CBA Record September-October 2021

LPMT BITS & BYTES BY ANNE HAAG The Post-PandemicWorkforce

should be disinfected daily. It’s also worth considering that not all roles need to be treated identically. Some roles simply necessitate more time in the office. The best way to navigate this with your team is to include them in these assess- ments. The more involved people feel in a decision-making process, the more invested they’ll feel in the outcome. However, particularly in a law firm environment, be wary of policies that further exacerbate or entrench power hierarchies that already exist. Requiring staff to be in the office but not requiring the same of attorneys might lead to a disgruntled staff. Every workplace will face different chal- lenges as a return to the office is explored. Whatever you decide, it’s important to keep the reality of employee retention in mind. It’s unlikely that every employee will be completely satisfied by your decision, but by centering communication, safety, and respect in the decision-making process, your odds of reaching a comfortable com- promise increase. If you’re interested in an expanded exploration of how you can increase your employee retention rates, check out a new CBA seminar, How To…Improve Your Employee Retention Rates, on Septem- ber 16, 2021. Details about the live and archived versions of the seminar can be found at learn.chicagobar.org.

T he advent of fall signals many things: cooler temperatures on the horizon, students returning to school, and employees returning to normalcy after their summer vacations. This year, however, is a little more complicated. Many workplaces are beginning to require employees to return to the office for at least a few days a week, often for the first time since the pandemic began in March of 2020, and the American office workforce doesn’t seem particularly happy about it. Generally, workplaces are looking at a particular dynamic in varying degrees: employers want people back in the office, while employees want the flexibility to work from where they choose. A poll done on behalf of Bloomberg News in May 2021 reported that 39% of respondents would consider quitting their jobs if their employers didn’t allow them some degree of remote work flexibility. The takeaway is clear: employers need to be prepared to reassess their policies to retain their employees. This period is one of transition and uncertainty, further complicated by the rise of virus variants that pose a threat to even vaccinated work- ers. Employers who prioritize the safety of their employees and work with employees to ensure that they are content in their roles are going to have a better chance at retaining those employees. There are no one-size-fits-all solutions to this problem, and each employer will have to find a plan that works best for them. Law firms will also have to consider Anne Haag is the CBA’s Law Practice Management Advisor, a certified crisis intervention counselor, and a volunteer withResilience as a trauma- informed ER advocate for sexual assault survivors.

how their clients feel about remote work; this will vary greatly based on practice area and the demographics of clients served. No matter how you decide to proceed, be mindful in how you communicate the plan to your employees. A “take it or leave it” attitude is likely to result in good, valu- able employees choosing the latter option. Hiring is expensive and time-consuming, and the goal should always be to retain your best talent. If you do opt for a compromise plan, options are available. A hybrid model allows employees to work remotely for a certain number of days every week. You can give employees the added flexibility of choosing when they work in the office. Another option is to give employees an additional set number of days each year in which they can work remotely. Google is one company exploring this model: Their hybrid policy includes weekly office days for most staff, and every employee can temporarily work for four weeks per year from a remote location. Rotational models are also worth explor- ing, in which the employer divides staff into groups and schedules when which groups are in the office. This cuts back on the number of employees in the office at a given time, thus allowing for greater social distancing. A rotational model doesn’t allow for quite as much flexibility but should help allay some concerns about office health and safety. Whenever you decide to bring staff back into the office, be sure that they are return- ing to a safe and comfortable environment. Communicate what steps you are taking to ensure that the office is a clean, safe, and healthy environment. Your workplace should follow CDC recommendations, including advice about improving the air quality in the office, and communal spaces

38 September/October 2021