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An employer's guide to employee support during a pandemic
Guide for Alberta employers
Organizations have a responsibility to provide clear and consistent communication and leadership during extraordinary and uncertain times, like a pandemic outbreak. For most organizations, managing employees during a pandemic is unfamiliar and overwhelming. These situations can be fluid and rapidly evolving. With a strong foundation in place, employers can adjust to the changing situation and maintain some level of organizational effectiveness.
The following is a general guide to help organizations develop a pandemic response plan for employees and their jobs. In the event of a conflict or inconsistency between the information provided here and applicable law under the Canada Labour Code, the Canadian Human Rights Act, or any other provincial or national mandate, applicable law will supersede this information to the extent of the conflict or inconsistency.
There are three things that all employers can do to decrease the negative impact of COVID-19 in their workplace. These three things are
- Communication,
- Planning, and
- Access to resources.
The following guide outlines items that most organizations will need to consider during the current COVID-19 crisis and for future widespread pandemic outbreaks. This information is not intended to replace legal advice or customized human resources consulting.
If you require additional support and guidance, please contact us to book a consultation.
COMMUNICATION
Regular and consistent communication with employees is essential during times of uncertainty. Regular communication can help employees to feel supported and more engaged. It can help to dissuade fear and rumours. Here are five types of communication to consider adding to your pandemic response plan:
- Reputable information about the evolving situation,
- Contact information for human resources support and benefit information,
- Organizational response measures,
- Employee rights, and
- Confidentiality policy.
1. Reputable information about the evolving situation
The internet and social media have changed the way many of us receive information. Not all information online is accurate or up to date. Provide employees with a list of reputable sources from which to obtain information about the situation. Share which resources the organization is looking to for information. Suggested resources include:
- National government and health authorities such as the Government of Canada
and Health Canada.
- Provincial government and health authorities such as the Government of Alberta
and Alberta Health Services.
- Local municipal governments and health authorities specific to your geographic region.
2. Contact information for human resources support and benefit information
Provide employees with current contact information for human resources support and benefit information. Outline sick leave information including how they can confirm individual sick leave entitlements, access to short term disability benefits, and unpaid leave of absence options.
Ensure all employees have the benefit provider contact information and know how to access their benefit plan summary and claims department. Some employees may need reminders of their plan number and plan member number.
If your organization has an employee assistance plan (EAP), send out communication reminding employees how to access EAP services and encourage them to reach out if they are feeling overwhelmed by the pandemic situation.
Let employees know how to access the payroll department for questions regarding their pay and payroll deductions.
Provide government benefit information to employees who do not have access to paid sick leave or alternative work during a quarantine period. After a seven (7) day waiting period, employees can apply for employment insurance sickness benefits.
3. Organizational response measures
Employees will naturally be curious about the organization’s response to the pandemic situation and will want information about preventative measures being implemented. Employees will want to know
- How the organization is monitoring the situation,
- When the organization will provide updates to employees, and
- How presumptive or confirmed COVID-19 cases will be reported within the organization.
Provide details on preventative measures being implemented such as
- Changes to cleaning protocols and schedules;
- Availability of personal protective equipment where applicable;
- Building ventilation;
- Changes to visitor protocols, work travel, meetings, or other gatherings; and
- Any other changes to regular business services.
4. Employee rights
All employees have the right to refuse work
if they have a reasonable belief that it will put themselves or others in danger. Employees can refuse work duties that are likely to put them at increased risk of contracting the virus. Employers should work proactively with employees to investigate and eliminate the danger and ensure other workers are not exposed to the danger.
5. Confidentiality
Typically employees are not required by law to disclose the medical reason for being absent from work. During a pandemic, provincial health services will provide employers with documentation supporting an absence from work due to a self-isolation requirement, presumptive diagnosis, or confirmed diagnosis. Health officials will be in communication with the affected employee and the employer to identify any close contacts who may have been exposed during the course of employment. Employers can disclose that a presumptive or confirmed case has been identified within the workplace but should not identify the affected employee(s).
PLANNING
There is no one-size-fits-all planning strategy for an employer pandemic response plan. The following information is to help employers plan a response that works within the specifics of their industry and business operations. This is not intended to replace custom human resources or legal consultation.
Step 1
- Identify all major business functions that could cause undue hardship to the organization and/or employees in the event of an interruption to operations.
- Examples include but are not limited to payroll, production, and client interaction.
- Develop a plan to minimize the risk of exposure and spreading of illness in these identified areas.
- Develop a contingency plan for these business areas if they are exposed to a presumptive or confirmed case.
Step 2
- Determine which business functions have flexibility in terms of when and where they can be completed. Flexible alternatives to consider include
- Smaller shifts spread throughout the day,
- Smaller teams based in more locations,
- Remote work options, and/or
- Remote alternative work duties for anyone required to self-isolate whose position cannot be done remotely in whole or in a partial capacity.
Step 3
- Determine and communicate how to maintain work standards when alternative work measures are in place. Things to be considered include
- Employee management,
- Performance management tools, and
- Reasonable and consistent communication regarding expectations for employees.
Step 4
- Develop and communicate a process for reporting self-isolation, presumptive, and confirmed cases of the virus.
- Identify a single point of contact within the organization that employees can contact via phone and email.
- The single point of contact will be available to employees, health department officials, managers, payroll, and all other stakeholders.
- The contact will work with employees and managers to identify and implement remote work options in cases of self-isolation.
- Suspend the requirement that employees provide a medical note for absences related to COVID-19.
Step 5
- Identify and document an appropriate solution to potential payroll issues including
- Criteria for access to paid and unpaid sick leave;
- Payment for alternative work when an employee engages in duties different from their regular job;
- Timesheet submission for remote workers, if applicable; and
- Ensuring the continuation of health and dental benefit plan premiums and pension contributions in the event employees are required to take an unpaid leave of absence.
RESOURCES
During times of uncertainty when situations are evolving daily, access to resources can help employees feel empowered and engaged in the pandemic response process. Two types of resources that will be beneficial in any organization are medical and workplace health resources. These resources can be distributed electronically as well as posted throughout the workplace.
- Reputable medical information to help employees understand and identify the signs and symptoms of the illness
- Information regarding how to minimize the spread of the virus in the workplace
- https://www.ccohs.ca/outbreaks/
- https://ohs-pubstore.labour.alberta.ca/bh022
- https://www.albertahealthservices.ca/info/Page14955.aspx
- General healthy workplace habits
- Staying home when employees have signs and symptoms of any illness
- Regularly sanitizing heavily touched surfaces
- Getting fresh air during the day whenever possible
- Taking movement breaks throughout the day
- Following all handwashing protocols
- Eating immune boosting foods and staying hydrated
SUMMARY
COVID-19 has prompted employers and employees to engage in discussions and problem solving about business continuity during a pandemic. The virus is present in Alberta and employers still have time to make plans for a worst case scenario. While this planning process can feel stressful and overwhelming, it presents an opportunity for employers and employees to sit together and proactively make a plan that works for all involved parties.
Below are some additional reputable resources to help employers navigate these unchartered waters.
CALL US
If you are unsure of where to begin, please contact us. As experienced human resources consultants and benefits providers, we have decades of experience that we can capably apply to your organization and its unique needs.
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