Designate a workplace coordinator to be responsible for COVID-19 issues and their impact.
Implement flexible sick leave and supportive policies and practices.
Review human resources policies to ensure policies and practices are consistent with public health recommendations and existing state and federal workplace laws. Ensure sick leave policies are flexible and employees are aware of and understand these policies.
Paid leave under the Healthy Families and Workplaces Act through Dec, 31, 2020.
Maintain flexible policies that permit employees to stay home to care for a sick family member or for children because of school and child care closures.
Draft “emergency sick leave” policies if you currently do not offer sick leave to some or all employees.
Do not require a COVID-19 test result or a health care provider’s note for employees to qualify for sick leave or to return to work.
Connect employees to employee assistance programs and community resources as needed.
Avoid incentive programs that encourage sick employees to come to work.
Communicate supportive workplace policies clearly, frequently, and via multiple methods.
Communicate with non-English speakers in their preferred languages.
Place signs about policies in languages workers can understand.
Train workers on how new policies to reduce the spread of COVID-19 may affect existing health and safety practices.
Communicate changes in policy and practice to contractors and onsite visitors. Ensure that they have the information and capability to comply with those policies.
Share policies with employees through multiple methods. Use email, text, signs, and verbal communication in meetings.
Tell employees when there are changes to policies. If there are no changes, remind employees of policies monthly.
Create and test communication systems that employees can use to self-report if they are sick and that you can use to notify employees of exposures and closures.
Consider using a hotline or other method for employees to voice concerns anonymously.
Assess essential functions and the reliance others have on your services or products.
Be prepared to change your business practices if needed to maintain critical operations. (For example, identify alternative suppliers, prioritize existing customers, stagger shifts, or temporarily suspend/reduce some of your operations.)
Identify alternate supply chains for critical goods and services.
If other companies provide your business with contract or temporary employees, talk with those staffing companies and the contract or temporary staff about the importance of sick employees staying home. Encourage those staffing companies to develop adequate leave policies.
When resuming onsite business operations, identify and prioritize job functions for continuous operations. Minimize the number of workers present at worksites by resuming business operations in phases, balancing the need to protect workers with support for continuing operations.
Share best practices with other businesses in your communities (especially those in your supply chain), chambers of commerce, and associations to improve community response efforts.
Determine how you will operate if absenteeism increases.
Have plans in place to continue essential functions if you experience higher than usual absenteeism.
Cross-train employees to perform essential functions so the workplace can operate if key employees are absent.
Establish policies and practices for social distancing among employees. Here are some ideas:
Implement flexible worksites (for example, remote work).
Implement flexible work hours.
Phase or stagger work shifts and breaks to reduce the number of employees in one place at the same time.
Increase physical space between onsite employees by rearranging work stations, placing distance markers, installing partitions, discouraging the use of shared spaces, etc.
Implement flexible meeting and travel options; for example, postpone meetings and events or use teleconferencing.
Close or limit access to common areas where employees can mingle.
Discourage handshaking. Encourage employees to greet each other without contact (for example, smile and wave).
Downsize operations to reduce the number of employees at the workplace at the same time.
Establish policies and practices for social distancing between employees and customers. Here are some ideas:
Offer drive-through service, click-and-collect online shopping, shop-by-phone, curbside pickup, or delivery options.
Rearrange customer flow.
Place distance markers.
Limit the number of customers.
Use touchless payment options.
Move the electronic payment terminal/credit card reader farther away from the cashier.
Shift primary stocking activities to off-peak or after hours to reduce contact with customers.
Deliver services remotely (for example, by phone, video, or web).
Provide local managers with the authority to take appropriate actions based on local conditions.
Consider sequestering healthy essential workers in separate housing to keep them from being exposed in the community.
Employees eligible to sequester must not be symptomatic or have recent exposure to a person with COVID-19 within the last 14 days.
Before sequestration, interview eligible employees to rule out potential exposures, and screen them to rule out COVID-19 symptoms or recent COVID-19 exposure.
During sequestration, re-screen sequestered employees daily for fever and other COVID-19 symptoms and potential exposures.
Request detailed sequestration guidelines from CDPHE.
Help employees who use shared transportation get to work.
Offer reimbursement for parking or single-occupancy rideshares.
Allow employees to change their hours so they can commute during less busy times.
Ask employees to clean their hands as soon as possible after their trip.
Discourage carpooling among employees from different households as much as possible.
Remind employees to wear face coverings when using shared transportation.
Provide accommodations for employees at higher risk for serious illness.
Employees at higher risk for serious illness should stay at home as much as possible.
Prioritize teleworking for higher-risk employees as they cannot be compelled to go to work at this time.
Limit travel and advise employees who must travel to take additional precautions.
Minimize non-essential travel.
Advise employees to check themselves for symptoms of COVID-19 before starting travel. If they are sick they should notify their supervisor and stay home.
Ensure employees who become sick while traveling or on temporary assignment understand that they should notify their supervisor and promptly call a health care provider for advice if needed.
Minimize risk to employees when planning meetings and gatherings.
Use videoconferencing or teleconferencing for work-related meetings and gatherings.
When videoconferencing or teleconferencing is not possible, hold meetings in open, well-ventilated spaces. Stay at least 6 feet apart and wear face coverings.
Cancel, adjust, or postpone large gatherings that can only occur in-person. Follow state and local regulations and guidance.