Workplace wellness at risk, as COVID public health emergency expires

We are at a pivotal moment for public health. As the Biden Administration lifts the public health emergency on May 11, a range of protections and policies will be disbanded. In response, a swirl of workplace programming is in development – from hybrid work policies to wellness leave. While these steps are a sign of progress, getting back to normal without applying insights gained over the pandemic will come at a cost.

We learned a lot through this tumultuous time, including how employees and teams perform in remote and hybrid environments and how companies can lead the public health charge during a time of immense need. From factories to restaurants to offices, workplaces became hubs for prevention. They helped employees obtain access to care when sick, provided time off for people to care for their loved ones, and encouraged vaccinations via onsite clinics or new leave policies. Employers also launched many practical public health worksite precautions, including social distancing, handwashing, and mask mandates – all saving lives.

Given the symbolic and real-world consequences of what the ‘end of the pandemic’ means for employers and employees, it is important for workplaces to maintain this focus on public health and wellness. Workers and their families are tired and overwhelmed. As employers develop new workplace policies, they must apply a trauma-informed lens that considers the collective impact of COVID as well as the diverse personal, political and community perspectives and priorities of their workforces.

Here are eight insights that employers crafting post-pandemic workplace policies must keep in mind:

1. Employees face added public health costs for their families. When the public health emergency ends, coverage for COVID testing, vaccines, and anti-viral medication will no longer be free for everyone. These no-cost screening and prevention resources helped many employees and families manage added health costs. As they now face taking on those costs, there will be an impact on their households’ bottom lines.
2. The workforce is still dealing with the health consequences and threats of COVID. Just because the public health emergency declaration is ending, it doesn’t mean COVID is over. Nearly 300 people are still dying from COVID daily, and about 11% of patients are currently struggling with long-term COVID effects. Employers should consider how workers, especially those who are immunocompromised or family caregivers for loved ones, may be at risk and need tailored resources and support navigating new policies.
3. Mental health needs are a consequence of the pandemic – and access and treatment resources will be reduced.  Access to telemedicine, including mental health therapy, will soon be more limited. As the waiver of in-person requirements lapses, there will be access and treatment disruptions as many virtual platforms recalibrate. This comes at a time of skyrocketing levels of anxiety and depression and a mental health workforce shortage.
4. Policy changes may have public health prevention ripple effects – from vaccination to screening rates.  Company policies related to vaccinations and screenings, including workplace flextime, will now be reevaluated. These policies played an essential role for workers to take time for prevention and screening, and to care for sick loved ones. Employers must find ways employees can continue to access screening and prevention resources so we don’t roll back progress.
5. Masks will still be a triggering issue for many. Masks likely won’t be required anywhere indoors – even in medical facilities. The debate over the value of masking at the personal versus the population level continues. However, people with chronic conditions may still choose to wear masks or feel anxious about others not doing so. Employers should lay out clear policies around employees’ “right to mask” as they feel necessary.
6. Workers need to shift from working nonstop to shutting down when sick. Companies must ensure it is culturally acceptable for employees to stay home or not work when unwell. Currently, workers often feel increasing pressure to show up when sick, especially hourly employees. COVID and sick leave policies – as well as company culture – must reinforce staying home when unwell, and leaders must model that behavior.
7. Employees need details for return-to-office plans – with ample time to accommodate. In post-pandemic 2023, employees want to plan for their lives – cautiously hopeful that the next 12 months will not include continued disruptions. Workforces need company in-office, hybrid or remote policies articulated clearly, and often, so they know what to expect and can plan accordingly.
8. For many, flexibility is a workplace imperative.  The pandemic brought a new level of flexibility that is here to stay. The positive impact of flexible working is being felt worldwide as evidenced by conversations at the recent World Economic Forum.Of note, 60% of workers prefer a hybrid work arrangement, according to a recent Gallup study.

Related: The end of the COVID emergency: DOL offers guidance for employer health plans

We can apply the lessons companies have learned over the pandemic to meet ongoing public health challenges—even without the cushion of a public health emergency designation. But it will require deliberate focus, coordination, communication, and a concerted focus on workplace wellbeing. Employees deserve nothing less.

Michelle Baker serves as Trauma Informed Consultancy Lead and Executive Vice President at Ketchum. Lauren Butler serves as Managing Director, Employee Communications at Ketchum.