The COVID-19 pandemic has sent shockwaves through every facet of American life, creating fear,
anxiety, and apprehension among the populace and, apart from obvious health and safety issues that
are at the forefront of the crisis, its economic impact is no less significant.
Many employers have had little choice but to either close their businesses completely or furlough a
large portion of their workforce but, as medical experts keep assuring the nation, “we will get through
this together” and yes, eventually we will. In the meantime, employers and their employees alike must
play the “waiting game” as the country slowly emerges from the pandemic crisis.
Employers confronted by financial and operational difficulties must not overlook their struggling
employees because failing to do so could compound their problems once normal life returns. How
employers treat them during the crisis and in its aftermath may have major implications for a company’s
future success or failure.
Many furloughed employees are dealing with wide emotional swings unlike any they have ever
experienced before. Employers who provide the most support during this difficult time stand to gain or
renew employee loyalty and a strengthened commitment to the company. Those who do not may lose
employees who believe they were poorly or unfairly treated. Developing an awareness of the problems
many of them are currently facing will help employers achieve a positive outcome when business
activities resume. (See below)
Fear/Anxiety– Idle employees have plenty of time on their hands to speculate and obsess about
their situations that may create fear and anxiety. Fear is caused by perceived threat or danger,
which initially causes physiological changes that result in behavioral changes. Anxiety creates
excessive tension and worry that increases blood pressure and may cause debilitating emotional
issues to develop.
Paranoia– An irrational and persistent fear.
Speculation– This is the forming of a theory or conjecture without firm evidence which, if left
unchecked, may produce exaggerated or skewed viewpoints that can trigger angry outbursts.

June 7, 2013 Vol #1 Issue # 1
HAMOND GROUP

To promote a positive and encouraging relationship with their employees both during and after the
pandemic, employers should be aware of the following:
 Communication- Inform your employees of significant company news that they should know or
will affect them directly, such as operational changes, modifications in work routines or
schedules…etc.
Sincerity-Employees will appreciate being told the truth, no matter the message.
Empathy-Employers should try to put themselves in the place of their employees. Have
patience and be understanding, remembering that they have never experienced
anything like COVID-19. Be lenient and flexible when employees make requests that
under normal circumstances might be denied.

Assurance-Provide employees with as much positivity as possible. Phrases such as
“when we get back in action”, “just like it used to be” and “things will return to work
soon” will be helpful for improving employee attitude and morale. Let them know that
their feelings of depression and frustration are caused by their lack of activity but will
disappear when they resume their usual routines.
Employers have an opportunity to lay the groundwork for a smooth transition when business
activities resume by fostering a positive and supportive relationship with their employees now.
They will appreciate (and remember) employers who are thoughtful and compassionate by
returning to work with a renewed sense of purpose and determination to help their companies
succeed.

Please direct any questions or concerns to:
The Safety Division at Hamond Safety Management
Anthony Vacchio, avacchio@hamondgroup.com 516-762-4224