august2021 - 22

THE LABOR LAW ADVISOR
Employee Relations
in Challenging Times
MOST WOULD AGREE that the majority of 2020 and the first half of 2021 has been one of
the most difficult periods our country has ever endured. It is only natural to wonder what
to expect for the remainder of 2021 and beyond. Despite the great progress made on
COVID-19 vaccinations and the rapidly declining number of infections across the country,
it appears that we may continue dealing with the Coronavirus and its effects for at least
several more months. The best available estimates by the Centers for Disease Control
and others indicate that it may be several more months before a sufficient number of
people are vaccinated for the country to reach so-called herd immunity.
There is no question that in
addition to taming the Coronavirus,
considerable effort and
discipline will be required to
rebuild an economy struggling to
overcome unprecedented challenges.
With an unemployment
rate of 5.9%, certainly lower than
was anticipated as the pandemic
raged, there are still millions of
workers unemployed, some by
choice but many due to business
closures. Employees in essential
industries that continued to work,
as well as those that have returned
either
OR
to businesses that have struggled
to resume operations, are uncertain
about the financial security of
their families. Predictions of when
the economy might be restored to
pre-pandemic levels, if ever, seem
to be extended farther out on a
regular basis. It is a moving target.
Into this troubled environment
we have introduced a new
administration that is much less
business-friendly than the last.
How will its policies ultimately
impact our daily lives? Will there
be the regulatory escalation that
characterized the Obama years?
Will they help foster or hinder the
much-needed economic growth?
Will their policies push us to 1980's
style inflation levels? These are but
a few of the numerous questions
that are generating uncertainly,
especially among workers.
In view of the myriad distressing
circumstances, worker concerns
about their ability to provide
for their families in the future is to
be expected. A concomitant impact
on productivity and employee
morale is a distinct possibility, if
not probability, as well. Employees
in some industries may even decide
to leave their job if the prospect
for a more stable employment
situation presents itself. In fact, we
are already seeing substantial job
hopping. The remaining employees
may become discouraged and disheartened,
perhaps to the point of
creating a workplace atmosphere
where minor annoyances become
major workplace conflicts.
A pre-pandemic Gallop poll
22 AUGUST 2021 ■ www.CPAPracticeAdvisor.com
found that only 34% of workers
were engaged in their jobs. That
same poll found that 53% were
not engaged, and 13% were actively
disengaged. This last group of
employees would rather be almost
anywhere other than in their current
workplaces. Additionally, it
is generally acknowledged that
millennials are the least engaged
group of workers in today's workplace,
and, for better or worse,
they also currently comprise the
largest segment of the workforce.
Disengaged employees could easily
become disaffected employees.
One of the greatest dangers
for employers in these trying
times is that a singular focus on
restoring and/or maintaining their
businesses, understandable as it
may be, could result in employee
relations being relegated to the
back burner. That could be an
unfortunate error. It could breed
the employee disaffection we
hope to avoid. Lack of attention
could exacerbate potentially serious
employee concerns over an
uncertain future. The message to
employees would be clear - you are
not a priority.
It is a well-documented fact
that employees want to feel appreRICHARD
D. ALANIZ
Senior Partner
Alaniz Schraeder Linker Faris Mayes, L.L.P.
ralaniz@alaniz-schraeder.com
ciated for what they contribute to
the success of the company. Equally
important is the employees' needto-know
what is in store for them
and their workplace, especially in
these troubling times. Additionally,
open and regular communications
with the workforce by most
employers during the pandemic
has enabled virtually all employers
to consistently comply with the
COVID-19 safety protocols and limit
the spread of Coronavirus in their
workplaces. As we move forward
in this period of uncertainty, frequent,
clear, and consistent communication
with their workforce
will be even more critical. In fact,
given the numerous challenges
confronting us, it may be more
important than ever before. Such
time-tested communication methods
as regular town halls with all
employees, pre-shift meetings, and
status updates should certainly
be considered, and increased if
already being conducted.
While no one really knows
exactly how the remainder of 2021
will unfold, or when conditions
will be such that they engender
true confidence for the future
by employees and employers,
employee relations should receive
every bit as much of the focus that
is directed at maintaining and
growing the business. It is really
not an either/or choice. ■

http://www.CPAPracticeAdvisor.com

august2021

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