BEGIN:VCALENDAR X-WR-TIMEZONE:US/Eastern DTSTART:20200810T130000 DTEND:20200810T143000 VERSION:2.0 LOCATION:OnlinePRODID:-//Training Doyens //EN METHOD:REQUEST BEGIN:VEVENT UID:20200810T000000-154626713-example.com DTSTAMP:20200810T000000 DTSTART;TZID="US/Eastern":20200810T130000 DTEND;TZID="US/Eastern":20200810T143000 SUMMARY:Managing the Remote Workforce During Covid-19: Policies, Procedures, and Practices DESCRIPTION: Employers and employees are experiencing one of the biggest challenges in history in how people work. Some have never worked from home—some with spouses, kids, and pets at their desk – assuming they even have a desk at home. Many managers have never managed employees who work from home. The new situation is stressful and may be all-consuming. How should remote teams communicate? How often? How do they have a meeting? What if there are employees that are not used to working with technology? Who pays for computer maintenance? Is there still a need to worry about workplace injury? How flexible should an employee’s work schedule be—is it okay to take a two-hour break in the afternoon and work instead in the evening? Is there a need to edit or create new policies that align with this new work environment, and if so, what types of policies? How to collaborate effectively if your team is remote? The questions are many and sometimes the answers are not easy. Even before the pandemic, approximately 80% of U. S. workers continued to do business remotely after normal work hours. More and more organizations were incorporating telecommuting and other forms of virtual work into their workforce with great success and reduction in costs. Managing employees who work from home requires a management mindset that differs from what is required for managing on-site workers. Examining, planning, and implementing legal and contractual issues are not always considered in the same way when managing on-site workers. Failure to address these perspectives is at the organization’s and management’s peril. For example, what technological and management strategies should you incorporate to protect your interests? What, if any, contract should be created for remote workforce management? Who pays the home office electric bill for a telecommuter? Are there additional challenges for the non-exempt worker? The virtual workplace is a reality that is expanding and influencing how organizations do their work during this pandemic. The changes you make now may possibly continue when the threat accompanying the pandemic is over. Will the workplace ever be the same? The new virtual work environment offers exciting opportunities as well as challenges to avoid liability. Implementing prevention strategies to minimize liability includes designing and developing “virtual” policies, and training managers and employees who will be engaged in the virtual environment. PRIORITY:3END:VEVENT END:VCALENDAR