COVID-19 estrategias de regreso al lugar de trabajo

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(1)FEATURE. COVID-19 return-to-the-workplace strategies Emerging lessons and key questions for financial services leaders Darin Buelow, Tina Witney, and Francisco Acoba DELOITTE CENTER FOR FINANCIAL SERVICES.

(2) COVID-19 return-to-the-workplace strategies. KEY FINDINGS • Returning to the workplace in financial services will likely play out over an extended period. Many leaders are still in the early stages of developing return-to-workplace strategies, and planning maturity levels vary. • When assessing the range of approaches available, both roles and locations in terms of feasibility of remote work and the risk to public health should be considered, and any return-to-work analysis should consider the rapid acceleration of tech-enabled remote work. • It’s also critical for organizations to consider pandemic management protocols (PMP), which may include use of personal protective equipment for staff, procurement and use of masks and gloves, temperature screening, a dedicated quarantine room, and maintenance of appropriate social distancing measures for customers, employees, and third-party vendors. • Companies may have to reorient levers of employee engagement: work protocols, orientation programs, well-being initiatives, teambuilding efforts, and rewards and recognition programs. • In the longer term, many companies are evaluating permanent remote work for some of their workforce. Based on conversations with industry leaders, some companies may consider remote working for 30 percent to 35 percent of their workforce on a more permanent basis. • Even as firms re-enter, leaders should prepare for future scenarios, such as another potential stay-at-home order in case the pandemic spread resurfaces or increases. Firms may even have to make it an iterative process and show agility and flexibility to learn and adapt based on the experience in the initial weeks of re-entry.. 2.

(3) Emerging lessons and key questions for financial services leaders. Considerations FSI leaders now face as they map out when, how—and sometimes, if—operations may resume in workplaces around the world.. O. VER THE PAST two months, most people. This is consistent with what we’re hearing in. across the globe have shifted to working. conversations with firm leaders, who suggest that. from home, reinventing themselves both. they believe this will likely play out over an extended. personally and professionally. To no one’s surprise,. period: One firm leader we spoke with said they. it’s been an equally transformative experience for. hope to return 40 percent of their employees to the. financial services institutions (FSIs). Now, another. office by August 2021. Overall, the reality is that. transformation is emerging: While the pandemic. there isn’t any urgency to return to a physical space;. appears far from over, some regions are gradually. many firms have adapted to the remote work. beginning to re-open. Will the financial services. environment and significant health, safety, and. industry follow suit? If so, when and how?. sanitation challenges remain. This is especially true in investment management, where many firm. A mid-April Deloitte survey of 100 senior FSI. leaders have reported a smooth and successful. executives with responsibility for crisis. transition to remote work and are assessing the risk-. management and business continuity planning. reward trade-offs of even a gradual return.. revealed that at least half of respondent firms are developing COVID-19 operational contingency. Even as plans emerge, many leaders are still in the. plans spanning at least the next three months. Part. early stages of developing return-to-workplace. of the complexity around re-opening has to do with. strategies, and planning maturity levels vary. While. the scale and scope of FSI real estate. From office. some have created steering committees and. towers to data centers to bank branches, the. sophisticated scenario-based plans, others are only. industry is also the second largest in terms of office. starting to review basic decisions about how many. space leasing, accounting for more than 15 percent. spaces to open and how to open them.. of total office leasing activity.. 1. There have already been some announcements: Capital One recently disclosed that they will not have any broad return to work until at least September.2 Goldman Sachs has begun a gradual return to work through May in Hong Kong and a few other areas, but anticipates that a single strategy will not be appropriate for all of their global. The reality is that there isn’t any urgency to return to a physical space; many firms have adapted to the remote work environment and significant health, safety, and sanitation challenges remain.. locations.3 Some firms are learning from their. Our survey responses reveal that restart plans were. global operations and likely will apply lessons. likely to be role-specific or geography-specific, or a. from areas that have already re-opened: The. combination of the two (figure 1). Respondents. Canadian insurer Manulife increased its in-office. also cited density reduction, sanitation, and. employees in China from 25 percent to 75 percent. employee support measures as key factors in their. within four weeks of reopening.. return-to-work strategies. Let’s look at these. 4. initiatives in turn.. 3.

(4) COVID-19 return-to-the-workplace strategies. FIGURE 1. Returning to the workplace Measures and strategies FSI firms will use Restart based on role or function 64%. Restart based on geography 60%. Decrease workplace density 54%. Enhance cleaning protocols 49%. Provide additional employee support 35%. Unsure/cannot discuss 10%. Other (write-in response) 4% Note: Participants could choose more than one response. Source: The Deloitte Center for Financial Services analysis. Deloitte Insights | deloitte.com/insights. Any return-to-work analysis should consider the. Who needs to return? Who doesn’t?. rapid acceleration of tech-enabled remote work. For example, while bank tellers may seem an obvious choice to be among the earliest to return to. Leaders should consider several factors when. their workplaces, some banks are developing. deciding who needs to return to the workplace. To. touchless interactive teller machines to enhance. ensure an effective and successful re-entry, leaders. the drive-thru experience, reducing the need to. can first create a centralized working group to. have tellers onsite.5 Claims adjusters have made a. oversee the entire situation that can coordinate. similar adjustment. Historically, adjusters have. with the leadership team and execute plans. Next,. needed to travel to assess damage as part of the. they could define critical business services and use. settlement process, but new tools have been. a decision matrix to determine which jobs and. deployed that allow this to be done remotely.6 In. roles would need to be located in workplaces. contrast, while traders have mostly made the shift. versus those that could be done remotely. As the. to home-based work, the lack of available turrets,. Goldman Sachs example suggests, re-entry is not. along with potential compliance concerns, may. expected to be a one-size-fits-all proposition. When. require them to return to the trading floor as soon. assessing the range of approaches available,. as feasible. Many other roles fall somewhere in. leaders can consider both roles and locations in. between: Employees who serve in marketing roles,. terms of feasibility of remote work and the risk to. for example, can do most of their work remotely,. public health (figure 2).. although they may need to come into the office periodically to attend group meetings. For such. 4.

(5) Emerging lessons and key questions for financial services leaders. FIGURE 2. Returning to workplaces Balancing the feasibility of working remotely with public health risks. High feasibility of remote work Blended workplace. Long-term virtualization. Only employees who handle “essential” work return to the office.. Firms continue or expand work-from-home policies.. Low public health risk. High public health risk Reimagining onsite work. Balancing risk. Firms redesign and reconfigure physical spaces and stagger work schedules and locations.. Social distancing measures are put in place.. Low feasibility of remote work Source: Deloitte analysis. Deloitte Insights | deloitte.com/insights. roles, firms could consider select in-office days or. management firms have rolled out employee. staggered work hour options.. experience surveys to gauge comfort levels in returning to the workplace. Other firms are. In the longer term, many companies are evaluating. considering implementing “opt-in” programs for. permanent remote work for some of their. their workers who wish to return.. workforce. Based on conversations with industry leaders, some companies may consider remote. Firms, of course, also must comply with. working for 30 percent to 35 percent of their. government health and safety mandates. In the. workforce on a more permanent basis. This may. United States, for example, the Occupational. also result in companies exploring alternate talent. Health and Safety Administration (OSHA). models, such as gig workers or contract employees,. guidelines include a wide range of hygiene,. increased opportunities to automate manual. cleaning, sanitation, safety, and social distancing. processes, and a re-evaluation of disaster recovery/. measures that companies must follow to minimize. back-up sites.. the risk of COVID-19 exposure in their workplaces.8 That said, the mission of making employees and customers feel safe enough to. Are the workplaces ready?. return to offices, banks, and other physical spaces falls squarely on management.9. From a business perspective, many employees. IMPLEMENTING SOCIAL DISTANCING MEASURES. understand why they may need to return to the office, but it is important that they feel ready, willing, and able to come in. Some may have. Social distancing measures include factors such as. responsibilities at home, such as child care or elder. reviewing seat-sharing policies, preparing. care. They may also have safety concerns, as. structured shared-seating programs, staggering. consumers do.7 Some large banks and investment. work hours, and using large meeting rooms for. 5.

(6) COVID-19 return-to-the-workplace strategies. Smart building management capabilities can help bolster confidence among employees that they will be safe when they return to work.. smaller groups. To support social distancing, some firms are also deploying contact- and workspace-tracing apps.10 Extra planning will also be needed for office towers to ensure distancing measures are followed in elevators and lobbies so people can move throughout the building in an orderly and timely manner and avoid. crowding. A large services firm recently conducted. It’s also critical for firms to implement pandemic. a simulation that showed it can take as much as. management protocols (PMP), which may include. two and a half hours to move people into and out of. use of personal protective equipment for staff,. a fully occupied downtown office tower, revealing. procurement and use of masks and gloves,. the need to stagger entry and exit times. Corporate. temperature screening, a dedicated quarantine. real estate leaders will have to look at contracts for. room, and maintenance of appropriate social. leased space to determine who would be. distancing measures for customers, employees, and. responsible to implement these changes and will. third-party vendors. A few large institutions are. need to work collaboratively with landlords during. conducting daily temperature checks for all. the planning and implementation phases.. in-office employees. Companies could also provide whole-health benefits and even onsite medical staff.. Regardless, most workplaces were not designed so that people could remain distant from one another.. How will the employee and customer experience need to change?. Due to pervasive space constraints, returning to previous models will present ongoing challenges. This is why some respondents said their companies are exploring ways to revamp onsite positions into ones that could be handled remotely.. With mass virtual work established, leaders will need to re-evaluate existing employee engagement. ENHANCING HEALTH AND SANITATION EFFORTS. practices as firms take a gradual approach to return to work. In light of growing concerns among. Companies may consider using smart building. employees about the safety of shared workspaces,. management capabilities, such as predictive. one insurance company is redesigning its agile. maintenance solutions, air quality sensors, UV. work environments within office buildings.. cleaning, infrared temperature cameras, and HEPA. Similarly, an investment management firm had. air filters for both owned and leased spaces. These. adopted a more open workplace environment to. can help bolster confidence among employees that. encourage collaboration and creativity, which will. they will be safe when they return to work: One of. now need to be dialed back. Many leaders are. the key reasons the Chinese workforce was open to. exploring how the emerging hybrid operating. returning to the office quickly was the use of. model—some workers in the office, and some. advanced and high-quality air filtration systems.. remaining at home—will impact firm culture.. 11. Companies may also consider increasing the. RESPECTING INDIVIDUAL EMPLOYEE NEEDS AND PREFERENCES. frequency of cleaning, especially of common areas and meeting places.. Companies will likely have to reorient all levers of employee engagement: work protocols, orientation. 6.

(7) Emerging lessons and key questions for financial services leaders. programs, well-being initiatives, teambuilding. Indeed, one leader in investment management. efforts, and rewards and recognition programs. For. suggested that child care is a challenge they haven’t. onboarding and training, many investment. cracked the code on yet.. management firms use an apprentice-based model to train new associates, which will likely have to. Finally, given the wide-ranging changes in how. shift to more digital models. Firms should. physical space may be used, firms should deploy. therefore also update employee handbooks to. change management and communications cascades. include new norms for both in-office and virtual. to help customers and employees feel safe returning. work environments. One such initiative was. to these spaces. Leaders will have to educate and. undertaken at the Canadian insurer Manulife. The. guide customers about PMP and social distancing. company ramped up the digital interaction skills of. measures by posting signage about social distancing. its 12,000 agents in China to increase client. and handwashing in their retail locations.13. engagement and enable remote sales.12 FSIs are also reassessing technology protocols,. STATE STREET’S RETURN-TOWORK PLAN IN CHINA14. processes, and the use of performance management tools. Many firms have had controls in place that. State Street had 90 percent of its employees working remotely during the COVID-19 spread. In its Hangzhou office in China, State Street prioritized health, safety, and well-being of employees while drafting its return-to-work plan. The company followed all required health, sanitation, and social distancing measures to make offices ready for employees to return. Employees were given a choice to return and were offered a handbook that outlined the protocols for inoffice work and mobility.. restrict some activities, such as document printing to in-office locations. When their workers moved home, this slowed down performance of both administrative and client service tasks. As a result, some employees have been emailing operational reports and other documents to their personal accounts so they can print these documents at home. Firms will also need to re-implement control standards for trading operations across the board. While some traders move back to the office, others may be still at home, where they are now operating under a set of rules that were somewhat relaxed by. In the first wave, the team leaders returned to office. Thereafter, frequent and increased communication between team leaders and remote employees helped instill confidence among the staff; because of this, most employees chose to return to the office. State Street has also increased flexibility in roles, which has resulted in higher operational resilience. It plans to use its learnings from China and combine it with local factors and government guidelines to develop plans to re-enter offices in other countries. Overall, the company’s emphasis on gradual re-entry, office space readiness, and employee safety will be the guiding forces behind all re-entry decisions.. regulators. These operating environments will need to be harmonized. Client onboarding, too, will need to move away from certain practices, such as requiring signatures on paper documents. Another consideration is that collaborative work environments have made it possible to take quick action during a typical workday in the office. But since many schools are operating remotely and onsite summer and afterschool programs are being cancelled or postponed, employees may have significant child care and other responsibilities at home. This will require leadership flexibility to manage changing productivity levels for workers remaining at home.. 7.

(8) COVID-19 return-to-the-workplace strategies. REDESIGNING SPACES AND PRACTICES FOR CUSTOMER COMFORT. maintaining brand trust. One investment. Many firms with retail footprints, such as bank. management leader felt that their firm’s brand and. in the short term and, ultimately, engendering and. branches and investor centers, have remained. reputation in the long run will be influenced by. open, using drive-thru facilities to avoid contact.. how they manage both employee and customer. For example, 80 percent of Chase branches are. experience during this time.. open with reduced staff.15 In other parts of the industry, a few companies are evaluating real. Remaining flexible and agile: How can leaders piece this together?. estate space requirements based on the number of employees who worked at each site. One insurance company CFO said they hope to convert offices with fewer than 10 people to remote models.. There is no one-size-fit-all solution to re-entering More PPE, such as plexiglass dividers, may need. workplaces. Each company will have to make. to be added: While tellers have long been. decisions based on its strategy, resources, and. separated from the banking floor, firms may want. focus area. Leaders should consider detailed. to adopt a similar approach for their higher net. scenario planning, factor in all the above-. worth clients seeking investment advice. And. mentioned variables, and conduct cost-benefit. while some banks had moved to a concierge-style. analyses. Using an algorithm and a data-backed. approach, with customer service associates. approach may yield more accurate forecasts and. walking around branches with tablets in hand,. enable more informed decision-making.. this practice will have to be adjusted, at least for the foreseeable future. Banks could also consider. Even as firms re-enter, leaders should prepare for. reopening some branches with an appointment-. future scenarios such as another potential stay-at-. only approach for customers who require. home order in case the pandemic spread resurfaces. in-person service.16. or increases. Finally, firms may even have to make it an iterative process and show agility and. As these locations re-open, following the lead of. flexibility to learn and adapt based on the. major retailers may be considered. Leaders will. experience in the initial weeks of re-entry.. need to assess how customer preferences are evolving in their re-entry plans, since consumer. Overall, the COVID-19 pandemic has hastened the. comfort with face-to-face contact will take time to. future of work across industries. Financial services. rebound. A recent Deloitte global consumer. firm leaders are facing the future head-on right. sentiment tracker of retail shopping preferences. now. Leaders should strive to find a balance. revealed that only about one-third of US. between revenue and cost, while remaining. consumers feel safe going to stores. Firm leaders. committed to their organizations’ purpose and. should factor in these concerns in their planning,. ensuring that employee and customer well-being. evaluating how they may impact customer service. remain top priorities.. 17. Overall, the COVID-19 pandemic has hastened the future of work across industries. Financial services firm leaders are facing the future head-on right now.. 8.

(9) Emerging lessons and key questions for financial services leaders. Endnotes 1.. CBRE Research, 2020 US real estate market outlook, May 2020.. 2.. Jennifer Surane, “Capital One to keep most staff home until at least September,” Bloomberg, May 5, 2020.. 3.. Elizabeth Dilts Marshall, “Goldman Sachs CEO says staff back at offices in Asia, but not New York or London,” Reuters, May 6, 2020.. 4.. Nichola Saminather, “UPDATE 1-About 75% of Manulife China employees back in offices, CEO says,” Reuters, March 23, 2020.. 5.. Ibid.. 6.. Chubb, “COVID-19 resource center,” accessed April 29, 2020.. 7.. Jennifer Surane and Michelle F Davis, “Wall Street tries to figure out how to get back to the office,” Bloomberg Quint, April 27, 2020.. 8.. Goodwin, “Preparing for re-entry: Key considerations for returning employees to the workplace amid the COVID-19 crisis,” JD Supra, April 20, 2020.. 9.. Ibid.. 10. Jena McGregor, “The post-pandemic workplace will hardly look like the one we left behind,” Washington Post, April 23, 2020. 11. Mark Wilson, “Our offices will never be the same after COVID-19. Here’s what they could look like,” Fast Company, April 13, 2020. 12. Saminather, “UPDATE 1-About 75% of Manulife China employees back in offices, CEO says.” 13. Jena McGregor, “The post-pandemic workplace will hardly look like the one we left behind,” Washington Post, April 23, 2020. 14. Belinda Purkiss and Matt Leonard, “Working through COVID-19: Insights for returning to the office,” Statestreet. com, April 30, 2020; NBC Boston, “Lifting the lockdown: State Street executive talks about reopening,” NBC Boston, April 30, 2020. 15. Bryan Pietsch, “JPMorgan Chase is closing 20% of its branches and reducing staffing amid the coronavirus pandemic, but it will pay employees asked to stay home,” Business Insider, March 19, 2020. 16. Olivia Rockeman, “Bank branches use drive-thrus, limited hours to cope with virus,” Bloomberg, March 18, 2020. 17. Stephen Rogers and Leon Pieters, In the throes of a dual-front crisis: Establishing the road to a global consumer recovery, Deloitte Insights, April 29, 2020.. 9.

(10) COVID-19 return-to-the-workplace strategies. Acknowledgments The authors wish to thank Robert Walley, Jay Bhuta, Rima Pai, and the many others who provided insights and perspectives in the development of this article.. About the authors Darin Buelow | dbuelow@deloitte.com Darin Buelow is a principal with Deloitte Consulting LLP and leader of Global Location Strategy. In more than 20 years of experience he has guided hundreds of major corporations with the deployment of talent, facilities, and equipment around the world. In addition, Buelow is a frequent speaker and author on trends related to footprint optimization, location strategy, real estate, and economic development.. Tina Witney | twitney@deloitte.com Tina Witney is a managing director in Deloitte Consulting LLP’s Insurance Consulting practice with more than 20 years of experience leading business transformation initiatives focused on organization design, talent management, leadership development, change management, and executive lab design and facilitation. Witney’s consulting engagements include a variety of projects such as workforce transformation, mergers and acquisitions, technology adoption, and organization restructuring in HR, IT, and finance. She is currently the chief people officer for Deloitte’s National Insurance practice and serves as the lead human capital partner for a number of our premier financial services organizations. Francisco J. Acoba | facoba@deloitte.com Francisco J. Acoba is a managing director in Deloitte Consulting LLP and leader of the Real Estate & Location Strategy practice, with more than 20 years of global experience providing management consulting services to corporate services, corporate real estate, workplace, and facilities management organizations within Fortune 500 companies and the world’s largest public sector entities. He specializes in the development of strategies that allow a company’s corporate services resources, real estate, and facilities to be considered value-added components of business process, as opposed to simply cost structures.. 10.

(11) Emerging lessons and key questions for financial services leaders. Contact us Our insights can help you take advantage of change. If you’re looking for fresh ideas to address your challenges, we should talk.. Industry leadership Monica O’Reilly Principal | Deloitte Deloitte Risk & Financial Advisory | Deloitte & Touche LLP +1 415 309 7544 | monoreilly@deloitte.com Monica is the Financial Services Industry leader for Deloitte Risk and Financial Advisory with more than 20 years of experience in risk management, regulatory compliance, and controls consulting.. Center for Financial Services Jim Eckenrode Managing director | Deloitte Center for Financial Services | Deloitte Services LP +1 857 202 7861 | jeckenrode@deloitte.com Jim Eckenrode is managing director at the Deloitte Center for Financial Services, responsible for developing and executing Deloitte’s research agenda, while providing insights to leading financial institutions on business and technology strategy. Surabhi Kejriwal Research leader | Deloitte Center for Financial Services | Deloitte Services LP +1 770 230 3260 | sukejriwal@deloitte.com Surabhi is a research leader at the Deloitte Center for Financial Services where she is responsible for driving eminence and thought leadership for the Real Estate practice.. 11.

(12) COVID-19 return-to-the-workplace strategies. About the Deloitte Center for Financial Services The Deloitte Center for Financial Services, which supports the organization’s US Financial Services practice, provides insight and research to assist senior-level decision-makers within banks, capital markets firms, investment managers, insurance carriers, and real estate organizations. The center is staffed by a group of professionals with a wide array of in-depth industry experiences as well as cutting-edge research and analytical skills. Through our research, roundtables, and other forms of engagement, we seek to be a trusted source for relevant, timely, and reliable insights. Read recent publications and learn more about the center on Deloitte.com. For weekly actionable insights on key issues for the financial services industry, check out the Deloitte Center for Financial Services’ QuickLook article series.. Connect To learn more about the vision of the DCFS, its solutions, thought leadership, and events, please visit www.deloitte.com/us/cfs.. Subscribe To receive email communications, please register at www.deloitte.com/us/cfs.. Engage Follow us on Twitter at: @DeloitteFinSvcs. Deloitte’s Real Estate & Facilities Management Transformation practice helps organizations across industries address some of their most complex and challenging real estate issues. We assist companies in building the business case for real estate decisions, devise and execute implementation road maps, and measure effectiveness against internal expectations and industry benchmarks along the way. Learn more.. 12.

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