A reader writes:
I handle a workforce of 9, and we’ve given individuals the selection of whether or not to return to the workplace or not. My workforce has cut up fairly evenly, with about half deciding to return and half staying at house. That is high quality with me!
The issue is that the staff who’ve chosen to remain at house appear resentful of the issues we’re doing to ease the return to the workplace for the others. For instance, on the primary day individuals have been again we threw a catered lunch to welcome everybody, and later that week we employed an ice cream truck to come back and provides out free ice cream. When my workers who’re staying distant heard about it, they requested if we might cowl lunch and treats for them too (two of them recommended we ship them reward playing cards to a restaurant supply service). We’re not doing that, as a result of the entire level of those perks is to make the transition again to the workplace simpler for individuals and to allow them to know we admire them coming again.
Our CEO has additionally been speaking about giving everybody who’s coming again a small stipend to purchase new enterprise garments as a result of we all know nobody was sporting them this previous 12 months, and when my distant employees heard about it, one in all them was furious about how “unfair” it was.
I can’t see something unfair about incentivizing individuals to return to the workplace, and never providing these incentives to individuals who don’t come again. However am I being unreasonable?
You may learn my reply to this letter at New York Journal in the present day — together with questions on masking for coworkers who’ve stayed distant, not having assigned desks, discovering jobs that aren’t distant, and extra. Head over there to learn it.