In talking with many IVP portfolio executives in the last weeks, most acknowledge that COVID-19 has thrown them into a remote work future that they had envisioned, but had envisioned unfolding over years and not days. The good news is that we hear things like team collaboration is at an all-time high and digital tools have made this less disruptive than we would have thought and employees, across ranks, have stepped up in ways we've never seen before. This is leading many business leaders to think more about permanent changes that may be possible reducing real estate footprint, embracing a distributed culture, allowing flexible hours, etc.Today we are all in shelter-in-place, but that could change soon and better to get ahead of it and be prepared. We have pulled together our thoughts and suggestions for what to do and think about now to get ready for welcoming smiling (anxious?) faces back into the physical office.
We put this together because we see this as a time of tremendous growth for our portfolio companies and for the entire entrepreneurial ecosystem and the more we, at IVP, can do to help these companies, the more time left for innovators to focus on innovation and how we can come out of this uncertain time even stronger.
What follows is a handful of themes to consider:
Timing: None of us know the exact day our cities and countries will reopen but we do know that employees will likely return to work in different phases, all predicated on what the local and national leaders declare and when schools and daycares are back in session. How should one think about phasing employees back to physical offices:
Phases: We expect there to be distinct phases when it is allowed, when it is encouraged, and when we are back to it being expected. For each, it will depend on personal circumstances children at home, functional group, physical location in the office, % of one's team back in the office, pre-existing conditions, etc. Here are a few things to consider:
Interest: who wants to return? Allow volunteers to return first.
Floor plan location: Map out which workspaces are socially-distanced enough to be feasible for occupancy. See the physical space considerations below.
Functional group: Are some groups more reliant on the office? (e.g. creative teams, teams more reliant on paper, teams tied to the physical space like office managers)
Success so far: Take time to understand which teams are faring well in the remote environment and consider allowing them to continue longer-term remote work.
Balance: Is there a way to bring back a similar percentage of employees from each department to encourage cross-team collaboration?
Intervals: Some companies have brainstormed the idea of bringing employees back in intervals, with a certain #/% returning to work in set intervals (e.g. two weeks).
Antibodies: On the positive side, people who have developed antibodies, as confirmed via tests, can be safely considered for the early returners.
Transportation: Each employee has different routines for getting to work, which require different levels of social proximity.
The above relates to employees only. Visitors, vendors, on-site meetings with clients, and partners will all need to be discussed after initial employees have reported in person to physical offices. Set up a framework upfront for how that will be decided and what triggers (municipal changes, executive orders, etc.) will initiate new phases.
Physical space: Social distancing is not conducive to most office and work settings, with workspaces, desks, and cubicles closer together than the suggested 6 feet apart guidance. With this in mind, a few things to consider, none perfect:
Prioritize: Prioritize office space for teams or departments that most need access to the office. This could be teams with unique office needs (supplies, etc.), with compromised WFH situations, or that rely most on in-person communication.
Split teams: Deploy an A and B team strategy, adopting more of a shift strategy with the different groups not overlapping. We have received anecdotal evidence that employees struggle with compliance, so proceed with caution.
Be flexible: Utilize flexible working practices to your advantage. Allow those who seek to return, to return, and those who value the home flexibility to stay home.
Common space: Protocols will need to change regarding common spaces like meeting rooms, kitchen and entry areas, gyms, etc. Half-occupancy for meeting rooms has been suggested as a starting point. If meeting rooms are deemed closed, remove chairs to discourage gathering.
Property management: Converse with one's property manager and other tenants in the building, especially as it relates to common spaces, elevators, lobbies, shared security personnel, etc. HVAC is one often-highlighted concern and whether it is possible to increase airflow or increase air filtering.
Interpersonal: These are anxious and uncertain times for all and will lead to disagreements likely not seen before. What if individuals feel unsafe about social conduct in the office? Are others too close? Are individuals not perceived as following hygienic practices? Not taking social distancing seriously?
Dealing with new concerns: Consider setting up new avenues for anonymous feedback, concerns, other suggestions as people return to work and find they have concerns never before experienced. Set up the process before returning to encourage transparency and feedback. Indicate clearly with whom employees should speak if they have concerns about inappropriate office conduct. Discourage gossip and encourage open reporting to the appropriate individual(s).
Tolerances: Each individual will have different tolerances for being in larger meetings, commuting, eating company-provided food, etc. Set clear expectations for what the company is doing to support a h
