Navigating COVID-19 Containment Together

These are challenging times for businesses across the globe. The good news is companies are getting creative by taking an agile approach to meeting their strategic goals while caring for the people who help them get work done.

We’ve built an evolving repository of FAQs and insights – ranging from industry trends, mobility planning, and supply chain strategies, to business continuity as it relates to recruitment and talent market opportunities – all designed to help your company overcome this worldwide emergency.

If you’re a current customer who needs further guidance or a company seeking support, please reach out. We’re in this together, and we’re here to help you, your business, and your people thrive.

As companies prepare their people and their facilities for the eventual return to the workplace, there’s much we can learn from essential businesses already tackling these issues, as well as parts of the world that have progressed further through the pandemic. There may not be a magical playbook for instituting a return to the workplace strategy, but this article series shares best practices ranging from getting physical spaces ready to maintain social distancing and sanitation practices, to preparing people and policies about temperature checks, working parents, any continuance of remote working, traveling, and everything in between.

How Does PPE Fit into Return to the Workplace Planning Efforts?

Get some guidance on what level of protective equipment employers may need to provide to workers as part of their return to the workplace strategies.

As countries around the world continue to loosen restrictions around stay-at-home orders related to COVID-19, one acronym keeps appearing in the news: PPE. Short for personal protective equipment, PPE is defined by the US Department of Labor’s Occupational Safety and Health Administration (OSHA) as “equipment worn to minimize exposure to hazards that cause serious workplace injuries and illnesses. These injuries and illnesses may result from contact with chemical, radiological, physical, electrical, mechanical, or other workplace hazards. Personal protective equipment may include items such as gloves, safety glasses and shoes, earplugs or muffs, hard hats, respirators, or coveralls, vests and full body suits.”

The reason why PPE continues to make headlines is that contraction and transmission of the COVID-19 virus are still being researched. As a result, employers are examining whether they need to provide workers with PPE or other protective equipment as part of their respective return to the workplace strategies. The short answer is that it depends.

Misapplying the “PPE” Term
First, let us reexamine the PPE definition above. Notice that masks or non-medical, cloth face coverings – common requirements for many businesses operating under restricted conditions today – are not named expressly. This omission is important. As such, companies that mandate that its workers wear such face coverings and who call the coverings “PPE” are incorrect.

The purpose of a cloth-based face covering is to prevent transmission and the expelling of any germs from the person wearing it. The Centers for Disease Control (CDC), therefore, recommends wearing cloth face coverings in settings when physical distancing is not an option and especially in geographies of high community-based transmission.

However, as mentioned above, such masks are not a part of the official PPE definition. Instead, the medical masks categorized as PPE include N95 masks, which are, in fact, respirators designed to keep wearers from inhaling dangerous particles in the workplace. The World Health Organization (WHO) recommends their use by health workers, those symptomatic of COVID-19, those caring for infected people outside of healthcare facilities, and those who are otherwise at-risk (i.e., they have underlying health conditions.)

Medical-grade respirator masks remain in short supply, and there are criteria around who should wear them and how. In the US, for example, some state governments have reserved such equipment for healthcare workers only. To our knowledge, neither OSHA nor the CDC has made N95 masks mandatory in all workplaces.

How Should Companies Approach Worker Protection?
If PPE is going to be used in a place of work, businesses should institute a clear PPE program to educate workers about the potential dangers they may encounter during the day, when wearing PPE is required, and, perhaps most importantly, how to put it on, remove it, and care for it correctly. In other words, training, usage, and monitoring are just as critical as equipment selection.

Maintaining a safe and healthy workplace must be a business priority. Ultimately, what companies decide to mandate comes down to industry type, results from a hazard assessment of the physical workspace, and determinations on how best to help mitigate workers’ anxieties about being in the physical workplace again. For example, the oil and gas industries, with people working on platforms or at locations where they live and work closely together for a number of days at a time, could present similar challenges to those faced by the military and cruise ships, meatpacking plants, and other industries where people work in close proximity to one another. Conditions are different there compared to your typical office setting, where requiring workers to wear their own non-medical face coverings, washed daily at home, could be sufficient. But if the business wants to require more elevated protection like PPE, they should be prepared to provide and pay for them, or be willing to compensate employees and contract workers for the specific equipment’s expense.

When necessary to protect workers from job-related risk, OSHA requires employers to pay for PPE with few exceptions. Examples would be equipment used to comply with OSHA standards such as hard hats, safety glasses, fall protection, and face shields.

Of note, at this time, there is no definitive answer to the question of potential liability to employers for providing masks or face coverings to workers who do not bring one to work should the worker later become sick due to COVID-19 exposure in the workplace. While the risk of that type of claim is likely low, a lot will depend on a company’s overall plan for returning. At the end of the day, a company has an obligation to provide a safe workplace for its employees and contract workers. That duty existed pre-COVID-19. So, to meet its duty of care as the employer who controls the worksite, a business requiring face coverings should be prepared to provide masks to those who come to work without one or to send home workers who come to work without one.

Bringing Workers Back to the Workplace: When, Who & How

Plans to reenter the workplace should balance the need to mitigate economic impacts on employers and workers against the risks of coronavirus’ resurgence.

According to an April 24 survey by law firm Blank Rome LP, more than 73% of companies have not created a return-to-workplace (RTW) strategy. But with some US states and countries around the globe beginning to lift stay-at-home orders, businesses are starting to prepare by having meaningful conversations about what it will take – based on industry, location, and workforce mix. There is a lot to think about, and many moving targets are involved in successfully returning workers to facilities. Our goal is to raise awareness about topics to consider, from employee well-being and safety precautions to balancing the concerns of full-time employees and contingent workers, as you begin thinking about who should come back to the workplace, how, and when.

Can You/Should You Return?

Certainly, there are local and state government and public health entities to monitor for guidance. For example, on April 13, the World Health Organization (WHO), released six guidelines for countries considering whether to lift containment restrictions. Those steps revolve around things like virus transmission control; capacity to test, isolate, and treat every case and trace every contact; preventative measures in the workplace; and education for communities.

Ultimately, plans should be well-informed and based on the data coming from the region(s) and the locality where the workers are located. They should also be compassionate, communicated repeatedly, and flexible to meet evolving needs.

Who Should Come Back?

The next step is to decide who should return. Prioritize who you need back in the workplace in terms of essential and non-essential workers. Consider the nature and function of each role and the person’s ability to return safely. Determine the minimum staff needed to sustain operations in case of absenteeism. Think about whether seniority will play a role in the order of bringing back furloughed workers. Additionally, if you have a unionized workforce, adhering to specific requirements in the collective bargaining agreement and other union contracts before workers return will help to ensure health and safety and to avoid litigation with the union.

One approach we have seen some clients take is to survey worker populations to gauge their ability to return to the workplace. Letting workers self-select or opt-in reassures them you are a company that is sympathetic to their concerns or anxieties about returning to their pre-pandemic, physical work locations. It also demonstrates your understanding of potential familial obligations that may need consideration for some form of accommodation (e.g., balancing work and childcare while schools are out and camps are closed), as well as of vulnerable populations, including those with underlying health conditions like chronic lung disease, obesity, or asthma.

Of note, a March 31 survey by pay-equity software company Syndio found 14% of women are considering quitting their jobs because of the family demands created by the coronavirus pandemic; 11% of men have considered doing the same. These results, covered in Fortune a few weeks ago, show that the pandemic could have long-term impacts on gender pay gap increases for working mothers, causing lost earnings that will compound over time following time away from the workforce.

Ultimately, the businesses that will be hailed for getting it right during the pandemic will likely be those who provide some workforce accommodations. Being flexible, within reason, can go a long way toward boosting employee morale, loyalty, and positive brand sentiment, while also taking account of workers’ well-being. All practices should be transparent and implemented consistently in accordance with all applicable employment laws and guidelines.

How Should Workers Come Back?

Analyst firm Forrester reported results from a March 19 survey in which nearly half (42%) of all US workers were afraid to go back to work, up from 29% just two weeks previously. (One could assume the figure is higher now in early May at the time of this writing.) Why are they afraid? About 60% cited a fear of coronavirus spread, and 40% reported the risk of exposure.

How people feel about coming back will undoubtedly vary by job location (e.g., if they are in a high-impact area like New York City) and job type. But there are several steps companies can take to alleviate these fears, as we are seeing in early-stage planning by our customers.

Phased-in Approach: Bringing workers back in groups over time can limit spread, as well as provide a testing ground for whether your preparations are adequate and if you need to adjust anything before your entire workforce returns. An example could look like this, starting:

Week 1: Core team

Week 2: 25% of workers

Week 4: 50% of workers

Week 6: 75% of workers

Week 8: 100% of workers

Split Shifts: This tactic helps reduce numbers on-site, promote physical distancing, and allow time for cleaning between shifts, which is especially important in cases of shared workstations. The goal here is to reduce the risk of a second wave of virus spread. Having smaller populations in your facility at any given time can effectively limit the number of people entering a building, clocking in, using an elevator or breakroom, working in a tight space like a lab, or eating lunch.

Plan and Communicate – Often

Regardless of how your plan evolves, let workers know what the company is thinking. Businesses should share as much as they can that they are committed to, including, at a minimum, the types of cleaning they have performed. You also do not want to surprise workers with a last-minute email, requiring they show up at the worksite a few days later. Here are some practices we have gathered from clients:

Establish and share your company’s RTW timeline in advance so workers can manage known obligations (e.g., caring for elderly family members or children, or who may be sick themselves).

Give workers a way to communicate with management to express any concerns, make suggestions, or report out sick. Sometimes, offering anonymous surveys lets workers feel they can be more honest with their feedback.

Explain health and safety measures taken. OSHA’s General Duty Clause, for example, states employers must provide a workplace free from recognized hazards causing or likely to cause death or serious physical harm. So, tell workers you care about them and are doing all you can through facility cleaning and workspace/workplace modifications. Seeing advanced preparation, routine monitoring, and actions to remedy practices that fall out of compliance go a long way toward reducing worker anxiety.

Beyond communicating with workers, companies should reach out to their ManpowerProgram Office for assistance on their contingent workforce strategy. Our teams can provide early guidance on how, when, and what it means to show back up for contractors who are working at home now or who are furloughed – and how communications between stakeholders should be conveyed.

Be Ready to Adjust

Companies and workers alike have mixed feelings about when and how to reopen work facilities. Knowing this, all you can do is dig into conversations like those suggested above. Your companies are likely already beginning to think about these topics for full-time employees. It is equally important that these conversations include the contractor workforce so that when businesses can go back, everyone is ready.

In the meantime, we see a lot of productivity and success through remote working, with many businesses intending to keep up the practice for the near-term. Overall, many Manpowerclients are taking a conservative approach to RTW planning. Some are preparing by removing doors and chairs from conference rooms. Others announced plans to provide workers with personal protective equipment when the time comes to return. Still more are sharing intentions to stagger returns, but without hard dates, or are surveying workers to see how they feel about returning and during what timeframes.

This uncertain time is full of constraints, realities, and opportunities. Regardless of the route your company takes, use this information, as well as the rest of the insights on this website, to help you provide your workers with clear communications that keep them well-informed of the company’s expectations and prepare them to come back when the time is right.

Minimizing Health Exposure in the Workplace

In many traditional business environments, making appropriate workspace modifications to enable physical distancing and reduce health risks will make workers feel looked-after and safe while performing their jobs. Based on the nature of the business, the physical construct of the workplace, and workers’ comfort in returning, it is up to companies to increase the levels of precautions they institute.

The more care a company takes to protect its workers by implementing practices that help slow, limit, and avoid outbreaks of the virus at the worksite, the greater overall protection the company will have from complaints to unions, OSHA violation claims, illnesses, and absenteeism.

Facility Cleaning: Maintaining a Safe and Healthy Workplace

Before welcoming workers back to your facility, consider how changes in how you clean and disinfect the space can limit the spread of COVID-19 and alleviate workers’ anxieties about returning.

Assess and Establish Cleaning Protocols

Workers want reassurance that their company can provide a clean, safe environment. While no effort is 100-percent foolproof, companies can start by establishing a sanitary baseline before workers return and instituting protocols for regular deep cleanings after that. Below are considerations for a company’s HR, risk, real estate, and other teams to partner together on. And whether your role touches this topic or not, it’s good to be aware of public health recommendations. Share this guide with your teams.

Assess Risks: US businesses, for example, are required by the Occupational Safety and Health Administration’s OSHA) General Duty Clause to provide a workplace free from “recognized hazards that are causing or likely to cause death or serious physical harm.” Perform a risk assessment to classify and minimize risk exposures to protect workers. High-exposure industries like healthcare, transportation, retail, and warehouse distribution, where workers face greater exposure or space restrictions that make physical distancing challenging, will require additional precautions. Refer to OSHA’s COVID-19 Control and Prevention Guidelines for tips.
Determine What to Clean: Beyond the usual areas, think about often-untouched spaces that exhibit new risk exposure like workstations. It’s still uncertain whether or for how long coronavirus germs linger on surfaces and if they’re transferable. It’s safer, however, to boost your cleaning efforts. (See “Involve Workers” in the section below.)
Consider Sanitation Stations: Look to install portable handwashing stations, where possible, throughout the facility and with a minimum of 30 days’ worth of supplies. Often on rolling wheels, such stations feature refillable water basins that can make them a good option in the workplace. As an alternative, provide hand sanitizer containing at least 60% alcohol.
Handle Waste Properly: Evaluate and reconsider waste management practices to ensure the safe disposal of cleaning supplies and other waste. Provide no-touch trash cans, where possible.
Consider Engineering and Building Maintenance Needs: Replace HVAC air filters and ensure new ones are high-efficiency-rated. Increase ventilation rates. Regularly inspect, maintain, and replace equipment as needed.
Examine Cleaning Contracts: Many companies contract with an outside vendor for cleaning services or have the function included in their lease agreements. Consider any new disinfection protocols for deeper/more frequent cleanings – especially of common surfaces (restroom, cafeteria, workstations, shared tools). Get a firm handle on what services your current cleaning supplier delivers and prepare to adjust to higher levels of risk control – or even contract with a service provider specializing in a higher-level of sanitation. Consider whether any enhanced efforts will become long-lasting.

Sanitizing and Disinfecting

Set a Cadence for Cleaning and Disinfecting: Based on your organization’s risk factors, determine how often and to what degree you need to clean and disinfect your workplace. If you have shifts of workers, consider dedicating time between shifts (e.g., 1 hour), so a cleaning crew can sanitize and prepare for the next set of workers.
Know How to Clean Properly: The Centers for Disease Control’s (CDC) website includes a quick guide to proper cleaning methods, including what to do when a sick worker vacates a space. Cleaning chemicals should be Environmental Protection Agency (EPA)-labeled. Workers should follow manufacturers’ instructions on cleaning and disinfectant supplies (e.g., concentration, application, contact time, etc.). OSHA also suggests avoiding compressed air or water sprays to clean surfaces that are potentially contaminated as such techniques may aerosolize infectious material.
Disinfect High-traffic Areas: Kitchens, bathrooms, and surfaces like doorknobs and light switches are highly susceptible to germ-spread, so pay extra attention to those areas.
Address Shared Workstations: Offer disposable plastic covers for shared keyboards or disposable mats to protect a desk’s surface and clean between shifts.
Involve Workers: Let workers know where cleaning supplies are stored, so that they can clean their personal spaces (e.g., use disinfectant wipes on phones and computers). Consider instituting “clean desk” policies, where workers remove personal items from their workstations (e.g., picture frames and stacks of paper), so service professionals can address areas that may not have been cleaned professionally in the past.

Don’t Forget About Food Safety

Address Worker Meals/Snacks: If lockers are no longer available to staff due to facility modifications, consider additional refrigerators or shelving to accommodate workers’ food storage bags. Temporarily close self-service food stations (e.g., coffeemakers, microwaves, snack stations, vending machines, and buffets with shared serving tools).
Rethink Food Services/Cafeterias: The act of sanitizing food prep workstations is already a part of daily operations, but it’s critical to be even more vigilant. Also, monitor the health of workers who handle and serve food (e.g., check temperatures upon workers’ arrivals and throughout shifts, or require masks).

Communicate Protocols Regularly

Deliver Frequent Communication: Make sure all workers know how the business will maintain a clean workspace. Enlist multiple communications types to ensure messages reach all audiences. Options include direct emails, internal websites or newsletters, and cascading messages through people-leaders to share with their teams. Let workers know what you are doing before their return to the workplace and share any new approaches you’re taking. Where appropriate, highlight ways your company was already set up to minimize germ-spread (e.g., contactless soap dispensers and toilets) and how you’ve bolstered cleaning protocols.
Install Signage: Consider installing physical signs throughout the workspace as extra reminders about personal and workplace cleaning practices. The CDC’s website features free resources, including fact sheets and posters like this on how to Stop the Spread of Germs.
Provide Worker Health and Safety Training: Educate workers on prevention techniques based on CDC recommendations and OSHA’s Prevent Worker Exposure to Coronavirus Alert (e.g., frequent hand washing and avoid touching one’s face) or how to put on personal protective equipment. Provide training to alleviate workers’ concerns about workplace safety, too, including sanitation practices, as well as workforce care (flexible hours, encouragement to stay home when not well), etc. If workers can access cleaners and disinfectants, educate them to follow manufacturers’ product labels regarding use, hazards, and waste management. Enlist multiple training options as people like to learn differently. Options include educational videos like this on how to stay safe at work, small group demonstrations while maintaining social distancing, and the delivery of printed or electronic tutorials, such as OSHA’s Guidance on Preparing Workplaces for COVID-19.

Monitor and Reinforce Health and Safety Needs

Consistency is key. You can’t maintain a healthy workforce and safe workspace if only some workers follow the rules. Monitor conditions and make improvements. The company that performs regular compliance audits and remains agile in its approach to a return to the workplace will give workers assurance that their employer is doing all it can to keep them safe.

Reach Out for Help

Workers will be more likely to return the workplace – and keep coming back – when they know their employer is taking sanitation and cleaning seriously. Seeing advanced preparation, routine monitoring, and actions to remedy practices that fall out of compliance go a long way toward reducing anxiety and giving workers the ability to complete tasks and lend their skills to achieving positive business outcomes.

Also, know the staffing suppliers that Manpowerpartners with are equally committed to worker and workplace safety. Beyond following safety checklists and ensuring compliance with federal protocols, for example, our recruiting partners are aware of a client’s responsibilities related to safety and can serve as another component to a company’s overall advisory team.

We hope you found this guide helpful and use it to address your company’s unique set of conditions. Reach out to your Program Executive if you need further help. We’ll all in this together!

Note: This article is forward-looking, assuming health and government agencies will eventually lift stay-at-home mandates. Be sure to follow their guidelines as you plan.

Physical Space Modifications: Adjust the Workplace to Make Work Safe

Consider how changes to your company’s physical space could enable social distancing, reduce health risks, and promote safe workplaces.

Now that you know how to clean and sanitize your facility, let’s move on to address the physical space itself with suggested modifications to support healthy workplace protocols. While it may not be possible to implement some practices below due to structural limitations at a facility, the more companies can do to adjust the spaces in which people work, the more likely those workers are to feel cared for and safe while performing their jobs.

Manage Workplace Entry Points

If they don’t exist already, institute tight controls on workplace entry and exit areas. Here are some best practices to consider:

Erect Directional Signage: Actions would include clearly marking where people should enter a facility. Some companies even provide on-the-ground indicators with tape, paint, or cones, or rope off pathways to tell people where to stand in relation to others, where to walk, and which doorways are expressly for entering or exiting.
Make Space for Risk/Health Assessments: One-fourth of Fortune 200 companies surveyed in April 2020 by the Employer Health Innovation Roundtable said they were considering some form of testing at worksites they plan to reopen in the next month. Among them, 58% will use self-reporting of symptoms and thermal screening at the worksite entry upon return-to-workplace. With findings like these, and others like them, workers and visitors can expect a delayed entry into a workplace, where staff will be trained to question them about potential risk exposures and their current/recent health condition.

Such actions will require some rethinking about staffing at entryways and what should occur there. For example, if your facility already has security checking identifications and worker badges at the door, as well as logging visitors, that same personnel could use a risk assessment questionnaire to make sure those coming to the door should be allowed in (i.e., they are authorized to be there and aren’t symptomatic). Visitors and workers would self-report any symptoms and be asked to leave the premises depending on their answers, or be forwarded to a person performing temperature checks if the business institutes this additional safety protocol. Considerations here include ensuring proper training of personnel about how to use the questionnaire, maintain privacy, and supply security or reception workers with the tools they need to perform risk assessments. (See our “Temperature Checks FAQs” to learn more about what to think about when workers/visitors don’t pass an initial health screening and how to run them properly.)

(Note: Screening time can be compensable. Make sure your company has addressed what impact the additional time needed to clear a building’s entrance will have on pay for hourly workers. Document and communicate your policy clearly.)

Control the Flow of People

In addition to slowing the pace at which people enter a facility, companies need to consider traffic flows inside. Here are some pointers that can lead to positive outcomes:

Limit Visitors : Start with a simple communication to your facility’s workers, requesting that they limit the number of visitors who come to see them – at least for the near future. A recent Challenger, Gray & Christmas COVID-19 HR Executive Survey found that 59% of those surveyed plan to limit or exclude workers from their sites.
Stagger Work Shifts: Adjust arrival and quitting times to limit traffic flow through facility entrances, reduce the number of people on elevators at a time, etc.
Promote One-Way Traffic: Businesses currently open, like grocery stores, have placed directional indicators to promote one-way only traffic throughout their building. Companies can do the same beginning right at the entrance. Again, whether with tape, roping, or physical signs, indicate pathways you want visitors and workers to follow. Such changes may mean it takes longer for a person to reach their destination; however, controlling traffic in this way ensures proper physical distancing.

Modify Workstations

Next, consider the spaces in which people work and think about ways to make those environments safer for everyone. Here are some suggestions:

Desks and Cubicles: Where feasible, physically separate desks workstations by three to six feet. Also, discourage workers from using each other’s workstations, computer and telephone equipment, and tools unless there’s no way around
Shared Workspaces: If your type of business means people congregate in a shared space (e.g., labs or manufacturing facilities), consider marking off spaces on the ground to maintain physical distancing. If workers share spaces at different times, institute disinfecting protocols between shifts.
When Spacing Isn’t an Option: For businesses that can’t create physical separation by moving desks and workstations, alternatives could include every-other-desk seating arrangements (tape off or remove seating you don’t want workers using), requiring face coverings, staggering shifts, providing flexible working hours, or providing physical barriers like snap-on partitions between workstations.

Limit Access to Common Areas

The overall goal when it comes to COVID-19 and common areas in the workplace is to minimize contact among workers and promote social distancing. This means that areas once enjoyed for breaks, conversations, meals, training, and team meetings must be altered so the work can still get done, and people can still engage with one another – but in new ways.

Partitions: Place temporary dividers or partitions throughout open floor plans to prevent workers from congregating in large groups. Such an effort should include meeting spaces and areas like the cafeteria or break rooms, as well as large hallways.
Furniture: Limit and/or space chairs accordingly in common areas (3-6 feet apart). You could also remove furniture or rope off seating in common areas to ease social distancing concerns.
Stagger Lunchtimes/Breaks: Create schedules or sign-ups that restrict the number of people taking a break or eating at a given time. The goal is to thin crowds in break rooms and cafeterias.
Avoid Non-Essential Gathering: Consider locking meeting room doors or restricting their access and lean on virtual communications and telework where possible. Companies with on-site gyms may also want to prevent or otherwise limit access to such facilities.
Rethink High-Touch Surface Areas: If you haven’t thought about how many people touch bathroom faucets, doorknobs, or light switches in a facility, now is the time. For example, replace latch-based doorknobs or handles and install kickplates so people can push open a door with their foot. Alternatively, barring any security needs, prop open doors to avoid having to touch handles or take doors off their hinges altogether.

Update Plans Continually

No matter what your company does to get ready for the eventual return to work, know that this is an evolving process. The COVID-19 pandemic brings about workplace challenges many of us have never faced, meaning flexibility and agility are key. Be aware of your spaces, seek input from workers on ways to continue modifying areas, and get creative. Anything you do will positively contribute to worker satisfaction and help maintain the integrity of your workplace. As you build out your plan, here are some additional resources to consider:

Cooley’s “Practical Considerations for Employers Preparing ‘Return to Office’ Plans”
Goodwin’s “Preparing for Re-Entry: Key Considerations for Returning Employees to the Workplace Amid the COVID-19 Crisis”
Morgan Lewis’ “Reopening the Workplace: A Preliminary Guide for Employers”

Also, reach out to your ManpowerProgram Executive to share how your company is modifying its workspace. The more we can share ideas and best practices, the more we can help each other!

Assessing Levels of Risk When Contractors Become Sick

Guidance on how to handle diagnosed COVID-19 cases with FAQs about sick pay and remote work

This Manpowerguidance is in response to questions from customers concerning information that someone has tested positive for the coronavirus at a customer location and other related issues. First and foremost, our customers should follow the guidelines and instructions issued by their state and local jurisdictions and the CDC’s guidance to employers. In addition, customers should also rely on their own policies around workplace sickness.

In essence, it’s the end-customer who receives the services of the contingent workforce, and who directs the manner and location of the work. Therefore, the customer has an obligation to ensure the health and safety of all of the people working on its premises. This means that the teams leading the contract workers should be proceeding similarly as with the customers’ FTEs in matters of health and safety.

Scenario: A Contract Worker Tests Positive for COVID-19

If a contract worker tests positive for COVID-19, the client’s response will depend on the level of exposure. The levels of exposure are listed below.

Levels of Exposure

Low-risk exposure: Being in the same indoor environment as a person with symptomatic, laboratory-confirmed COVID-19 for a prolonged period of time but not meeting the definition of close contact; being seated within two rows on an aircraft of someone with symptomatic laboratory-confirmed COVID-19, but not within six feet and not having any exposures that meet a medium- or a high-risk definition.
Medium-risk exposure: Close contact with a person with symptomatic, laboratory-confirmed COVID-19, and not having any exposures that meet a high-risk definition; living in the same household as, an intimate partner of, or caring for a person in a non-healthcare setting (such as a home) a person with symptomatic, laboratory-confirmed COVID-19 while consistently using recommended precautions for home care and home isolation; and travel from mainland China outside the Hubei Province, Iran, from a country with widespread sustained transmission (other than China or Iran), or from a country with sustained community transmission, and not having any exposures that meet a high-risk definition
High-risk exposure: Living in the same household as, being an intimate partner of, or providing care in a non-healthcare setting (such as a home) for a person with symptomatic, laboratory-confirmed COVID-19 without using recommended precautions for home care and home isolation; travel from Hubei Province, China.

Potential Response to Levels of Exposure

Applying these levels of risk exposure, the CDC’s guidance for the workplace is:

Levels of Exposure

Asymptomatic, low-risk exposure: Promote self-observation for 14 days following the employee’s last potential exposure. The CDC provides guidance for self-observation. Employers may recommend the employee to check his or her temperature to ensure they are still asymptomatic before arriving at the workplace.
Asymptomatic, medium-risk exposure: Consider on a case-by-case basis, after consultation with state or local public health authorities, whether the employee may be able to work onsite. Consider individual employees’ work responsibilities and locations to determine whether they could remain separate from others during the entire workday. If they are permitted to work onsite, employers should not permit them to enter crowded workplace locations, such as meeting spaces or cafeterias.
Asymptomatic, high-risk exposure: Quarantine. The CDC has issued no specific guidance as to asymptomatic, high-risk exposure with respect to the workplace; however, it generally advises asymptomatic individuals with high-risk exposure to remain quarantined (voluntarily or under public health orders on a case-by-case basis) in a location to be determined by public health authorities, and not to engage in public activities. Employers are advised to follow this general guidance by requiring employees in this category to remain quarantined.

Employers who apply these guidelines will have prima facie evidence that they have taken reasonable and not excessive steps to protect their employees. See, e.g., Abbott v. Bragdon, 912 F. Supp. 580 (D. Maine 1995); U.S. v. Morvant, 898 F. Supp. 1157, 1166-67 (E.D. La. 1995), supra.

The above guidance does not mean that greater or lesser steps are never appropriate; however, employers should be careful to base their decisions to take a different action on sound foundations from the CDC, and their state and local health organizations.

Resources

Contingent Workforce Business Continuity: Navigate through the key scenarios and decisions your organization will face to ensure business continuity of your contingent workforce.
FAQs: Get answers to questions about sick workers, related pay issues, and remote work.

Drug Testing – US Only

Gain insight on temporary drug testing screening waivers for companies to maintain business continuity with onboarding their contingent labor workforce in a timely way.

Q: What impact is COVID-19 having on drug testing as it relates to background checks and onboarding requirements?
Many companies that provide drug test and background check services are beginning to see temporarily reduced access and closures of courthouses and other law enforcement databases, which they need to access to conduct criminal background checks. Consequently, we anticipate that their cycle times will extend beyond the current turnaround periods. In addition, some health center locations that provide drug testing services are converting their locations to offer COVID-19 testing. We have also seen that some individuals who are asked to be drug tested are concerned about going to healthcare locations where they might be exposed to the virus.

Q: Are companies relaxing testing requirements given these concerns and delays?
A: This is an option for companies to maintain business continuity with onboarding their contingent labor workforce in a timely way. For example, in this new normal, a worker could potentially start and end a contract assignment before results are available. Clients and suppliers are encouraged to discuss each situation as it arises.

Q: How should my business implement a different approach to drug testing?
A: Companies have two options. They can agree to 1) waive drug testing for a predetermined, agreed-upon number of days on a person-by-person basis, or 2) for a period of time, waive drug testing for specific roles and/or all requirements altogether. Whichever option you choose, clients must sign a waiver permitting the suppliers to onboard a contract worker prior to the worker’s background check or drug testing results being received. In other words, suppliers must not have contract workers begin work without the customer’s written waiver. Clients still need to approve the start without screening and understand the risks.

As a best practice, clients should work closely with their ManpowerProgram Office to manage their program’s drug and background waiver terms. Each client will also need to work with their internal departments to identify the minimum screening requirements to be completed before the contract employee can start working. Again, any waiver form does not release the supplier’s obligation to have their contract employees screened; it only allows them to start their assignments while the remaining checks are in progress. For example, clients may require that the federal background check be completed before signing a waiver to let the contract employee start the assignment while the drug screening is in process and the results are pending.

In addition, offer letters should reflect the waiver terms that the client has agreed to. The Program Office should be working closely with their contract employees to schedule appointments, as well as ensure the contract employee can travel and that test facilities will be open.

Q: What do I do if I am experiencing significant delays with my drug and background check vendor?
Suppliers should follow up closely with their provider. If the vendor cannot provide concrete information (e.g., turnaround estimates, office hours, etc.), they should engage the their ManpowerProgram Office to work with the client and develop alternatives to allow their contract employee to start their assignment as soon as possible.

Q: What role do staffing suppliers play regarding the use of such waivers?
A: Suppliers must obtain waivers and maintain records of them. A waiver does not remove the supplier’s obligation to initiate drug and background screenings. Instead, suppliers will still initiate the screening process, like they usually would, and provide results when they become available. If any results are unfavorable, the customary escalation plan should ensue.

Q: What do I do with the waiver once signed?
A: The waiver form needs to be stored in the VMS, where drug and background clearance documents are normally archived. Add screening results to the VMS, once available, for audit purposes.

Q: How long should I use such waivers?
A: Waivers are available for use as long as businesses are comfortable with the longer than anticipated cycle times for drug and background results, which could extend several weeks through the pandemic period. Upon return to business as usual, the program office will audit all active contractors within their program to ensure all drug and background checks were completed. Any failed results should be actioned accordingly if they were not addressed already.

Remote Work

Work From Home Arrangements

As more people begin to work remotely, it brings up several questions around how to best enable this shift.

Q: If a customer would like some/all of its contractors to work remotely, how would the customer activate that process?
A: Our customers may discuss remote Work From Home (WFH) options with their Manpowerprogram office. Those interactive conversations will involve a review of the customer’s readiness in terms of technology, devices, and the type of network access available for the contract workers. Depending on the contracts and information security obligations currently in place, the customer, the suppliers, and, if necessary, AGS, will need to memorialize in writing the new arrangements requested by, and put in place for, the customer.

Q: In a WFH arrangement, where many contractors are working remotely, who is responsible for directing the contractors?
A: The customer maintains the same responsibility to direct and control the work of the contract workers. Managers who currently oversee the contract workers and provide their assignments will maintain those responsibilities. Contract workers should stay connected with their contacts/recruiters at the supplier.

Q: How will the time for WFH contract workers be captured?
A: Programs should continue to use their Vendor Management System (or other designated time-keeping system) for web-based time and expense entry, as normal. To ensure timely pay, contractors should continue to submit their hours worked for approval by their regular deadlines. If the workers have direct deposit or cash pay, this approach to pay will continue for the contract workers as normal. For those programs without an online or web-based Time & Expense tool, please consult directly with your program office.

Q: What types of expenses would a customer have to pay for in a WFH scenario?
A: Several states (e.g., California, Illinois, Iowa, Montana, New Hampshire, North Dakota, South Dakota, and the District of Columbia) have laws that provide that an employer must reimburse expenses incurred by employees for tools, equipment, and the like that are “necessary” to the performance of their job duties. Under the current situation, Manpoweranticipates that, at a minimum, a customer will need to reimburse contract workers for their internet usage. If other materials will need to be reimbursed (i.e., paper, toner, etc.), we can have conversations about these items with the suppliers. We also know that some companies have offered a flat amount to cover these expenses (i.e., Workday).

Q: May I restrict a contract worker from working from home if there will be children in the home during working hours?
A: Under ordinary circumstances, having children in the home during work hours would disqualify a worker from a WFH alternative arrangement. However, during this COVID-19 pandemic, and in light of the many cancellations of schools by school districts across the country, our customers are relaxing this requirement because so many children are home from school. Some customers are making provisions to provide their employees and contract workers supplemental financial support to cover additional costs of childcare. Unless there are specific business reasons for doing so, treating parents differently than other workers is not advisable. Be sure to set clear expectations with workers for WFH arrangements.

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Expense Reimbursements – US Only

Individuals new to remote work may incur costs that could be reimbursable. Here, we discuss typical office and childcare expenses.

Office Expenses

Q: Now that more contractors and employees are working remotely as part of COVID-19 containment efforts, are companies broadening their reimbursement expense policies to cover workers’ related costs?
A: Contract workers and employees may indeed experience additional expenses (e.g., home internet, mobile phone service, and printing) in work from home (WFH) scenarios. Companies should, therefore, conduct conversations and enact policies regarding which costs may be reimbursable – ideally in advance of instituting WFH – as well as how such funds would be distributed – whether through a reimbursement model or proactive distribution of funds in a set amount. Ultimately, companies should evaluate plans on a case-by-case basis and follow state regulations, including the tax treatment of these reimbursements.

Q: What types of expenses may a customer expect to pay for in a work from home scenario?
A: Several states like California, Illinois, Iowa, Montana, New Hampshire, North Dakota, South Dakota, and the District of Columbia have laws requiring an employer to reimburse expenses incurred by employees for tools, equipment, and the like that are “necessary” to the performance of their job duties. Under the current situation, a customer will likely need to reimburse contract workers for their internet usage. If other materials will need to be reimbursed (i.e., paper, toner, etc.), we recommend clients and suppliers have conversations about these items in advance.

Q: How are companies managing expense reporting and management?
A: We have seen examples where companies are offering a pandemic accommodation, a flat monetary amount to cover work-related expenses (e.g., Workday). Note that such expenses could be for items other than just laptops (e.g., monitor, phone, printer, chargers, office supplies, and similar materials). Clients and suppliers should have detailed conversations to determine procedures for reimbursement, including but not limited to, proof of the expense and what that looks like. For example, is a bill summary sufficient, or must the worker also provide an itemized breakdown of all costs? Additionally, it’s critical to discuss which expenses require pre-approval and at what level of management, how workers will submit expenses and if digital platforms can be used, how long it will take for workers to be reimbursed, and in what format reimbursement will occur – whether through a typical paycheck, separate payment, gift card, etc. The more companies can work through various scenarios in advance, the better-informed workers will be about allowable expenses, and the more streamlined the reimbursement process will be.

Childcare Expenses

Q: What happens to workers, particularly hourly workers, who cannot physically go to work at open businesses because they have children at home and lack alternative childcare options?
A: All situations are different, but a recent Willis Towers Watson survey found only 36% of employers report they will continue paying hourly workers when they stay home because they don’t have childcare. Clients and suppliers should discuss each situation individually and then establish a clear policy for handling such cases.

Q: As more states mandate closures of non-essential businesses, working parents find themselves working remotely (whether voluntary or otherwise) with kids at home 24/7 because schools have closed. Are companies offering financial support for childcare costs?
A: Working parents have plenty of experience adapting to unexpected school or daycare closures when they need to work remotely. But in the era of the COVID-19 pandemic, conditions have changed, and many working parents are trying to fit in the typical demands of the workday while balancing caring for children. We aren’t seeing many instances of companies funding childcare costs, but there are several strategies working parents can adopt to perform both roles of worker and parent. For example, in two-parent homes, parents can switch off who is “on the job” and who is managing family duties. There may also be ways for working parents to claim childcare expenses on their personal tax filings. Consult a tax professional for details.

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Many organizations are experiencing challenges with carrying out standard onboarding activities while self-quarantine restrictions remain in place throughout European countries. These challenges can include how to verify candidates’ right to work in your country and check their proof of identity documents such as passports, which are typically done in person by the recruiter. In some countries like Germany and Switzerland, wet signatures are required on contracts prior to candidates being able to start. These FAQs address some options to move forward in the face of these challenges.

Right to Work (RTW) Verification Checks

Q: Can suppliers and AGS, acting as an MSP, still ensure candidates are eligible to work in the country that they are in, as well as verify candidates’ identities if they cannot meet in person?
A: Yes. There are many video conferencing technology options available to enable virtual pre-employment vetting, leading to timely starts. First, a candidate will receive a registration pack and list of relevant Right to Work (RTW) documents (e.g., passport, NI card, and proof of address) to submit scanned copies via email to AGS. From there, Manpowerwill schedule a video conference call with the candidate through Skype, for example, using the virtual time together to review the required documentation. While on the video call, a candidate holds up their required documents, so that Manpowercan match them against copies provided by the candidate via email. Manpowerthen takes a print screen of the candidate with their documentation and saves it to the Contract Management System (CMS), should it be required in the future. Suppliers may have slightly different processes in place, so please reach out to your program office for further questions.

Q: How soon after virtual verification occurs is a candidate offered a contract?
A: Once the documents are in receipt and verified by video conference, Manpowerwill issue a contract to the candidate. As a next step, Manpowerwill confirm to the hiring manager that the candidate has cleared pre-employment vetting and signed a contract.

Q: Do digital verifications expire?
A: Yes. Digital verifications expire within two weeks and are tracked in the CMS. After those two weeks, the CMS will trigger an action for Manpowerto either upload documents verified in person or extend the deadline.

Q: Does this mean a physical review of documents must still occur?
A: Yes. A follow-up verification meeting must be held within the worker’s first week on site. Such notification is included in the contract that the worker needs to sign to clear pre-employment vetting. Manpowerwill ensure follow-up verification meetings are booked and completed, as well as confirm with the hiring manager once that step is completed.

Wet Signature Collection

Q: Can clients still onboard a candidate in countries that require wet signatures on the contract for new starters?
A: Yes. In countries like Switzerland and Germany, where wet signatures are typically obtained from suppliers and the client before new contractors are onboarded, we are working with clients to find workable solutions to this process.

Q: What new process is in place to temporarily replace wet signature requirements?
A: We have communicated to suppliers via email that due to the current circumstances, we are unable to sign contracts with a wet signature; however, when we are back in the office again, we will sign accordingly. The hope is that suppliers and clients accept an email as confirmation of our intention, and the person signing could print off the signing page and rely on that as evidence of the agreement and send the entire agreement back in one email. Then, when back in the office, they would send the whole document. Another short-term option that has proven successful in Germany is to execute signatures with DocuSign, an American company that enables users to sign documents electronically. We are working with our suppliers locally to expand access to such technology.

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Q: If a supplier informs a customer that a contract worker has tested positive for COVID-19, what should the customer do?
A: The customer should get as much information about where the contract worker was physically based so that the customer can know which team members, co-workers, and others may have been exposed and with whom they need to communicate. Again, the company should follow their state, local health authorities, and the CDC Employer guidelines. It is critical for the staffing suppliers and the customers to protect and maintain the privacy of the infected person.

Q: Will the contractor be paid by the supplier for the 2+ week timeframe in which he/she self-quarantines?
A: Manpowerand our suppliers are available to have discussions with, and to partner with, our customers about how to best support the customer during this unusual time by maintaining the customer’s operational ability.

Q: Can the customer be billed for the 2+ week timeframe when a contract worker is out sick?
A: At this time, Manpowerand our suppliers need to confirm with the respective clients how clients can and want to proceed with payment of contract workers who are ill. Everyone’s goal is to keep people working and compensated so that our clients may remain operational during this difficult period of time, our suppliers will not need to lay off workers, and contract workers will not be hurt financially.

Q: What should a customer do to clean the area where an infected worker was in the building?
A: The CDC has issued recommendations for U.S. community facilities with suspected/confirmed coronavirus disease. View the CDC’s Environmental Cleaning and Disinfection Recommendations.

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Manpower Preparedness

When the unexpected happens, companies need to have a plan in place, so they’re ready to respond to emerging needs.

Q: Does Manpowerhave a pandemic plan?
A: Yes, we have a staff mitigation plan to address office experiences due to illness in employees or their family members while still allowing essential business functions to continue. The plan enables us to be flexible based on the level of severity and take additional steps for serious situations as needed. Our pandemic plan is incorporated into the overall Business Continuity Plan for Manpowerand tested annually.

Q: Has Manpowertested its network capacity to allow for an increased number of remote workers?
A: Yes, we have sufficiently tested our network capabilities, including VPN bandwidth, to support our workforce with working remotely. By default, our network is designed for high availability through the use of load balancers, redundancy, and failover technology. As a standard practice, a portion of our workforce works remotely on a standard business day. We have sufficiently ramped up to support the additional users that may connect remotely.

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Essential Workers Documentation – US Only

Get answers to what essential workers may need in order to document their need to be physically present on a work site.

Q: Who is an “essential” or “critical” worker?
A: With efforts to slow the spread of COVID-19 both in communities and work locations across the nation, some states and local governments have mandated the closure of certain non-essential or non-critical businesses, in some cases, on penalty of misdemeanor charges. These Executive Orders identify which industries and types of companies are considered “critical,” “critical infrastructure,” or “essential” in that particular state or jurisdiction. Companies or industries that are deemed to be critical may remain open, and their essential workers are exempt from the movement restrictions imposed by the governmental executive orders on non-essential workers. Essential workers are permitted on a work site, so long as that permission is also in alignment with the business’ decision to remain open.

Where there is no guidance about which industries are considered critical infrastructure, a company may look to the US Department of Homeland Security (DHS). DHS defines critical infrastructure industries as those in food and pharmaceutical supply, as well as healthcare services, among others. Again, workers in these industries are deemed by DHS to have a “special responsibility to maintain your normal work schedule.”

Q: Who determines what defines an essential worker?
A: If the customer is deemed to be a critically important business that falls within the definition of a state’s Executive Order, the customer, in turn, must identify who it deems to be an essential worker for its organization in accordance with the applicable state or local definitions.

Again, where there is limited guidance coming from the issuer of the Executive Order, DHS provides some guidance. But in the end, DHS defers to state and local leaders when it says, “state, local, tribal, and territorial governments are ultimately in charge of implementing and executing response activities in communities under their jurisdiction, while the Federal Government is in a supporting role.”

Q: Do contingent workers, freelancers, or employees need confirmation of their “essential worker” status while traveling to and from and working on site for a contracted employer? If so, who provides such documentation?
A: Yes, any worker deemed essential who needs to work on site at a customer’s location should be provided with the appropriate letter, stating the need to physically be present in the workplace. Such documentation helps to avoid any confusion while traveling to and from work, and addressing questions from security guards or other company staff as part of efforts to keep facilities maintained in accordance with the Centers for Disease Control, World Health Organization, the US Department of Labor, and other related organizations.

We are seeing many staffing suppliers create such letters for contractors that expressly name the essential workers at their locations. This is a similar effort to what customers are doing for their own employees. Ultimately, each company that falls within the critical infrastructure definition will need to develop its own form of documentation that reflects the Executive Order under which it is operating.

In advance of that, the end customers who are in critical industries should identify a list of their essential suppliers/vendors to whom that document will be provided. In turn, suppliers/vendors to those critically important companies will need to implement a similar process for their workers.

Whichever way the lists of essential workers are gathered, suppliers and clients are encouraged to work with their ManpowerProgram Office for support in pulling together names of essential workers, so that customers can account for contract workers who need to be physically present on their sites.

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Temperature Checks — US Only

As companies work to manage workforce and workplace safety, temperature checks of workers and facilities visitors, now permissible by the EEOC, can help. But this raises questions around who can do it and how. We have answers.

Q: As the number of symptomatic and diagnosed COVID-19 cases increases, can I keep my company open for business?
A: It depends. Companies need to follow all state and local government mandates concerning closures. Most states, including California, Illinois, and Pennsylvania, as well as local jurisdictions, have issued stay-at-home orders, requiring non-critical businesses to close during the pandemic.

Where your state has not defined “critical infrastructure,” the recommendation is that you look to the federal government’s definition, which is determined by the US Department of Homeland Security. Once you have determined whether you can remain open, assess whether non-business-related or non-essential visitors should still be permitted to enter your facility. If your business is open, seek to minimize spread by following the Centers for Disease Control and Protection’s (CDC) Guidance for Businesses and Employers and 15 Days to Slow the Spread documents.

Q: If my business is open and operating in some capacity, may I conduct temperature checks to monitor workers’ health?
A: Yes. Measuring an employee’s body temperature is considered a medical examination temperature check, which is not typically permissible under the Americans with Disabilities Act. However, during the COVID-19 pandemic, conducting temperature checks is currently permissible in the US following the March 21, 2020 issuance of Pandemic Preparedness in the Workplace and the Americans with Disabilities Act by the US Equal Employment Opportunity Commission (EEOC). The EEOC also published a technical assistance document of questions and answers on April 17, 2020, with further guidance in its “What You Should Know About COVID-19 and the ADA, the Rehabilitation Act, and Other EEO Laws.” Recommendations about screening employees, collecting related information, taking temperatures, and more are addressed on the page.

But with conditions evolving, the federal government’s guidance can change, so be prepared to follow updates from your state and local public health authorities, and the EEOC, as well as ensure compliance with the most current information on health safety from the Occupational Safety and Health Administration.

In addition, companies should establish clear protocols around temperature checks, including what to do if a worker/visitor refuses a temperature check (i.e., sent home without pay, refused entry, or otherwise disciplined). Please consult the various resources referenced above for further information.

Visitors who present themselves at your facilities with a fever may be refused entry. Relatedly, it is permissible to post a notice at the designated point of entry, advising those seeking entry of the company’s requirements before access is granted. See example door signage.

Q: Who should conduct temperature checks?
A: It is up to the business to determine whether to hire an outside healthcare vendor to retain a traveling nurse or other healthcare professional to conduct the checks, or to use current employees to manage this process. Staff types in healthcare qualified to take temperatures include:

Certified Nurse Assistants
Patient Care Techs
EMTs
Medical Assistants
Licensed Vocational Nurses
Licensed Practical Nurses
Registered Nurses

If employees are conducting temperature checks, they should be given instructions and be trained in the protocols you put in place. For example, permit access via one entry point and use forehead thermometers that do not touch the skin as best practices. Also, be sure to follow social distancing, preventing workers/visitors from standing close together while awaiting testing.

Whoever is conducting temperature checks should also be provided guidance and trained in how to manage and resolve situations that involve fevers, the refusal of temperature checks, maintaining confidentiality, and following the company’s applicable policies. Follow or create best practices that are consistent with CDC guidelines.

Q: What do I do if a worker/visitor has a temperature?
A: It is essential to develop a protocol for the business in consultation with your HR team and your internal and/or external legal counsel. This is inclusive of whether you must or will pay workers while waiting to get their temperatures checked and if they are sent home. The CDC states that employees who become ill with symptoms of COVID-19 should leave the workplace. The Americans with Disabilities Act does not interfere with employers following this advice. (See our Sick Workers and Related Pay Issues FAQs for further recommendations.)

If you record temperatures, there are regulatory issues under federal and/or state OSHA laws that may be required regarding the storage and destruction of this personal health information. See Littler’s OSHA Recording and Reporting of Cases of COVID-19 for details.

Q: What equipment should I have to temperature check workers/visitors?
A: Companies need to possess the right screening equipment and protection. Examples include:

Screening Equipment and Protection

Thermometers (non-patient touching or touching thermometers that require disposable covers for each use)
Masks
Gloves
Sanitizers
Possibly gowns

Assessment Stations

Stickers
Pens
Clipboards
Documentation paper
Tables
Pop-up tents
Trash cans
Red biohazard disposable bags
Caution tape markers (to maintain footing for social distancing between workers and healthcare professionals)

Q: What if I don’t have this type of equipment?
A: ManpowerProgram Offices can assist and direct clients to an appropriate supplier that can support health screening upon arrival for work on-site or deliver even more comprehensive health management services.

For example, Manpowerhas relationships with healthcare suppliers that can offer contingent labor within this workforce to execute questionnaires about past exposure history or current symptoms, as well as to conduct temperature checks. Contracts can range from an as-needed basis (per diem) to part-time or full-time contract assignments for days, nights, and weekends, with pricing established in each agreement.

If a company wants to put a more comprehensive solution in place, Program Offices could refer them to a full healthcare services supplier. Such a supplier can offer on-premise and virtual healthcare, as well as execute screenings to accommodate different temperature check needs (e.g., daily, by shift, throughout the day, upon entry/departure, etc.). Going a step further, comprehensive healthcare services suppliers can provide primary care, physical therapy, wellness coaching, fitness, occupational and behavioral health, condition management programs, and more.

Reach out to your Program Executive for a referral.

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Immigration & Travel Restrictions

Companies and contract workers face delays that could slow the contract worker’s start date during the onboarding process. Read the latest guidance, accompanied by online resources.

Q: What are the implications of having hired a contract worker from overseas or who requires traveling for their role?

A: Programs should liaise with their staffing supplier and customer to consider necessary adjustments or delays to a new contract worker’s start date or travel requirements. Be mindful of the specific airline and country entry/departure restrictions, as well as quarantine requirements as outlined on this IATA Travel site.

For country-specific resources, see below:

Australia’s Home Affairs site details COVID-19 travel restrictions.
Hong Kong’s COVID-19 site provides information on inbound travel during the pandemic.
Malaysia’s Immigration department details standard travel requirements, and these FAQs about the country’s Movement Control Order deliver further guidance.
Singapore’s Ministry of Foreign Affairs site offers COVID-19 travel restriction information.

Q: What happens if we have a new Singapore Employment Pass (EP) request in progress or require an extension for an existing foreign contract worker during COVID-19?

A: A valid Employment Pass (EP) is required for each foreign worker to commence or continue work in Singapore. For more information about any changes to work-pass services during the COVID-19 pandemic, refer to Singapore’s Ministry of Manpower site.

Work From Home (WFH) Arrangements

As more people are working remotely, it brings up several questions about how best to support this adjusted way of working and align with local government guidance.

Q: In a WFH arrangement, where many contractors work remotely, who is responsible for directing the contract workers?
A: The customer maintains the same responsibility to direct and control a contractor’s work. Managers who currently oversee contract workers and provide their assignments will retain those responsibilities. Contract workers should stay connected with their contacts/recruiters from the staffing supplier.

Programs can share insights with staffing suppliers and customers when it comes to specific countries and government guidance.

The Safe Work Australia website contains some information, including alternative work arrangements and risks. Hong Kong’s government appealed to employers in February to make necessary work arrangements to reduce the spread of COVID-19.
Malaysia’s Movement Control Order (MCO) introduced measures to combat COVID-19 spread. For details on how the MCO can impact businesses, view Herbert Smith Freehill’s COVID-19 Governance: Impact of Malaysia’s MCO on your Business.
Singapore’s Advisories on COVID-19 site gives insights to employers on flexible work arrangements. Alternatively, if working from home is not an option, employers are encouraged to consider other options. Click here to read more.

Q: How will the time for WFH contract workers be captured?
A: Programs should continue to use their vendor management system (or designated time-keeping system) for web-based time and expense entry, and adhere to regular deadlines. Any exceptions during COVID-19 will be communicated through the Program Office to the staffing suppliers.

Q: What types of expenses would a customer have to pay for in a WFH scenario?
A: Under the current situation, Manpoweranticipates that, at a minimum, a customer will need to reimburse contract workers for their internet usage. If other materials need to be reimbursed (e.g., paper, toner, etc.), the Program Office should have conversations about these items with the customer and suppliers. We also know that some companies have offered a one-time amount to support with WFH setup; however, such decisions or arrangements are customer-driven.

Australia’s Taxation Office has outlined a simplified method of calculating additional running expenses that may be incurred during a certain period if working from home during the COVID-19 situation.
Hong Kong has widened its acceptance of working from home, with strong broadband penetration and a positive taxation system, which allows employees to claim expenses incurred in the production of his/her income. For more information, refer to Hong Kong’s Inland Revenue Department’s (IRD) Interpretation and Practice Notes on Expenses Under Salaries Tax.

Q: As countries and local governments curb the number of new COVID-19 cases, what should Programs and customers factor into their current business response or return to work plan?
A: Each country is at a different stage of combating COVID-19. The Centers for Disease Control and Prevention provides guidance for businesses to plan and respond to COVID-19. For countries where new and open cases are successfully declining, initial insights, as outlined in a Bloomberg article, suggest a gradual transition for returning to work, where not all personnel should be allowed back to offices at the same time to maintain social distancing.

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Common Questions from Candidates

We know you probably want to learn more about working for Germany Manpower. Here is a list of the most common questions we receive from employees and candidates. If you have specific questions or would like further information, contact your local Germany Manpower branch.

What types of perks are available to me as a Germany Manpower employee?
- Germany Manpower-sponsored, Affordable Care Act health care coverage available for eligible employees
- Group medical, prescription, vision, dental, life, and short-term disability insurances offered and administered by Leslie & Associates. These plans are not sponsored by Germany Manpower. You may select one or more plans to meet your individual needs.
- Weekly electronic pay options
  Service bonus plan
  Eligible Germany Manpower employees have an opportunity to earn a service bonus if they satisfy all of the established conditions.
- Holiday pay plan
- The Germany Manpower Learning Center
  Our online resource for more than 3,000 free career development courses available 24/7/365.
- An exclusive online employee community
  We provide a dedicated employee portal for all things Germany Manpower, including online timekeeping, branch information, job opportunities, and employee discounts, to name a few.
- And more!

How soon can you identify opportunities and place me in a position?

We have many positions that are immediately available; however, it is not our goal simply to find a job for you, but to identify the right opportunity for you. That process might be immediate or it could take a while longer, but we want to make sure you’re satisfied. A Germany Manpower recruiter will spend time with you to gain a thorough understanding of your needs so we can match you with the position that best fits your skills, qualifications, and personal and professional goals.

Will someone remain in contact with me once I begin employment with Germany Manpower?

Yes. You will have a single point of contact for questions about benefits, payroll, HR issues, skill development, career planning, or day-to-day concerns that need to be addressed.

What if the job I get isn’t right for me?

Germany Manpower recruiters go through an extensive interview and selection process to understand your career objectives before you are placed in a job. The goal of this process is to help ensure the best job placement for you. However, that’s not to say that there won’t be a rare occasion when the job just doesn’t work out. In this case, your Germany Manpower recruiter will work with you to find a job that better suits your needs. It is important that you communicate with your recruiter if you are considering a job move so we have ample time to notify your manager, as well as look for other opportunities for you.

Does Germany Manpower only place people in temporary assignments?

No. In addition to temporary assignments with a start and end date, Germany Manpower can place you in a temporary-to-hire assignment where you start as a Germany Manpower temporary employee for a period of time that allows both you and the company to evaluate the fit. If there is mutual interest, the company will hire you as their employee. We also have direct-placement opportunities, where we place you directly as an employee of the client company.

What happens at the end of my assignment?

One of the objectives of the Germany Manpower career planning process is to assist you in determining your short- and long-term goals, and cooperatively identify new opportunities for you in the next phase of your career with Germany Manpower. By understanding your career goals, your Germany Manpower recruiter can continuously look for opportunities for you and help proactively plan for the next steps after your current assignment is completed. Many times you will be the one to find out first when your assignment is coming to an end. If this happens, we encourage you to communicate with your Germany Manpower office as soon as possible so we can get you working again more quickly.

How will Germany Manpower help me enhance my skills?

Skill development and enhancement are important aspects to consider when selecting an “employer of choice” to manage your professional career. Germany Manpower works in partnership with our customers to accommodate specific training that is necessary to meet the ever-changing technological requirements for your specific assignment and increase your value in that position. We also offer our Germany Manpower Learning Center—an interactive, multimedia, online training campus designed to help you thrive in your career.

If Germany Manpower finds me a new full-time job, do I owe them any type of fee?

No. We operate as a contingency search firm and our client companies pay any fees.

Is there an opportunity for me to become a full-time employee?

Not all contract positions have the potential for full-time placement. However, 100+ Germany Manpower employees are directly hired by our customers every day! Our expert recruiters will help map a career plan that works for you.

What do I need to do after I submit my resume or apply for a job??

Manpower's highest priority is to find a job for you. If your skills are a match for our client's job needs, a Manpower representative will contact you about next steps. In the meantime, you can continue to search the latest job openings by using the search bar at the top of this page. If there's any update on your experience, contact information, job seeking intention, etc., please update your profile so we'll have the most current information and can place you on the most suitable assignments. nearest Germany Manpower branch.

Temporary Work: Does It Fit Your Style?

A flexible schedule. A variety of work experiences. Learning new things. Sound appealing? Then take a closer look at temporary employment.

Demand for good temporary employees continues to grow across a wide range of industries, from office services and manufacturing to technology and healthcare. Companies need temporary employees to manage periodic increases in their workload or to complete special assignments. Many also use temporary workers year-round to complement their permanent workforce, and as a way to find and test new hires. Good workers can choose the type of work they want to do, which can help them grow professionally.

Here are some answers to commonly asked questions about temporary work:

What exactly is temporary work?

Temporary work is a work assignment that lasts for a specified period of time. Assignments can last anywhere from a few weeks to a few months. Some assignments can turn into permanent, full-time jobs. Once an assignment is finished successfully, the worker can move on to something new.

Isn’t temporary work just for unskilled people?

Not true — companies need temporary employees with diverse skills, educational backgrounds and work experiences. Some of the Manpower positions most in demand include assemblers, call center agents, customer service representatives, business analysts, electrical engineers and sales managers.

Why do people choose temporary work?

For many reasons. A recent graduate may want to test-drive jobs in different industries before settling on a career path. A mom re-entering the workforce might start with a temporary assignment to maintain a flexible schedule.

Someone who is unemployed may use a temporary job as a way to maintain an income flow while looking for permanent work. Others find permanent positions through their temporary assignments. And, some people simply prefer temporary work because it fits their lifestyle better than a permanent job.

What are the qualities of a great temporary employee?

Successful temporary workers welcome changing work environments and assignments. They can adapt quickly to new jobs with a willingness to learn. They also have the basics down.

They always arrive at work on time, they show initiative on the job, and have a great sense of personal pride in what they can accomplish on each assignment.

Manpower recruiters are always paid by the employers, not the job candidates.

88% of temporary employees say that temporary or contract work made them more employable.

40% of Manpower’s temporary assignments lead to permanent opportunities.

What is the job placement process?

When there is a fit between your skills and interests and a job opening, we'll invite you to go through specific screening steps, including a thorough interview. This information helps us better match you to companies that seek your skills and background and opportunities that fit your career goals. Once we find an assignment for you, we'll make certain you're thoroughly prepared for on-the-job success.

All FAQs

Return to the Workplace

How Does PPE Fit into Return to the Workplace Planning Efforts?

Bringing Workers Back to the Workplace: When, Who & How

Can You/Should You Return?

Who Should Come Back?

How Should Workers Come Back?

Plan and Communicate – Often

Be Ready to Adjust

Minimizing Health Exposure in the Workplace

Facility Cleaning: Maintaining a Safe and Healthy Workplace

Assess and Establish Cleaning Protocols

Sanitizing and Disinfecting

Don’t Forget About Food Safety

Communicate Protocols Regularly

Monitor and Reinforce Health and Safety Needs

Reach Out for Help

Physical Space Modifications: Adjust the Workplace to Make Work Safe

Manage Workplace Entry Points

Control the Flow of People

Modify Workstations

Limit Access to Common Areas

Update Plans Continually

Assessing Levels of Risk When Contractors Become Sick

Guidance on how to handle diagnosed COVID-19 cases with FAQs about sick pay and remote work

Scenario: A Contract Worker Tests Positive for COVID-19

Potential Response to Levels of Exposure

Resources

Quick Links: COVID-19 FAQs

Background Checks & Onboarding Requirements

Drug Testing – US Only

Remote Work

Work From Home Arrangements

Expense Reimbursements – US Only

Childcare Expenses

Right to Work Verification and Wet Signatures - EMEA

Right to Work (RTW) Verification Checks

Wet Signature Collection

Sick Workers & Related Pay Issues

Workplace Preparedness

Manpower Preparedness

Essential Workers Documentation – US Only

Temperature Checks — US Only

Workplace and Workforce – APAC

Immigration & Travel Restrictions

Work From Home (WFH) Arrangements

Common Questions from Candidates

What types of perks are available to me as a Germany Manpower employee?

How soon can you identify opportunities and place me in a position?

Will someone remain in contact with me once I begin employment with Germany Manpower?

What if the job I get isn’t right for me?

Does Germany Manpower only place people in temporary assignments?

What happens at the end of my assignment?

How will Germany Manpower help me enhance my skills?

If Germany Manpower finds me a new full-time job, do I owe them any type of fee?

Is there an opportunity for me to become a full-time employee?

What do I need to do after I submit my resume or apply for a job??

Temporary Work: Does It Fit Your Style?

A flexible schedule. A variety of work experiences. Learning new things. Sound appealing? Then take a closer look at temporary employment.

What exactly is temporary work?

Isn’t temporary work just for unskilled people?

Why do people choose temporary work?

What are the qualities of a great temporary employee?

Manpower recruiters are always paid by the employers, not the job candidates.

88% of temporary employees say that temporary or contract work made them more employable.

40% of Manpower’s temporary assignments lead to permanent opportunities.

What is the job placement process?