When employers manage and provideflexible work environments, employees can build an atmosphere inwhich they can best work long-term and feel fulfilled. (Photo:Shutterstock)

Right now, it is difficult to predict how the workforcelandscape will look post-COVID-19. The pandemic caused manyorganizations to quickly adjust as employees transitioned to workfrom home and adopted a new work environment almost instantly –especially if there were no existing remote work policies inplace.

As our society and the economy adapts to the "new normal,"companies must determine what their workforce will look like longterm as they are facing different a business environment, employeepreferences and safety measures. Employers need to address how tore-engage their employees and make sure they feel like theirconcerns are addressed. Being proactive in these discussions andexecutions will help set companies apart and retain talent.

Related: What are the most desirable attributes in a remoteworkforce?

The transition to remote work was unprecedented for manyemployees and companies. However, as the option to return to thephysical workplace becomes viable post-COVID, that does notnecessarily mean everyone is ready to return. Many may have enjoyedthe flexibility that arises from working remotely and would likethat to continue. Others who work in shared office spaces, ridebusy elevators or use public transportation may not be ascomfortable with the increased social interactions. Companies thatquickly recognize that working from home is an option that manyemployees may prefer will increase their overall success in talentmanagement.

There are a lot of factors for employers to consider whendeciding what the future will look like for their workforce. Whilesome employees will be content working from home, there are otherswho are ready to return to the workplace for more socialinteractions, better productivity and efficient tools andfacilities. For those who choose to incorporate remote working withtraditional work environments, they will need to rethink theirprocedures. For example, per social distancing guidelines, meetingsin conference rooms may need more distance between chairs andeating in the cafeteria will need processes that encourage limitedinteractions. Added safety precautions may be needed such as dailytemperature checks and sanitization stations. Either workenvironment will require additional HR resources to help employeesmanage their preferences and adjust to the newfound settings.

Regardless of how a company's workforce looked like pre-COVID,post-COVID will be different. When employers manage and provideflexible work environments, employees can build an atmosphere inwhich they can best work long-term and feel fulfilled. Allowingthem to personalize how they chose to work long-term based on theirchanging needs will help them feel valued by their employer.

A new work environment means a new work culture. As some companies found theirfooting, they were able to shift to focus on HR initiatives likevirtual employee happy hours to safely connect with everyone. Thisnew culture looks much different than it did before and will needto be redefined with impact of COVID. Many employees may feeldisconnected from their employer, especially if there were layoffsand/or furloughs at the company. A virtual setting can inhibitcommunication as there are not as many "face-to-face"interactions.

Additionally, the work culture and workload may have shifted ina remote setting. It is important to recognize how employees feeland focus on re-engaging everyone on what it means to belong toyour organization. Finding any pain points and enhancing theculture will encourage employees to stay committed and engaged withthe company while sharing similar values and priorities. This willneed to be an important and ongoing part of your talent acquisitionand retention strategy.

The post-COVID workforce will be a transition for both theemployer and employees. Ensuring any company news is wellcommunicated, timely, and addresses the needs of employees andtheir families, will ease stress and uncertainty and help make thetransition to their new environment smoother.

As employers are redeveloping their culture there is anopportunity to recognize and evaluate if there are any additionalneeds that their human resource information system cannot solve.Providing new solutions to address previous issues might bewelcomed as employees are already adjusting to new workflows. Forexample, having different communication channels based on workerpreferences, such as a mobile-first approach, can make it easy toreach everyone regardless of their location for important updatesabout benefits, socially distant guidelines to deal with stressmanagement. Finding a solution that is flexible can encourageengagement and increase employee satisfaction.

The landscape with COVID-19 requires employers to takeresponsibility to strengthen their workforce culture. For this, HRpersonnel will need to be stronger than before with a thoroughunderstanding of the changing landscape. Any gap, whether inculture or communication, must be addressed and resolved aseveryone adjusts to a new normal. Helping employees recognize thattheir employer cares about them through personalized options takestalent retention to the next level. Being flexible with the newwork environment will be crucial to building employee loyalty withengagement in the future company brand and culture.

Dinesh Sheth is CEO of Green CircleLife.