workplace reactivation guide · a new safety centric employee experience takes shape. we will need...

workplace reactivation guide + 2020 1claycorp.com

Workplace Reactivation GuideA comprehensive guide on preparing for workplace reactivation

2

Contents

Introduction ............................................................3

A Case for Reactivating the Workplace ...................5

5 Components of Workplace Preparedness ............9

Key Questions to Consider ..................................11

What Covid-19 Has (Already) Taught Us ...............14

Business Continuity and Remote Working ............16

Workplace Design Adaptations .............................20

workplace reactivation guide + 2020claycorp.com


IntroductionUnlike anything we have ever seen before in our lifetime our buildings, workplaces, and our behaviors will be impacted by the aftermath of the COVID-19 global pandemic.


Behavioral ChangesIn the name of safety, we will now be asking more of

our people than ever before. There will be a new (ab)

normal routine in the immediate term, and in coming

months we will see an adoption of new best practices,

some of which will be temporary while others are

permanent. Companies may adopt new core hours to

allow employees to have a phased approach to when

they start and end their workday to allow for proper

screening and reduce surges in elevator usage.

Physical Building Design ChangesTo date, we are seeing an unprecedented amount of

changes to the built environment to ensure safety is

maximized before employee reentry to the office. From

the point of building entry, to the safety checkpoint in

the lobby, to the desk, to new food service experiences

– almost every space is impacted by social distancing.

Workplace change isn’t coming, it’s hereWe are emerging from a pandemic which has profoundly

disrupted our understanding of workplace best practices.


Real estate impactPast disruption, and even natural and manmade

disasters, did not impact the world of commercial real

estate in the way the global pandemic has. Perhaps

the pendulum swung too far on workplace density in

the recent decades and new metrics will emerge that

focus on wellbeing and safety which may an increase

in square footage by 10-20% for some depending on a

host of variables.

Managing Change FatigueCommunications and training will be at the forefront as

a new safety centric employee experience takes shape.

We will need to develop new protocols and guidelines

to keep employees safe in the workplace, train prior

to reentry, and create signage as constant reminders,

and rely on safety leads in each neighborhood to hold

employees accountable to new norms imposed.

Financial ImplicationsCompanies will fund efforts pertaining to workplace

reactivation to ensure every measure possible is taken

to protect their most valuable asset, their people. Long

term we may see additional funding allocated to invest in

workplace improvements, building systems, technology,

and other safety measures that improve occupant

wellbeing.

Impact Beyond the OfficeBringing employees back in office, once allowed, will

require more than facility preparation. Many factors,

some beyond organizations’ control, need to be

considered including safe transit to the office, provisions

for childcare and elder care, and how to address the

timing of reentry for those immunocompromised.


A Case for Reactivating the WorkplaceA comprehensive Workplace Reactivation Plan considers employee wellbeing and safety, best practices in workplace strategy and design, a communication and training plan, and the financial implications to the business. Additionally, the reactivation plan should consider the short, mid and long-term timeline as workplace changes are adopted in a phased approach over time.


Reactivating the WorkplaceA safety first and phased approach to reactivating the

workplace post pandemic.

Reactivate – De-densify work areas

– Phased return to work plan

– Establish safety plan;

PPE provided

– Retrofit facilities to

distancing guidelines

– Communicate and train

Optimize – Relax office density targets

– New occupancy plan

– Fully migrate to

contactless

– Provide choices in where

work happens

– Distancing protocols are

factored into design

Normalize – New normal fully adopted

– Post pandemic plan is now

part of business continuity

– Triggers for remote work

plan are documented

– Healthy & safe workplace

measures are mainstream

Short TermFirst 60-90 Days

Mid TermFirst 90-120 Days

Long TermFirst 120+ Days


Reactivate in the Short TermFirst 60-90 DaysLeaving the safety of home will play out in a variety of

ways depending on the individual and a host of varied

circumstances. Some employees will prefer to remain

in the comfort of their home while others will be eager

to re-enter the office and resume routines. Others will

prefer a hybrid of the two. In the immediate short term,

office re-population patterns will be gradual over the

course of this phase. Some staff will continue to work

from home due to childcare or elder care responsibilities,

they or someone in their care is at high risk, or there is a

safety concern surrounding public transit as a potential

barriers to delaying reentry. Here is what we can expect

in the short term:

– Before returning to the workplace employees may

participate in training on new norms focused on

employee wellbeing, safety, and new policies and

procedures that align to both local and national

guidelines from organizations such as CDC, WHO,

and OSHA.

– New assigned staggered start and end times for the

work day and new guidelines for scheduled time for

both in office and remote work from home.

– Once onsite, every worker will be asked to take a

careful new route from their car through the parking

garage to the lobby all the way to their desk.

– Once employees are tested before returning

to work, they may be asked simple questions

pertaining to potential exposure risk and have their

temperatures taken before entering the premises.

Temporary nursing station areas may be required

to make this a comfortable safe and welcoming

experience.

In the short term there will be well thought out

processes that make the worker feel comfortable that

every precaution is taken without feeling overly invasive.

Predictions For The Short, Mid and Long Term


Optimize in the Mid Term 90-120 Days OutHaving enabled employees to safely repopulate the

office as part of the prior phase, organizations will turn

increased attention to managing and operating the

business, with health concerns still heavily influencing

decisions. In a pre-vaccine environment, companies will

likely defer to local government guidelines on whether

face masks will be necessary. Changes in the mid-term

may include:

– New occupancy strategies – regulate in-office

employee schedules by strategically determining

who can and should be in the office to maximize

teaming and information sharing

– We will see new HR policies that address pandemic

situations and protocols and formalized work from

home procedures

– Property managers may impose new visitor

guidelines for buildings, enhanced building cleaning

schedules and practices, and exposure notification

and quarantine protocols for tenants

– Remote work enhancements such as improved

collaboration technologies and best practices to

enhance productivity

– We will see a myriad of prototyping of de-densified

space layouts, relaxed conference densities, and

dramatically reduced usage of large auditorium and

multi-purpose space

– Shared amenities such as food service, training room,

and auditoriums will only be operational on a limited

basis as a measure to control occupancy density

Normalize for the Long Term 120+ Days OutIn the longer term reentry phase we imagine a world

where we are narrowing in on a vaccine readily available

to further support the lessening of safety protocols and

measures seen in both the short and mid term phases.

We will see the following in this phase:

– Pandemic response action planning will be

embedded within the business continuity plan so

that should a resurge of the virus occur the plan can

be readily activated.

– Real estate density targets will have been redefined

to lesson the focus on density alone and new more

important safety and well being best practices will

surface as a measure of a best place workplace.

There is momentum gaining that perhaps the

density pendulum swung too far over the past

decade, pushing office density to its maximum.

– More attention will be paid to standardizing

on contactless everything throughout the built

environment

– New air quality standards and best practices will be

invested in

– Flex Space and hoteling will be re-imagined

to consider multi-sized workplace options,

emphasizing support features, rather than ad-hoc

social open space settings.


5 Components of Workplace PreparednessPlanning for the safe return of employees to the workplace is causing businesses to immediately re-focus on preparedness efforts as the priority. Workplace Reactivation planning starts with a strategic development of a preparedness strategy, planning for new behavioral protocols and training for employees, and physical facility changes to ensure a safe workplace.

11workplace reactivation + 2020claycorp.com

– How will our facilities, real estate, and HR teams

mobilize to urgently address necessary changes?

– Who will help action on viable preparedness

strategies?

– What new behaviors will we ask of our people to

keep everyone safe?

– What change management and training will be

necessary to ensure new norms are adopted?

– How will social distancing and new sanitization

guidelines impact fitness centers, café areas,

mother’s rooms, phone rooms, and other building

amenities?

– How will training rooms, auditoriums, and

conference room densities change?

– What must be done to our elevators, stairs, and

entry doors to help employees safely distance

themselves while arriving and departing our

facility?

– How will staggered starts and new office hours

help with density monitoring?

– How will visitor protocols be impacted?

– What must be done to our elevators, stairs, and

entry doors to help employees safely distance

themselves while arriving and departing our

facility?

– How will staggered starts and new office hours

help with density monitoring?

– How will visitor protocols be impacted?

– What modifications can be made to existing HVAC

and building systems to improve indoor air quality?

– How can touch-less features aid in reducing virus

spread?

1

4

3

25

PREPAREDNESS & TRAINING

AMENITIES

WORKPLACE STRATEGY & DESIGN

ENTRY/ LOBBY

BUILDING SYSTEMS

5 Components of Workplace Preparedness

Workplace Reactivation ChecklistThis comprehensive checklist is an interactive tool designed to help assess your

facility(s) and the level of preparedness planning required in the five key building

areas listed above. Available upon request.


Key Questions to ConsiderUncertain times can mean more questions are on our minds than answers. Here are a few key questions and answers for your consideration in your planning efforts.


Who are the key stakeholders leading workplace reactivation efforts?Front line facility managers are more important than

ever as COVID-19 task forces are formed. Property

management, security, compliance and life safety will

also be engaged in developing plans for reentry. We

will also see risk management and legal representatives

reviewing new policies and procedures to carefully

weigh the impact to the business. Some organizations

may augment their COVID-19 task force with members

from the medical community to provide important

subject matter expertise to inform health related

decision-making.

What will be of most importance on our return to work? Creating a great productive working environment has

always come second to safety, security and well-

being. That was before COVID-19 and now the stakes

have been raised to another level. There will be no

compromise on safety in the workplace, but executives

will be anxious to bring their teams back together

again, where it’s easier to collaborate, communicate

and find efficiencies. Finding our new normal in this new

safety conscious world will be really important. From

a safety standpoint there will be new guidelines, CDC

recommendations and other major health institutions

will be making suggestions. Creating work environments

where de-densifying and social distancing work in every

space category.

What facility changes are clients considering in their workplace reactivation planning? You will be hard pressed to find an aspect of the built

environment that isn’t impacted in some way. Example

changes include:

– New safety protocols for shipping and receiving to

protect virus transmission through deliveries

– Adoption of cleaning protocols that meet both

CDC and EPA guidelines for sanitization and new

procedures for quarantining any areas of exposure

– Safeguarding up close contact areas such as

reception areas with plexiglass separations

– UV protection in the HVAC system, HEPA filtration,

more fresh air and other mechanical changes may

be required

– Some owners are moving quickly to remove

their revolving doors and opt for vestibules with

automatic doors and other creative solutions to

make a smooth transition from the parking garage

to the desk without having to touch a door handle

– To reduce elevator queuing, healthy workers may be

polled to see who may tolerate using more stairs to

get to work. Stairwells may be renovated to increase

lighting, improve design appeal, and provisioned

with additional air flow

– Hand wash station stations near food service areas

and purell sanitization stations throughout the office

may be added

– Restrooms will be modified with contactless features

in a post pandemic office


Are there any areas of the built environment not impacted?

All aspects of the built environment are impacted by the virus in some way either

directly or indirectly. Consider the totality of the employee experience throughout

their entire work day. Reactivating the workplace is similar to a real life Jenga

game where all of the pieces in the puzzle must be carefully aligned when

developing a post-pandemic reentry plan for the built environment. All aspects of

the employee experience must be considered holistically from the time of facility

entry, throughout a typical work day, and to the time of departure.

WELLNESS

WORKSTATIONS

CAFE

FOOD SERVICE

FITNESS

RESTROOMS

LOBBY/ENTRY

CONFERENCE

MOTHERS ROOMS


What COVID-19 Has (already) Taught UsEven though we are still in crisis management mode, it is safe to acknowledge a few of the lessons learned from the global pandemic and its impact on the workplace.


What are some of the simple things COVID-19 has (already) taught us?

Perception is reality

when it comes to

employee safety,

employees must

genuinely feel safe

Maslow’s hierarchy

was right, feeling safe is paramount to employees

Human behavior changes alone is not

enough to reduce risk;

facilities must adapt too

Communicate plan

& engage employees

in the process

Train on the new

norms to increase adoption

Preparedness involves

100 small things, no one major fix

Transit to work can

be a concern for

employees

It takes a review of

CDC, WHO, EPA,

and OSHA guidelines

when it comes to

best practices

Lessons from Healthcare facilities

tell us best practices

that cross over to

office buildings

We now know the

difference between

clean and sanitized

Indoor air quality &

HEPA filtration make

a difference

Materials used in the

environment make

a difference in virus

transmittal

There is an important

but subtle difference

between touchless

verses contactless

Building Circulation

vertical circulation is a

key issue to address

considering distancing

guidelines

Office density targets will need to

be relaxed to allow

for social distancing


Business Continuity and Remote WorkingAs the country moved to a state of pandemic, businesses were left to migrate employees to remote work almost overnight. It is a careful balancing act between employee needs and the desire for business as usual in the new (ab)normal.


We are learning applicable lessons from working at home during the COVID-19 crisis. Migrating to Work from Home OvernightFirst, most global businesses were able to mobilize and

use current available technology to quickly assemble

their troops and obtain some semblance of business

as usual. This showed that technology can foster

interaction and allow companies to move the ball

forward, especially where the majority of the workforce

had not previously worked remotely. Second, we can

likely find a way to measure what every single person

does and understand the productivity differences of

working in the office versus at home.

Balancing Pros and ConsIf we find that working remotely has a loss factor of 10

or 15%, for example, we could live with that kind of

inefficiency when the weather is bad and creates unsafe

driving conditions, or a person with a mild cold or cough

could opt to work from home, or even if we go to some

type of system like working four days in the office and

one day work at home, staggered. This would give

corporations tremendous flexibility that we weren’t sure we

had before.

On the other hand, architecture and design practices as

well as marketing, advertising, publishing, science and

research firms that rely and thrive on the daily, interactive

brainstorming, white boarding, and strategizing that builds

on themes one step at a time, are examples of how working

like this simply cannot be done in multiple remote settings.

We are all feeling a bit disconnected right now. Everyone is looking forward to getting back to working and collaborating at the office. There are challenges in mentoring, collaborating and communicating while being remote and virtual. Remote working is highlighting how much we miss going into work and interacting with our colleagues and clients.

Daniel Cooke, BMO Harris

“

”


1 | ESTABLISH A WFH TEAM STRATEGY

– Plan the team’s WFH schedule; determine who is

full-time, partial, or on a rotating schedule

– Determine core work hours, when to start/end the

workday, and when to break for lunch based on the

team’s time zones.

– Schedule routine video check-ins, either daily or

bi-weekly, to align agendas.

– Prioritize communication channels i.e., IM first, then

email, then call.

2 | PLAN YOUR ENVIRONMENT

– Mirror office conditions at home with a proper work

surface, a good task chair, monitor(s), mouse, and

keyboard.

– Consider alternative locations to support diverse

work styles: a formal desk, comfortable seating

areas, or focused work in the quietest place in your

home.

3 | TECH TIPS – Testing, testing – Schedule a practice meeting with

a family member to check that lighting is adequate

for video calls, check camera angle, and practice

muting.

– Pick a simple camera background for video calls so

that what is behind you doesn’t distract participants

from what you have to say.

– Availability indicators – Skype, MSFT Teams, etc.

have options to set your availability status. Establish

a guideline among your team to keep IM status

current & reiterate the importance of respecting “do

not disturb.”

4 | NEW NORMAL – To keep your routine, start and end your day the

same way before WFH became the new normal.

– Dress for your day – Business casual adds a

professional tone to the virtual work environment.

If you are used to shaving every day or wearing

makeup, continue doing that.

– What fuels your day? If Starbucks is critical, plan to

make your way to a drive-thru or set the coffee pot

in your kitchen to brew automatically.

– If you exercise before work or over the lunch hour,

continue doing so.

5 | REPURPOSE YOUR COMMUTE TIME – Go for a walk; Read a book or an article; Call friends

& family; Make new connections on LinkedIn; Take a

power nap; Prepare healthy food options for the day

6 | BAD HABITS TO AVOID – The sofa is tempting, but not the best ergonomic for

working long periods.

– Avoid screen glare and be mindful of changing light

conditions throughout the day.

– Fight the urge of junk food as a snack.

– Dodge having the TV on as “background noise,” it’s

only a distraction.

– Set limits – Time flies when you WFH, and it’s easy

to forget to break for lunch. Set the alarm at 10AM,

noon, and 3PM to remind you to step away from

your computer and stretch your legs.

7 | VIRTUAL MEETING ETIQUETTE – Use mute and stay muted unless speaking; Keep it

classy, no pajamas; Wait to eat until off video; Know

if bad elevator music plays when on hold; Don’t lurk,

announce presence as soon as you join; Don’t be

a heavy breather; When caught multi-tasking, don’t

ask for a replay; know how your pets react to FedEx

deliveries

Work From Home 101 7 TIPS TO HELP YOU SUCCEED


Workplace Design AdaptationsThe employee experience within the built environment has been impacted by new measures to keep employees safe in the workplace. Enclosed you will find specific design solutions that can be applied to the workplace environment to comply with CDC guidelines.


A Case StudySpecific design adaptations should be unique to each facility type and building

scale. A more thorough case study is available upon request.

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No. Date Description

CONFERENCE TECHNNOLOGIES, INC. (CTI) - (314) 993-1400AUDIO VISUAL CONSULTANT

STRUCTURAL ENGINEER

TBD - (XXX) XXX-XXXX

UZUN & CASE ENGINEERS, LLC - (678) 553-5200

WILLIAM TAO & ASSOCIATES - (314) 961-5252

WILLIAM TAO & ASSOCIATES - (314) 961-5252FIRE PROTECTION ENGINEER

MECHANICAL ENGINEER

PLUMBING ENGINEERWILLIAM TAO & ASSOCIATES - (314) 961-5252

CODE CONSULTANTS, INC. - (314) 991-2633CODE CONSULTANT

GENERAL CONTRACTOR

ELECTRICAL ENGINEERWILLIAM TAO & ASSOCIATES - (314) 961-5252

Sheet Title:

Project Number:

12/18/09REVISION-1/ ISSUEDFOR CONSTRUCTION

8/28/09CONTRACTOR PRE-BIDPROGRESS PRINT

720 OLIVE STREET SAINT LOUIS, MO 63101 SUITE 200T 314 206 7100 F 314 231 9801

Planning Architecture Interiors Technology Facilities

SANTEE/BECKER ASSOCIATES, LLC - (913) 362-1800KITCHEN CONSULTANT

McCLURE ENGINEERING - (314) 645-6232ACOUSTICAL CONSULTANT

9/11/09 50% PROGRESS PRINT

9/24/09 85% PROGRESS PRINT

10/05/09 ISSUED FOR BIDDING

10/23/09 ISSUED FOR PERMIT

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Workplace Design ImplicationsThe following example design adaptations can be made to the workplace

to comply with social distancing and CDC guidelines.

WORKSTATIONS – Existing configuration complies with

the recommended social distancing requirements.

– Evaluate workstation layouts see if added screens, panels or storage elements can create additional barriers/distance between workers.

– Desk sharing should be avoided altogether if possible. If unavoidable, track who is “sharing” the workspace. Strict cleaning protocols between shifts would be required and desk phones, keyboards, mouse, etc cannot be shared equipment.

CIRCULATION – Consider usage of stairs over elevators in order

to reduce usage of confined elevator space

– Consider one-way directional traffic flow to reduce potential cross contamination of airflow

WORKSTATION COUNT – Relax density of workstations to allow for 6’

distance between each workspace

– Consider staggering diagonally each workspace used

XXXXXX

X

ADAPTING CONFERENCE ROOMS – Remove chairs as necessary from all Common

Areas / Conference Rooms to comply with social distancing

PRIVATE OFFICES – Limit guest chairs to 1

MATERIALITY – Replace porous materials in

high-touch areas with materials like steel, quartz, Corian or other non-porous materials

Safety is Always our First PriorityClayco and LJC are monitoring the COVID-19 pandemic as we continue

to implement and adapt policies with the safety, health and well-being

of our employees, clients, and partners at the forefront. Please contact

Bob Clark, Executive Chairman & Founder for more information.

312.401.6822 | [email protected]

workplace reactivation guide · a new safety centric employee experience takes shape. we will need...

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