CORONAVIRUS VACCINE IMPLICATIONS

It was great to hear from many of you last week during our last meeting of 2020!  The take-aways from the meeting were:

Covid-19 Vaccine Workforce Preparation:

·       Most are hesitant to/will not mandate the vaccine, but will actively communicate to employees around vaccine access, similar to the approach for the annual flu shot

·       Expect and be understanding of fear around such a new vaccine. Anticipate that people may not want to take the vaccine EARLY ON, but will be willing to OVER TIME

·       Leverage onsite health center and health plan partners to support business continuity and process

·       Determine any stratification needs of priority access to the vaccine (i.e., health care workers, front line-workers, cleaning staff in offices)

·       Create an FAQ guide to help build confidence and transparency between employer and employees

·       Consider surveying employees in advance of decision-making related to the vaccine, and use this input to shape your strategy to build buy-in

·       Consider ways to indicate which employees have been vaccinated as a means to encourage open discussion re: the experience and to get vaccinated (i.e. Give people stickers on their badge that indicates they get the vaccine). But be mindful of potential negative unintended consequences of making this information visible/singling people out for a personal health decision

·       Our onsite health center would likely be involved with ensuring our business continuity workforce on site have access and information. - Genentech

·       Tool to stratify tiers of vaccine access (by dept, by office, by level, etc.)

·       Manage expectations that safety protocols (i.e. wearing masks) must still be taken for a long while to come

·       For global organizations, be conscientious about how you message to regional audiences where life looks very different

 

Additional Resources on Vaccines:

 

Sample of Members’ Lessons Learned from 2020

·       We can have coexisting record high environmental pressure, high degree of competence that they can overcome the challenge (resilience), and high degree of trust and belief in the company's commitment to their well-being

·       Learned to be comfortable with experimentation and iteration with programs, which allows us to respond to employee wellbeing needs faster and with more agility.

·       First you must address people's sense of safety before you can address people's desire for connection, belonging, and inclusion

·       Managers are people too and must be supported with the resources to care for themselves, as well as their teams

·       It's important to proactively collaborate with other departments to address the other well-being needs re: finance and career.

·       Workplace flexibility, including WFH, supports employee health and well-being by allowing them more freedom to do things like work out, cook healthy, and spend quality time with family


Building on groundbreaking research by both i4cp and Rob Cross, the Employee Well-Being Exchange is a peer-driven community working group that explores the relational sources of well-being, how personal networks impact this, and the tools to support individual performance and well-being. 

Proposed Agenda for next few months (subject to change as new needs arise):

  • Jan – Next practices for managers/leaders to champion personal and team well & Develop an approach to expanding coaching/counseling for well-being
  • Feb – Purpose, Growth, Resilience, & Physical Health Model
  • Mar – Social Determinants of Health connection to HR
  • Apr – Stress Awareness Month – Promoting mental and emotional health
  • May – Employee listening and sensing related to well-being


This meeting is exclusively for members of the Employee Well-Being Exchange. If you'd like to participate, please contact us to see if you qualify. If you are an i4cp member, please log in to access the registration/meeting details.
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