should specific team members be in the office while others are at home? Who requires access to in-office resources, as well? The months ahead are mired in uncertainty, however, enterprises can utilize this time to continue evaluating which work models are right for the organization in the long run.
In addition to the above elements, there is another notion at hand: the range of enterprise skillsets and how they can be shifted within a digital environment. Many businesses have poor visibility into their available skillsets and expertise, including both full-time workers and non-employee talent. Understanding where and how these skills are deployed company-wide can be a crucial advantage in developing new work models. Businesses that operate on a digital scale can easily push skills to where they are needed, and, as an uncertain fall looms (due to both the return-to-school and Delta variables), this dynamic approach can alleviate some of the productivity gaps that may arise if working parents experience disruption.
No matter what the next several weeks brings to the world of talent and work, business executives can act now to ensure that empathy, flexibility, communication, and innovation are at the forefront in how they lead their organizations to success during uncertain times.
