7 Crucial Tips For Managers Preparing For A Post-COVID Workplace

7 Crucial Tips For Managers Preparing For A Post-COVID Workplace

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The IT-BPM industry is a major forex earner for the Philippines. Thanks to the WFH (Work From Home) arrangement, this industry grew in 2020 creating 23,000 new jobs, and 100,000 more in 2021. 

It would seem beneficial to support the needs of a growing industry that brings in billions of pesos per year by allowing them to continue this arrangement for as long as they require (as IBPAP agrees), but for more economic reasons, they are now directed to return to work or risk losing their tax incentives. The industry is ready to compromise by asking the government to allow hybrid work—a setup that would grant clients and employees more flexibility, thus making them more competitive to other countries who have an advantage in technology.

Retaining top talents may be a challenge with this directive and may pose a lot of disadvantages to the companies and their people. For now, it is mandated. Leaders of the IT-BPM industry would have to comply and be ready to return to work in the new normal; bringing new challenges to their workplace culture. How will they engage their top talent who prefer the WFH or hybrid arrangement? What we’ve learned over the years from recognizing the Best Workplaces™ in the Philippines is that employee engagement need not be confined by any physical set-up. Real engagement requires a more human-centric, people-first approach that extends beyond the boundaries of physical space. 

What do you do when your CEO wants employees to return to the office but you know they don’t want to?

Many HR leaders have listened to their employees and know that mixed feelings about coming back to the office exist. The bigger challenge for some of these leaders is a lack of support from the top.

It’s a tough spot to be in, but Great Place to Work® has some advice for leaders dealing with resistant CEOs: You have to get under the hood and understand why. Both CEOs and employees are juggling a new reality and changing expectations of the future of work.

Is your CEO concerned about the financial implications of employees being out of the office, such as holding leases for unused office space? Is there a sense that innovation is suffering? Is there concern that the distinct culture you’ve created is at risk?

Encouraging leaders, especially the CEO, to share their perspectives and concerns, is a strong step toward building trust in the process of listening and creating a path forward.

Next, HR leaders have to validate their feelings and find out what’s on their employees minds. Listen to employee perspectives using various channels, including focused employee surveys, manager conversations, and all-hands meetings.

Ask employees about their outside-of-work responsibilities and what they would need to feel safe and comfortable to return to the office in some fashion. Be prepared to have your assumptions challenged by the reasons and feelings employees have about returning to the office.

How to prepare for an office “new normal”

Once your CEO has committed to a return-to-office strategy, make sure these are part of your approach:

7 crucial steps for a successful return to the office after COVID

1. Communicate often about plans to return to the office

Prepare people for the new work arrangement with regular communications and recognize that many people are still experiencing uncertainty and will need to adjust.

2. Give specific time frames

Make sure people are clear when the return to office process kicks off. Giving timeframes will also alleviate some of your employees’ mental load attached to uncertainty.

3. Consider how productivity can be different person to person

What people want in returning to the office or staying home depends on an individual’s job responsibilities as well as their style and personality. Some employees thrive in a convivial office space, while others do their best work in the serenity of their home.

Working on a synchronous schedule can improve coordination, but it can also introduce constant communications and interruptions that disrupt focus. Managers need to think about asynchronous schedules in addition to where people work.

4. Innovate with all

Some might be quick to put the onus squarely on the manager to make the decisions, but we think this is an opportunity to practice innovation and collaboration. As a manager, give people options and guidelines to decide what works best for them.

5. Reflect on fairness and inclusivity

Fairness should always be top of mind, and during this transition, there is a good chance concerns about favoritism will arise and that people may be left out or treated unfairly.

With promotions more often handed to those in close proximity, how does this fare for people on remote schedules? Think about your process for promotions and other areas that could hinder an equitable hybrid workplace.

6. Build in flexibility

The pandemic is still raging and depending on where people live, vaccinations may be a long way off and outbreaks will continue. Be prepared to pivot and pivot again.

7. Commit to ongoing evaluation and assessment

Ask employees at least quarterly about their experience so the business can respond quickly to support their ever-evolving needs. For a clear and nuanced insight, employee pulse surveys get to the crux of the issue and invite honest feedback.

How to support your employees in a return to the office

No matter what your return to the office looks like, supporting and engaging with your employees along the way is key. Making sure people feel they have choices to fit their needs is key to retaining top talent.

You must continue to ask:

  • Do employees feel supported by their colleagues as they return to work? 
  • Do employees feel they have the tools to go to work safely? 
  • Do employees feel their workplace also supports their responsibilities at home? 
  • Do employees trust their leaders’ decisions? 
  • Do employees feel like they have a say in how they work? 

Surveying your employees on their thoughts about returning to work will ensure a successful – and hopefully dread-free – transition.

Thinking about reopening your offices? Perhaps a pulse check will come in handy. Conduct a survey with Great Place to Work®, and find out how your employees feel in real time.


Julian Lute

Julian Lute has more than 15 years of experience as an innovative operational leader and global trusted advisor and knows what it takes to inspire and lead high-performance teams. Working with top leaders from Fortune 100 Best Companies to Work For®, Julian helps connect the dots between superior business performance and a best-in-class employee experience. He is trusted by a diverse set of clients such as, AT&T, McDonald’s, Dow, 3M, Four Seasons Hotels and Resorts, Live Nation Entertainment, and Alaska Airlines.

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Philippines Best Workplaces™ 2024 Methodology

Employees respond to over **60 survey questions** describing the extent to which

their organization creates a great place to work For All™️.

85% of the evaluation is based on what employees say about their experiences of trust and reaching their full human potential as part of their organization, no matter who they are or what they do.

Great Place to Work® analyzes these experiences relative to each organization’s size, workforce make up, and what’s typical in their industry. The remaining 15% of the rank is based on an assessment of all employees’ daily experiences of innovation, company values, and the effectiveness of their leaders to ensure these are consistently experienced.

To be considered, companies had to meet the Great Place to Work-Certified™

standard. Trust Index©️ survey results are accurate to a 95% confidence level with a 5% margin of error or better to ensure the survey results truly represent all employees.

We review any anomalies in survey responses, news and financial performance to ensure there aren’t any extraordinary reasons to believe we couldn’t trust a company’s survey results.

Companies with 10 to 99 people were considered for the Small category.

Companies with 100 employees or more were considered for the Medium category.

Companies exceeding 1,000 employees were considered for the Large category.


To be eligible for the World’s Best Workplaces list, a company must apply and be named to a minimum of 5 national Best Workplaces lists within our current 58 countries, have 5,000 employees or more worldwide, and at least 40% of the company’s workforce (or 5,000 employees) must be based outside of the home country. Extra points are given based on the number of countries where a company surveys employees with the Great Place to Work Trust Index©, and the percentage of a company’s workforce represented by all Great Place to Work surveys globally. Candidates for the 2017 Worlds Best Workplaces list will have appeared on national workplaces lists published in September 2016 through August 2017.