►
Description
State capitols are not only “the people’s house,” they are vibrant, busy workplaces for legislators and staff. But in the age of COVID-19, physically working under the dome can require operating under often-evolving guidance, protocols, or rules. Sean Sullivan, chief human resources officer for the Society for Human Resource Management (SHRM), gives guidance and shares insights about what human resources professionals and legislative decision-makers need to know to successfully help employees, public officials and others return, or continue to operate in, their workplaces.
A
A
I
appreciate
you
doing
that
so,
let's
started
with
our
speaker
today
we
are
thrilled
to
once
again
be
partnering
with
the
society
for
human
resource
management
or
sherm.
Those
of
you
who've,
come
to
our
hr
seminar
in
the
past
know
how
much
we
value
our
connection
to
sherm
and
the
expertise
that
they've
shared
over
the
years
and
today
will
be
no
exception.
I'm
going
to
turn
it
over
to
selena
for
a
speaker,
introduction.
B
Hello:
okay,
sean
sullivan,
is
the
chief
human
resources
officer
at
the
society
for
human
resource
management.
Sean
serves
as
the
human
race
chief
human
resources
officer
and
is
responsible
for
providing
human
resources,
leadership,
vision
and
service
delivery
for
shrimp,
the
world's
largest
hr
professional
society.
Sean
has
over
25
years
of
experience
in
human
resources,
strategy
and
operations.
B
C
A
A
A
B
C
C
Yeah
so
that
picture
of
me,
I
can't
tell
you
the
last
time
I
tied
a
tie.
So
that's
feels
like
a
bygone
era
for
sure.
So
it's
a
pleasure
to
be
here
and
and
truly
an
honor
to
be
working
with
you
this
afternoon
and
appreciate
all
that
you
do
on
behalf
of
the
various
states
that
you
represent
and
the
service
that
you
and
your
teams
provide
for
each
of
those
state
legislatures.
C
There
are
some
things
that
I
can
share
with
you
in
terms
of
what
our
experience
has
been
at
sherm,
because
we
returned
to
the
workplace
at
the
beginning
of
june,
and
we
did
that
in
a
phased
approach.
So
I
have
some
lessons
learned.
A
number
of
you
are
already
back
in
the
office
or
you've
you're
working
in
a
hybrid
way,
and
so
there
may
be
stories
that
we
can
commiserate
on
as
well.
C
C
So
we
know
that
for
hr
professionals,
this
has
been
a
really
challenging
time,
but
also
a
very
gratifying
time
in
terms
of
being
able
to
step
in
and
take
on
a
role
in
terms
of
the
overall
operation
and
planning
for
organizations
that,
in
many
cases,
there's
been
a
vacuum
there.
In
terms
of
how
organizations
respond
to
this
very
unique
point
in
time,
because
this
is
the
intersection
of
people
and
their
workplace
and
workplace
policies,
and
I
think
no
one
has
been
better
prepared
to
be
able
to
step
into
that
than
hr
professionals.
C
So
you
see
where
68
of
hr
professionals
report
that
their
leaders
have
relied
on
them
significantly.
Since
the
pandemic
began,
and
four
in
five
hr
professionals
also
report
that
their
work
has
been
especially
crucial
during
this
this
period
of
time,
it's
not
only
been
in
the
communications,
but
it's
also
been
in
the
strategy
and
policy
formulation,
and
if
we
go
to
the.
C
Natalie,
so
45
of
organizations
have
not
announced
a
return
to
a
worksite
date.
This
was
taken
a
little
bit
earlier
so
towards
the
beginning
of
july.
Some
have
progressed
beyond
that,
but
it
does.
This
number
does
represent
the
significant
flux
that
on
businesses
and
public
institutions
are
in
in
terms
of
dealing
with
the
unknown
and
trying
to
map
out
future
state
both
for
their
customers,
their
constituents
and
their
employees
as
well.
C
For
those
organizations
that
have
identified
a
return
date,
there's
a
whole
range
of
strategies
for
returning
to
the
workplace,
and
we
see
that
reflected
even
in
what
you
provided
within
the
poll
today.
So
I
think,
that's
fairly
consistent
39
will
implement
a
phased
strategy
similar
to
what
we
did
here
at
sherm,
and
so
you
have
everything
from
that
all
the
way
to
allowing
employees
in
10
of
organizations
allowing
employees
to
select
what
will
work
best
for
them,
and
we
realize
that
most
organizations
are
somewhere
in
between
so
natalie.
C
We've
seen
a
whole
range
of
interest
in
terms
of
what
our
organization's
doing.
We
have
our
knowledge
center
here
at
sherm
and
that
is
kind
of
our
frontline
advisory
to
all
of
our
members
and
to
different
constituent
businesses
on
those
knowledge
centers,
where
we
typically
have
maybe
10
000
calls
in
a
day
that
surged
almost
50
000
calls
in
a
day
in
terms
of
the
need
for
information.
C
86
percent
of
organizations
are
requiring
the
use
of
personal
protective
equipment,
the
ppe
in
the
workplace
and
many
of
those
organizations
are
paying
for
it.
A
lot
of
this
reflects
frontline
organizations,
whether
it's
in
healthcare
or
certain
aspects
of
food
preparation
on
where
there
is
some
expectation
that
these
kinds
of
things
are
are
provided
for.
I
think,
as
we
see
more
office,
workers
come
back
into
the
workplace,
the
number
of
or
the
amount
of
organizations
investing
in
ppe
may
drop
off.
C
When
you
start
getting
to
just
the
more
singular
focus
on
the
mask
here
at
sherm,
we
do
provide
masks
for
people
who
forget
them,
but
frankly,
we
have
found
that
most
people
are
coming
in
the
door
with
masks
that
they're
comfortable
with,
as
opposed
to
using
a
standard
issue
kind
of
mask
and
as
long
as
it
is
covering
nose
and
and
mouth
and
is
securely
on,
then
we
we
have
no
issue
with
people
attending
to
their
personal
needs.
In
this
regard,.
A
C
C
The
third
bar
down
are
requiring
the
use
of
ppe
and
then
the
last
one
is
73
percent
are
requiring
on-site
medical
screening
or
temperature
screening
on
at
sherm.
We've
chosen
not
to
do
the
temperature
screening,
because
we
felt
that
issues
that
would
cause
because
of
how
people
come
into
our
workplace.
C
We
would
be
creating
cues
or
lines
in
areas
where
it
would
be
hard
to
honor
the
social
distancing,
and
we
really
were
not
comfortable
with
having
a
staff
member
having
to
be
responsible
for
the
actual
scanning.
Different
organizations
arrive
at
very
different
places
in
terms
of
how
they
approach
this.
You
may
be
in
a
situation
for
some
of
you
where
the
public
access
to
the
buildings
in
which
your
staff
are
working.
C
If
that
public
access
is
still
generally
on,
there
may
be
a
very
compelling
need
because
you
can't
quite
control
who's
coming
in
it.
You
know
it
may
very
well
make
sense
to
do
the
temperature
scan,
so
you
have
some
method
of
control
some.
You
know
some
kind
of
protection
there
and,
if
you're
doing
that
for
the
general
public,
then
you
would
you
know
it
would
make
sense
to
extend
it
for
your
employees.
C
C
You
see
it
in
terms
of
how
organizations
are
addressing
the
number
number
of
people
on
site
on
some
of
that,
for
instance,
75
percent
are
staggering
start
and
stop
times
on
for
us
at
charm.
This
wasn't
really
significant
because
we
already
have
a
pretty
graduated
start
and
stop
time.
It's
not
like
everyone
has
to
be
here
at
nine
o'clock
in
the
morning
to
start
the
day.
So
we
have
many
people
who
arrive
earlier.
C
Where
do
you
have
the
time
and
energy
to
spend
on
some
of
these
things,
so
while
some
of
them
makes
would
seem
to
make
sense
to
mandate,
I
would
just
encourage
you
to
say:
can
you
get
95
of
the
way
there?
If
you
say
we,
you
know
we
are
requiring
or
we're
strongly
recommending
versus
mandating,
because
once
you
mandate
you've
got
to
police
that
whatever
that
thing
may
be,
so
I
just
caution
you
on
how
you
present
and
roll
out
some
of
these
different
workplace
requirements
on
a
lot
of
organizations
are
looking
at.
C
C
C
Well,
that
also
kind
of
comes
into
conflict
with
fire
safety
regulations,
and
you
know
many
many
local
ordinances
will
prevent
you
from
propping
open
doors
because
you're
entering
into
fire
hazard
kinds
of
issues.
So
sometimes
you
know,
we
might
think
what
an
obvious
solution
could
be,
and
you
just
have
to
make
sure
it's
in
sync
with
other
kinds
of
requirements
that
are
already
in
your
workplace
natalie.
If
we
could
go
to
the
next
slide.
C
On
so
60
percent,
68
of
organizations
are
reporting
that
they
will
adopt,
or
mo
will
most
likely,
adopt
broader
or
more
flexible
work
from
home.
Policies
on
this
has
worked
especially
well
for
large
organizations
and
large
organizations
that
tend
to
be
in
the
professional
or
professional
services
spaces
large
consultancies
knowledge,
industry
organizations.
C
We
all
know,
there's
many
businesses
that
can't
afford
to
do
that.
You
all
are
in
constituency
facing
kinds
of
businesses
and
fully
recognize
that,
while
there
may
be
times
where
you
can
have
a
hybrid
approach
or
have
people
work
from
home
at
the
end
of
the
day,
there's
there's
a
need
for
access
to
your
organization.
C
So
the
need
for
you
to
be
prepared
to
have
people
on
site
fully
appreciate
is
is
absolutely
paramount
on
and
if
we
go
to
the
next
slide,
those
are
that's
some
of
the
landscape
of
what
we
have
found
and
all
of
that
has
been
through
sherm
research.
I'm
we've
got
that
available
happy
to
make
it
available
to
people
on.
C
In
that
context,
what
we
have
found,
both
for
what
we've
done
and
as
we've
talked
to
different
businesses,
is
that
the
clear
communication
between
management
and
employees
is
absolutely
paramount,
so
whatever
you're
doing
in
policy,
whatever
you're
doing
in
workplace
safety,
however
you're
bringing
people
back
into
the
workplace
on
whatever
the
need
to
have
a
very
well
thought
out
communications
plan
and
be
able
to
execute
to.
It
is
absolutely
critical
to
being
able
to
do
this
effectively,
and
we
have
found
that
it
means
repeating
messages.
C
Even
when
you
think
you
keep
repeating
the
same
information,
people
get
it
in
different
ways.
We
use
slack,
we
use
email
on,
we
use,
you
know,
company
broadcasts
or
webcasts,
and
we
have
found
repeating
the
same
message
through
each
of
those
channels
is
absolutely
necessary
for
people
really
absorbing
what
we're
trying
to
to
do,
and
even
when
we
thought
we
communicated
enough,
we
always
get
feedback.
That
more
is
better
and
I'm
sure
that's
a
lesson.
Many
of
you
have
learned
over
and
over
on.
C
76
percent
reported
that
they
have
implemented
some
kind
of
measures
for
high-risk
employees.
69
percent
are
also
extending
or
thinking
of
on
adding
additional
safety
measures
to
employees
living
with
a
higher
risk.
Individual
and
60
percent
that
last
pie
chart
are
taking
into
account
employees
living
with
a
frontline
worker
such
as
healthcare,
first
responder,
and
what
that
means
for
increased
possibility
of
exposure
on
and
then
among
organizations
implementing
phased
return
to
work
strategies
on
the
phasing
has
been
based
on
department
functions
that
are
most
common,
so
you
try
to
see.
C
Many
organizations
have
really
endeavored
to
bring
back
people
with
the
lowest
health
risk.
First
and
26
have
started
by
bringing
leadership
back
into
the
office.
First,
we
took
the
approach
of
really
trying
to
understand
where
our
employees
were
at
based
on
discussions
with
managers
and
in
that
process.
Employees.
C
As
we
know
many
of
those
options,
just
weren't
available
schools
were
closed
summer
camps
were
not
opening
if
they
were
opening.
It
was
for
a
very
limited
number
of
people
at
a
time,
and
so
each
of
those
options
requires,
I
think,
some
working
with
employees
and
meeting
them
in
terms
of
where
they're
at
natalie.
If
we
go
to
the
next
slide,.
C
C
Some
are
most
are
setting
limits
on
the
number
of
employees
in
common
areas,
steps
that
we
took
were
limiting
conference
rooms
and
not
allowing
more
than
what
could
safely
social
distance
in
that
conference
room
and
for
many,
our
of
our
conference
rooms
that
meant
having
two
or
three
people
in
a
conference
room
not
more
than
that,
and
in
many
cases
we
also
or
I'm
sorry.
Overall
sherm
has
not
allowed
visitors
into
our
workspace,
we're
trying
to
make
the
works,
workspace,
safe
and
productive
for
sherm
employees.
C
C
C
C
We
have
said
on
a
number
of
policies
and
practices
we're
putting
those
into
a
temporary.
You
know
many
of
our
practices,
we're
adapting
on
the
fly
on
and
we're
trying
to
be
clear
about
those.
But
people
who
point
to
practices
that
been
in
place,
we've
just
had
to
say,
look
we're
in
a
different
time
we're
adapting
and
we're
requesting
that
you
you
do
as
well
natalie.
If
we
go
to
the
next
slide,
it
might
be.
C
I
recognize
we're
we're
cl
we're
up
on
time,
so
I
want
to
be
respectful
on
that
and
finish
probably
on
on
these
points
here,
which
is
you're.
Bringing
people
in
people
are
very
conscious
of
their
of
what
the
environment
is
anything
that
you
can
do
to
highlight
the
positives
to
encourage
appropriate
celebrations,
recognizing
the
good
that's
going
on.
If
you
celebrate
service
anniversaries
find
a
safe
way
to
do
that.
Other
awards
keep
those
going.
They
contribute
to
a
positive
work.
C
Culture
keep
on
track
with
performance
goals,
help
people
stay
future
oriented
in
terms
of
the
work
that
they're
doing
and
really
keep
working
through
and
modifying
your
policies
and
procedures
and
be
clear
in
communicating
those
to
people
and
then
finally,
on
mental
health
resources,
people
will
come
into
the
workplace.
We
often
have
no
idea
all
the
things
that
have
happened
to
them
along
the
way
family
that
they're
concerned
about
friends
and
loved
ones
that
they,
you
know,
may
be
worried
about.
C
C
Through
your
benefits,
please
highlight
and
communicate
those
and
help
people
understand
how
to
access
those
family
stress
is
at
an
all-time
high.
If
we
go
to
the
next
slide,
natalie
on
you
know,
we've
got
two
and
five
employees
already
feeling
burned
out
they're
coming
back
into
our
place,
where
they
may
have
some
anxiety
of
being
being
there.
One
in
five
employees
has
believes
that
covet
19
has
threatened
some
parts
of
their
jobs
to
a
very
great
extent.
C
37
percent
of
employees
haven't
done
anything
to
cope
with
the
depression-related
symptoms
they're
experiencing
it
just
highlights
the
very
sensitive
kind
of
workforce
that
you're
working
with.
I
know
you
all
know
that
anything
that
you
can
do
to
plug
people
into
wellness
and
mental
healthcare
resources
is
well
worth
the
investment.
C
Finally,
if
we
go
to
the
last
slide
natalie
we
have
a
number
of
resources
available
for
you
through
sherm,
please,
you
know,
we've
got
covet
information,
we
have
information
on
the
emergency
family
and
medical
leave
act
as
it
may
apply
to
you
and
a
number
of
other
resources.
We
encourage
you
to
take
advantage
of
those
on.
I
really
appreciate
the
time
to
walk
you
through
some
of
this
information
and
some
of
the
story.
Some
of
our
story
of
getting
our
workforce
back
into
the
office.
A
John,
thank
you
so
much
for
that
and
for
rolling
with
the
punches
on
the
slide
deck
and
we
all
learn
new
zoom
tips
and
tricks
every
day.
I
think
I
know
I
do
wanted
to
make
sure
that
all
the
attendees
know
that
we'll
be
sure
to
share
the
slide
deck
with
attendees.
After
our
day.
Our
time
together
is
over
and
on
also
an
important
announcement
that
I
failed
to
make
the
beginning,
which
is
that
we
recorded
this
session.
We
had
several
of
your
hr.
A
Colleagues
in
other
states
say
they
wish
they
could
attend
today,
but
couldn't
so
we
will
be
stopping
the
recording
once
we
get
to
the
breakout
portion
of
today,
but
for
now
we
recorded
this
session
thanks
again
to
sherm,
for
letting
us
do
that
and
really
want
to
turn
this
time
over
to
you
and
let
you
ask
sean
questions.
We
encourage
you
to
drop
them
in
the
chat
if
you
have
them
or
just
unmute
yourself
and
ask
away.
B
C
Absolutely
it
is
a
very
difficult
situation
and
what
we've
the
approach
that
we've
taken
and
we
believe
we
have
the
flexibility
to
to
do.
This-
is
one
to
funnel
all
those
requests
through
our
hr
team,
our
benefits
team.
Our
benefits
team
is
used
to
working
with
all
of
the
different
leave
conditions,
and
so
we
try
to
sort
through
with
employees
what
the
nature
of
the
dependent
care
issue
in
some
cases
we're
able
to
point
them
to
alternative
dependent
care
options
that
they
might
not
have
had
on
their
radar
screen.
C
C
Generally,
you
can
probably
work
with
that,
or
is
it
the
case
that
they
really
do
need
some
kind
of
provision
under
the
emergency
family,
medical
leave
act
for
the
care
of
a
dependent
child,
in
which
case
can
they
work
part-time
on
you
know:
do
they
you
know?
Are
they
able
to
find
coverage
for
20
hours,
but
they
just
need
to
reduce
for
a
period
of
time
to
20
hours.
A
Please
ask
away
if
you
have
any
questions
I
know
I
know.
While
we
wait
for
folks
to
maybe
think
about
something
sean
I
know
we
had
touched
on
the
issue
of
contact
tracing
and
the
role
of
hr
in
that
with
respect
to
that
issue,
is
there
any
more
you
could
say
about
that
or
how
sure
I'm
approaching
that.
C
C
C
We
also
learn
that
you
know
wherever
the
person
is
resident,
who
maybe
either
symptomatic
or
has
tested
positive.
That's
where
that
county
will
actually
kick
off
the
contract
tracing
so
in
hr.
We're
not
trying
to
do
that
wholesale,
that's
beyond
our
remit,
but
we
are
trying
to
do
it
within
the
workplace.
So
we
know
on
which
employees
to
advise
and
how
to
respond
to
any
situation,
whether
it
affects
a
whole
floor,
a
whole
team
or
if
it's
been
a
very
isolated
situation,.
A
Thanks
sean,
I
see
two
more
questions
in
the
chat.
I
think
we'll
we'll
get
through
those
your
throw
your
those
your
way
and
then
follow
up
with
people.
After,
as
I
know
you
have
other
things
to
move
on
to
one
of
them
is
about.
You
know
now
that
telework
has
been
allowed
and
prevalent.
How?
What
are
your
tips
on
on
transitioning
employees
back
to
a
physical
work
site
without
minimal
pushback.
C
C
C
The
telework
has
always
been
considered
a
temporary
arrangement
for
most
of
your
workforce,
and
I
would
just
reiterate
that
and
that,
because
you've
learned
enough
about
the
virus
and
you're,
you
know
paying
attention
to
what
the
cdc
and
state
local
public
health
agencies
are
saying:
you're,
confident
in
the
safe
and
productive
workplace.
You
can
provide.
C
Yeah,
so
this
is
a
really
delicate
area
that
I
think
each
organization
has
to
be
especially
sensitive
to
one
make
sure
you're.
Not
presuming
that
you
think
someone
is
in
the
high
risk
category,
and
so
I
think
you
have
to
go
back
and
verify
either
what
assumptions
are
going
on.
I'd
be
very,
very
careful
about
the
age
issue,
especially
because
the
eeoc
has
said
that
very
clearly
they're
watching
as
to
how
more
senior
people
are
treated
in
the
workplace
to
make
sure
that
they're
not
being
treated
differently
than
other
people.
C
A
Thank
you
sean
and
we
have
a
couple
more
questions
and
I,
when
we
break
to
allow
you
guys
some
time
to
chat
with
each
other
I'll
make
sure
our
team
talks
with
sean
about
some
responses
there.
In
the
meantime,
I
don't
know
if
everyone
wants
to
unmute
and
clap,
but
please
join
me
in
thanking
sean
for
his
remarks
today.
B
A
What's
happening,
what
are
you
planning?
What
are
you
thinking
about
either
with
such
special
session
or
or
you
know,
session
in
2021?
I
can't
believe
I'm
saying
that
impending
I'm
going
to
spend
a
minute
putting
you
guys
into
groups
lots
of
people
with
black
screens.
So
just
as
a
heads
up,
I
know
some
of
you
have
joined
by
phone
if
you
are
able
or
in
a
position
where
you
can
show
your
face,
I
know
that's
always
fun
for
everybody
to
kind
of
see.
A
Of
sean's
remarks,
so
maybe
you
saw
me
shaking
my
head
and
wagging
my
my
finger
at
him,
so
bear
with
me,
as
I
organize
you
all,
and
to
break
up
some
breakout
groups
and
we'll
give
you
about
seven
minutes
or
so
it's
2
45.
Now
I
wanted
to
be
able
to
do
a
little
bit
of
report
back,
so
people
can
can
hear
from
each
other,
so
almost
ready
to
go
I'll.
Give
you
a
warning
too,
when
you're
in
your
breakout
rooms,
I'm
sending
you
off
now.