As workplaces re-open, HR should prepare for disagreements among employees
With many offices and places of work reopening while masking mandates fall by the wayside, how can HR leaders ensure that workers with different points of view continue to get along?
It all starts with a solid respect-in-the-workplace policy, says one HR advisor.
“There should be a policy in place for bullying and harassment and it should be treated like any other issue that would cause disagreement that individuals must be respectful towards each other and failure to do so could be in breach of policy and potentially subsequent discipline,” says Kevin Nanne, vice-president of legal at Good Sense Workplace Solutions in Vancouver.
But it is never a bad idea to communicate these polices yet again and reaffirm how employees are expected to behave, he says.
“In some cases, it could be beneficial for the employer to reiterate their policies to the employees, and in most cases, those would be aligned with the recommendations that come from the health authority.”
When should vaccination mandates be relaxed? It depends on many factors, according to legal experts.
To mitigate potential conflicts between unvaccinated and vaccinated employees, look to existing policies, but avoid using specific wording so it won’t inflame the issue among potential combatants on both sides, says Nanne.
“You would treat those as you would treat any other, similar to the mask versus non-mask, vaccinated versus non-vaccinated [debate], it’s just another potential workplace/bullying harassment issue that you would hope that you have a strong enough policy to address. It’s important to note that it’s conduct in the workplace: you don’t want to emphasize the distinction of vaccinated versus unvaccinated — it should be treated like any other workplace conflict.”
Managing expectations on both sides
When it comes to managing expectations in the workplace around mask-wearing, each case is unique as businesses operate in many ways, says Nanne.
“It’s [about] ensuring that the employees have the option whatever they determine is necessary for their own individual health and safety, supporting those decisions. There’s not a one-size-fits all for these employers because they’ll have different public engagements with colleagues, different dynamics in the workplace,” he says.
There are some industries where they’re going to require the masks longer, such as in healthcare, “but it’s just ensuring that the employees feel safe to make that decision at their discretion,” says Nanne.
For many businesses, operating a “mask-optional” policy is a good way to placate both sides of the debate, says Rob Wilson, president of Employco USA in Westmont, Ill.
“If you feel comfortable not wearing a mask, or if you really feel the need because maybe someone in your family’s immune-compromised, if you want to wear a mask, wear a mask but it’s really a personal decision.”
Regular testing is a reasonable alternative to vaccination mandates, according to a labour arbitrator.
HR positioning on policies
By emphasizing personal respect of other’s views, HR and company leaders can lay out the ground rules before any disagreements arise, says Wilson.
“[It’s about] letting people know if you are mask-optional, that it’s a personal preference and you have to, as a coworker, respect that person’s decision if they want to wear a mask or not.”
While many employees are clamouring to get back into the office, messaging around the rules of conduct should be “upbeat” but also include “consistent messaging,” he says.
While this new period might be fraught with hazards, it’s important to preach patience and tolerance, says Nanne.
“Because this is relatively new, the comfort of the employees and the customers, and providing that discretion is probably still important. There will be a period of adjustment for all individuals, both in the work world and in the general population. Over the last two years of these new mandates and requirements being in place, there will be a period of transition just as there was a period of implementation.”
The key to success for HR is remaining nimble and ready for any changing circumstances, says Wilson.
“You need to be creative and you need to be able to respond quickly as many companies did during COVID and communication is key to make sure that you’ve got a solid communication with your employees and the speed of rolling out whatever your decision is.”
