Postponing gives the workers who are responding to new requirements sufficient time to become fully vaccinated. And it gives companies more time to set up the logistics that accompany vaccination mandates, such as processes for tracking vaccination status and, soon, who has received a booster.
“Within a company, a C.E.O. can say: ‘Our company, our culture, our business. We need to be together, we need to be in the office, this is the date,’” said Mary Kay O’Neill, a senior health consultant at Mercer Consulting Group. “And then our friends in H.R. are like, ‘How are we going to do that?’”
For some organizations, negotiations with unions are also a factor.A spokeswoman for NPR, which has not set a date for returning to the office, said the public radio network was working “with key stakeholders, including our unions, to evaluate the best approaches to keeping our staff safe and maintaining our operations.”
The agility of technology companies, alongside industries like consulting and media, is in many ways unique. CVS Health is still eyeing a fall return, albeit with a degree of flexibility worked in. And many employees never went home at all — with a good portion of workers at companies like General Motors, Ford Motor and Chevron having worked on-site throughout most of the pandemic.
Many companies that did send employees home remain eager to bring them back. The longer workers stay out of the office, the harder it may be to cajole their return. And real estate costs are difficult to justify if offices are left empty.
In finance, which traditionally puts a priority on in-person apprenticeship and hustling, the prominent firms have made being in the office a recruiting tool. Goldman Sachs brought back its employees in June and JPMorgan Chase in July. The rise of the Delta variant didn’t slow those plans down, but it did seemingly expedite measures to prevent the spread of the virus. Goldman said last month that it would require anyone who entered its U.S. offices, including clients, to be fully vaccinated.
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