With Australia roughly in the middle of the immediate societal health issues of a once in a lifetime pandemic, changes within a business is happening and can’t be avoided, according to Incoming The Real Media Collective (TRMC) general manager of IR, policy and governance Charles Watson.

In a webinar by the Collective, Watson talked through the stand down process, the key areas to consider at this time and the next potential steps to prepare for.

“I’m sure there has been a big impact on your business and that’s unavoidable. We are also dealing with economic issues, and the overall situation is changing rapidly,” he said.

“Given the point we’re at now, your efforts will likely be taken with business continuity solutions and moving forward, with them. There’s no precedence with what we’re all dealing with at the moment.

“That being said, it’s perfectly normal for us to be anxious for our families and our communities, as well as our businesses and our co-workers.”

Watson said by now, business owners would have considered every aspect of their business and the current situation, along with the impact and have made the well-being of co-workers the top priority.

“Issues ranging from clients’ inventory, supply chain, cash flow, or supply and distribution all have been on your minds over the last few weeks and will remain at the forefront for some time. You would have got your heads around the Federal and State and territory Government stimulus proposals and how they might assist your business,” he said.

“You would have likely spoken with your lawyer, accountant, bank, landlord, family and other advisors and have probably made some strong decisions and have carried them out or they’re currently being undertaken at a considered pace and with kindness and empathy.”

Regardless of the business size, Watson mentioned that a business owner should now adopt a very agile mindset as business plans may need to change quickly.

“New information is coming out regularly that may or may not affect you, your business and your employees. So whether your business is large or small, your communications strategy with all stakeholders, particularly your employees, is important,” Watson stated.

“Be careful and be regular with your messaging as we are dealing with a purely economic issue based around a public crisis and your people need you to provide them with appropriate information at the appropriate time.”

Watson advised that business owners step up and be collaborative in public health directives.

“For the safety of your employees, it’s on your business and you as an employer to raise the issues of good hygiene and do it regularly – particularly in situations where your staff can’t work from home,” he said.

Additionally, he told business owners to be prepared on how to respond to workplace disputes that may arise on a coronavirus-related issue and how they might handle that.

“Your WHS (workplace health safely) offices and committees are probably stretched in all directions at the moment and to the maximum. Many of your co-workers and employees will, by now, be anxious to varying degrees. It’s on you, the employer, to implement ways of dealing with or mitigating that anxiety,” Watson said.

By now, according to Watson, a business owner should have planned for a reaction if a co-worker contracts coronavirus. Their response needs to be executed quickly but also with respect, with care, and confidentiality.

“It may involve a workplace disinfection plan or calling employees that have been in close contact with the infected employee to go and get tested and remain in isolation till their results are returned,” he said.

“There’s no one size fits all approach and each situation needs to be dealt with individually.”

Watson also spoke about businesses that have had to consider agreements with their employees over employment terms such as reducing hours for a period of time or taking annual leave and putting all those amended terms in writing and have employees sign off on them.

“Those written agreements will give employees some assurance and evidence what was agreed to between yourselves and employees,” he said.

In addition, he addressed situations where businesses may have requested for staff to stand down or made redundancies.

“You may also have had to stand down permanent employees for a period of time if that is permissible in the circumstances. Standing down an employee is not a straight forward process and some employers have jumped on that option with little consideration or basis,” he said.

“The Fair Work Ombudsman has advised that when the dust settles, it will come after people who have inappropriately used such previsions. So, use some caution and care if you are seeking to utilise Section 524 of the Fair Work Act, which does entitle, under certain circumstances, an employer to stand down an employee with no pay.

“However, during that time, if you do choose to stand down an employee, they will continue to accrue leave.”

As for those impacted with redundancies, he said businesses need to carry them out according to the relevant award terms, company policies, contractual terms and legislative provisions.

“You may have already spoken with your workers compensation insurer in respect to a possible adjustment to your remuneration calculation if you have made employees’ positions redundant. Also, speak with your insurer if you need to set up a payment plan to pay your premium,” Watson said. 

“Your CFOs also should be all over the Government stimulus proposals such as the JobKeeper wage subsidy programme, and what they mean for your business.

“If you’ve undertaken all of these things, then it’s time to start planning what comes next. Given what you’ve gone through in such a short space of time, that should also include looking after your own health and well-being.” 

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