What might a post-Covid workforce look like for HE?

As the UK continues to ease lockdown restrictions universities, like all employers, are looking to the future and considering the options for their workforce and the possible end to remote working for some, write colleagues from #UHR21 partners Shakespeare Martineau. For many the pandemic has radically changed the way in which their staff work and operate…so how might workforces look, post pandemic? 

Flexible working 

This model is definitely here to stay with some large global businesses already stating that they will not ask staff to return to the office full time.  

With many employees having worked remotely and successfully from kitchen tables and home offices across the UK, employers can no longer argue that roles are wholly unsuitable for home-office or other flexible arrangements. 

Employers should, however, see this as an opportunity rather than a problem as remote working could enable them to reduce costly office space in towns and city centres. Some businesses may get rid of any requirement to attend an office at all, although that would appear less likely in the HE sector.

For organisations where most or all work can be carried out from home, employers may wish to adopt a hybrid approach, perhaps involving smaller office space being retained for collaboration and to allow essential in-person connections and supervision among staff, but with flexibility for all employees to come and go from the office on a more ad-hoc or necessity basis. This approach could allow employers to improve the morale and wellbeing of staff, whilst saving on commercial rent and other associated costs of a larger office. We are of course also seeing remote teaching as an increasingly common practice, and whilst institutions will of course need to consider the ”student experience” we would be surprised if remote teaching was abandoned in its entirety.

Our handy guide outlines seven practical issues employers should consider when their employees work remotely. 

Working abroad 

Working remotely, could mean working abroad of course, and one UK company is giving its employees the opportunity to work abroad up to two months a year, following requests for “flexibility” to visit family overseas for longer periods. 

Any employees will have to ensure that they are compliant with the tax laws in the jurisdiction they reside in for those two months, which may mean completing tax returns in both countries.  

In addition, institutions may want to avoid setting unwanted precedents in allowing employees to work from overseas if the general aim is ultimately to return to in-person working and teaching on campus. 

Supervision 

For organisations whose employees have worked remotely for over a year, some may have concerns regarding the supervision of staff, with remote working offering fewer opportunities for passive training and oversight.  A remote workforce does undoubtedly make supervision and staff engagement more tricky but with positive leadership and open and honest communication it can be an arrangement that benefits both parties enormously.

Read our guide on how to effectively manage remote employees, including challenges when managing performance and how to effectively monitor employees who work from home. 

Health and safety  

Employers’ obligations to employees regarding health and safety as well as mental and physical wellbeing have not gone away despite office desks being empty. Any employer considering making roles 100% remote will have to consider how they will ensure that adequate measures are in place to protect the employees’ working environment, and to ensure their wellbeing is looked after despite their lack of physical presence in the workplace.

Read our guide on what employers need to know, including how to deal with workplace injuries, identifying risks and how HR teams can help reduce their likelihood. 

Our team will be talking in more detail about the above and other considerations affecting a post COVID workforce at the UHR conference using an interactive case study to bring the issues to life in a highly practical way.  Do come along and join us.

Join the team from Shakespeare Martineau LLP at #UHR21: Refreshing HR

Wednesday 12 May, 1.30pm

“Reshaping Hiring Strategies After Brexit: Immigration reform & refreshing recruitment practices in 2021 and beyond” with Tijen Ahmet, Legal Director, Shakespeare Martineau

Thursday 13 May, 9.15am

“Brave New World: Refreshing HR practices for a post-COVID existence” with Esther Maxwell (Legal Director), David Browne and Tom Long (Partners at Shakespeare Martineau)