Cetera Financial Network also has endorsed a hybrid working arrangement. Jeannie Finkle, chief human resource officer, explained that the company is in sort of a unique position in that it has grown through acquisitions over the years, which has left it with an organically grown footprint, rather than one designed by the company. And as a result, she said the company had been thinking about its real estate strategy before the pandemic.
“But never did we imagine that we would get this full new possible solution set to work with, which is we actually [proved] that we can work outside the office,” she said, adding that such an option would not have occurred to them two years ago. “And so that actually prompted a whole new train of thought around ‘can we actually pivot the organization, leverage this not just in the moment but for a more long-term sustainable multi-year transition,’” she said, noting that the firm is going through blueprint exercises and working through the many challenges.
Employees, Finkle said, are strongly encouraged to get the vaccine, but if they have not gotten it to date and are required to come into the office, they must wear a mask. The intention, she said, is not to have mask hazing. “We want people to feel safe and know that we are looking after one another and one another’s family,” she said.
She said there are pockets of employees that for whatever reasons have chosen not to take the vaccine. “And if you don’t wish to wear a mask, that’s your choice, then you can’t come in,” she said.
The panelists agreed that communicating with employees, keeping them engaged, being transparent and providing the tools they needed were key to working through the crisis. And there were many lessons learned.
Brouhard posited that elements of life and work will probably change forever, and some things might revert, but only time will tell. But she said it has been important to keep the finger on the pulse of associates’ sentiment. “It’s been critical for building trust,” she said, noting that they had various listening posts, including surveys, throughout the crisis.
With people going back in the office, Brouhard said one of the interesting things is losing the flexibility that became the norm during the pandemic. “You could very well have meetings at 8 a.m. and 5 p.m., and now you are having to commute and all of a sudden you are talking about a 12-hour day. It’s just not sustainable,” she said. “So, the behaviors need to start to readjust to whatever the newer norms are going to be,” she said.
She added that new kinds of benefits—such as home equipment, caregiving or partnering with new vendors—also became important during the crisis. Fidelity and many other companies, she said, have been responsive in offsetting those costs. “I think that is really appreciated at this time and important for building trust, showing that we care and being responsive to people’s needs,” she said.