How do you implement a flexible work crisis plan that keeps everyone healthy, safe and as productive as possible during a very challenging period when remote work isn’t an option for certain jobs or organizations?
“Flexing” where people work is getting the most airtime and attention, but flexing when and how people can work together is another option to consider.
The key is to social distance by controlling the number of people in one space at one time while maintaining at least some level of operating continuity.
One way to do this is to divide employees deemed ESSENTIAL to onsite operations and cannot work remotely into A and B teams. Schedule the teams to limit the exposure of the whole group to the coronavirus and then ensure the workspaces are cleaned daily. Here’s an example:
- Week 1—Team A: Monday, Wednesday, Friday
- Week 1—Team B: Tuesday, Thursday, Saturday (Add Sat if want to add productivity hours, if needed)
- Week 2—Team A: Tuesday, Thursday, Saturday
- Week 2—Team B: Monday, Wednesday, Friday
Employees must stick to the teams to which they are assigned to limit exposure. That’s a mandate. To support employees with school-age children at home, divide parents across teams and allow them to shift their start and stop schedules to coordinate caregiving needs.
Productivity—Maintaining as Much as Realistically Possible in a Crisis Period
The reality is when a team that is essential to onsite operations is divided in half and works three-day weeks, productivity will decrease approximately 40 percent per week if employees typically work an eight-hour day.
To address this, some organizations have added Saturdays and/or extended workdays to 10 hours to make up for lost productivity. This still totals 30 hours a week. For this to work, leaders need to make peace with the fact that by switching to A and B teams they’ve kept their people safe while maintaining as much productivity as possible during the crisis period.
Keeping Everyone “Whole”
How will pay be affected for those A and B team members? Some organizations have found creative ways for employees to use the extra hours to complete tasks that can be done remotely such as updating procedures, cross-training, and continuing education.
Some employers, that are able, are continuing to pay full salaries during this crisis regardless of the hours worked, while others that can’t are decreasing pay proportionally to avoid layoffs and to continue providing at least a percentage of an employee’s salary. (Hopefully, legislation currently under consideration will help with this gap).
There Are More Options than Remote Working
Everyone is doing their best to rapidly reimagine the way work is done under very difficult, rapidly changing circumstances. There is no right or wrong answer.
It’s about what works best right now; however, the use of A and B teams to creatively schedule when and how your people work is another possible way of continuing to operate if remote work isn’t possible for certain jobs or organizations.
Caution: Some organizations may be using A and B teams as their primary flexible work crisis strategy, even though, if you look closely many of the jobs do not require onsite presence and could be done remotely, at least in part. The reason seems to be that on some level it’s easier than switching everyone over to working remotely. The problem with that is:
- You are unnecessarily exposing people who don’t need to be exposed to each other and
- You run the risk that should even more restrictive limits on gatherings be issued, you will be caught scrambling to get remote work up and running under even more challenging circumstances.
Have you or your organization implemented A and B teams as part of your flexible work crisis management strategy? What did you do? How is it working?