COVID-19 has pushed construction companies to make permanent changes to their benefits and communication plans. From struggles with mental health, remote work and adjustments to benefit plans, new realities have emerged as a result of the pandemic.

Here are three new realities construction owners should keep in mind to assist in navigating these challenges and changes this year.

Worksite Communications

Given the fast-changing mandates and policies, the pandemic has encouraged construction employers to create unique communication plans with the ability to have remote access to all communications.

Unique Benefits

Construction employers have put a large focus on their benefit options to make their organization stand apart from others, especially during this time of labor shortage and lack of skilled labor. Showing employees and future workers they are supported by robust benefit packages is one way to demonstrate how much they are valued. A unique benefit offering such as a financial wellness program can provide support to those who faced financial setbacks during the pandemic by providing education, resources and coaching.

Handbook Refresh

There are differences in communication across generations, cultures and remote workers. Seek guidance on how to build a company culture that is committed to diversity equality and inclusion (DEI) while keeping policies compliant. Offering resources that train and communicate these new channels can help employees understand how to use the handbook and benefits program. It’s important to review the employee handbook to ensure the process for applying for benefits is the same for all employees, as well as evaluating opportunity to improve inclusivity.

Creative Cost Savings

Health care costs are increasing, which has forced employers to create strategies to contain costs while still offering affordable, high-quality care for their employees. There are ways to reduce costs including plan design changes or motivating employees to maintain and improve their health. A healthy workforce, physically and mentally, improves an employee’s health and well-being, boosts morale, and promotes a culture of safety. Wellness incentive programs aimed at supporting healthy behaviors such as quitting smoking, addressing obesity or managing diabetes may positively impact insurance premiums.

Safety and wellness programs have many areas of mutual impact, providing a real benefit to employees and the bottom line. These areas of mutual impact can decrease the number of injuries and illnesses and reduce related insurance premiums. For example, a workforce that implements a wellness and safety program to decrease obesity rates could result in lower medical claim costs and lower safety risk on the worksite.

Using the company’s employee benefits data may provide insights into new opportunities for wellness initiatives. For example, if claims data shows high costs for diabetics on the plan, a company could implement diabetes prevention and management programs to help offer supportive options aimed at improving the health of their employees, while also working to decrease their overall claims costs

Mental Health

According to the Center for Disease Control, suicide rates have risen among males in the construction industry. Many are dealing with chronic pain, pressures of jobsite tasks, end-of-season layoffs and personal matters. COVID-19 has only exacerbated an already alarming trend. Mental health is not only a risk to employees’ health and well-being, but also their safety. The impact of the current mental health crisis will outlast the pandemic, which is pushing employers to focus on how they can support their employees. Offering competitive benefit packages that prioritize wellness and mental health can help to increase employee engagement and attract new talent.

The recent years have brought other realities to surface but keeping these can help construction companies thrive this year.