The crazy COVID days continue. It feels like a rollercoaster, with some sudden drops that take our breath away, unanticipated twists and turns, and a general feeling of nausea as we wonder when this ride will end. While the brief respite during the flattened curve in the summer was helpful, watching case numbers rise and seeing a return of restrictions is difficult. So it’s not a surprise that health safety fears and mental health issues are becoming more prevalent. 

Unfortunately, hunkering down and hoping things will settle down on their own isn’t realistic – especially when you are responsible for delivering essential services. Local governments don’t have the option of just shutting down operations, and their employees are expected to show up for work and meet the needs of their community. The problem is those same employees are likely experiencing personal challenges – like kids or elderly family members who are cooped up or having to stay home more often, scary notices about COVID cases in schools, illness and fears about catching and spreading COVID-19, and the mental health impacts of dealing with a crisis that has been going on for months without a break. 

The result is that local governments are facing the need to support employees, apply new workplace safety requirements and ensure that business operations continue without interruption. Fortunately, there is a lot of support and advice from experts to help navigate and apply viable solutions. In the winter 2021 edition of Exchange, experts in mental health and wellness and human resource management professionals share insights into how the prolonged pandemic is affecting employees, along with tips and resources for employers. They also highlight both the risks of not meeting employee mental health needs, as well as the benefits in the long-term, including more robust mental health support programs. 

The impact of increased health safety concerns while requiring employees to come to work and maintain services is discussed further in Business Continuity and COVID-19: Balancing Employee and Organizational Needs. In particular, the pandemic has highlighted that while there is a difference between actual safety and the perception of safety, health safety concerns are affecting employees and need to be addressed. This involves more extensive communication to provide staff with details about the measures in place to prevent the spread of COVID, including regular updates as new information and requirements are put in place. As well, instead of just the legal requirements for duty to accommodate measures, there is a growing recognition that good management practice means we may need to be more flexible in how special accommodations are applied on a short-term basis.

With the continued pressure on local governments and their employees, it seems that we need to build on the advice from Dr. Bonnie Henry to “be kind, be calm and be safe” to include “be flexible, be patient and be accommodating” whenever possible. The pandemic will end, and the overall culture and health of organizations will largely be based on the work done now to support employees. Fortunately, there is a lot of great advice on how to take the right steps today to provide for effective business continuity and a more secure future.