As companies debate how and when to return to the workplace, the rollout of COVID-19 vaccines means returning to the office is a near-term reality, instead of far-off speculation. Even the companies that have gradually reopened their offices will have to weigh several potentially conflicting factors in determining their return-to-work strategy.

A return to offices is a mixed bag for most employees and even companies. While many companies heralded success with the work-from-home shift, others have seen compromises in productivity, communication, morale, creativity and effectiveness. Despite a proliferation of digital tools and video conferencing solutions, most companies find it is hard to replicate the collaboration that comes from in-person formal and informal gatherings. Many employees have had to grapple with sharing a home workspace with children or spouses and vying for internet bandwidth. Finding a quiet place to think or conduct a Zoom meeting can sometimes be difficult. It may be nice not to have a commute or have to dress up, but there are definite downsides.

Employees and employers are also deeply immersed in a world of fear, polarization and politicization, misinformation and dynamic change. COVID-19 has shown enormous variability – some people are seemingly unaffected, others struggle to live and breathe. Some are left debilitated by long-term health consequences. No one knows exactly how they will fare if exposed to the virus. At the same time, those with lesser health concerns may have great concerns over the loss of personal freedoms or what they see as a heavy-handed, draconian response by government.

This is the environment one must contend with when contemplating office re-openings. Employers cannot afford to misstep through bad decisions and judgment. They need to build trust with employees and provide necessary transparency and participation in the planning of an office return. Companies need to accommodate employees with varying mindsets, including, potentially, those who are adamant about not getting vaccinated. It is likely that companies will have a mixture of employees who have been vaccinated and those who have not. The proportions may change as more get vaccinated, but there are some who many never agree to it. Factoring in such “mixed” populations needs to part of an office re-opening plan.

One of the biggest risks companies face regarding returning to the office is making a decision too quickly or without the appropriate amount of data to back up the reasoning. Without properly weighing and accounting for risk, going back to an office may cause far more harm than good. Damage is not necessarily limited to health issues. For example, employees at a prominent software company alleged apathy from upper management to health risks, and said there were efforts to squash opposition after they were told to return to offices. Due to backlash, the company later told its employees they would be allowed to work from home through the end of the year.

Several banks tried to re-open larger offices and banking centers only to close them within a short time—less than two weeks—because of an outbreak of the virus among employees. These setbacks can cost credibility and expose companies to serious liability.

To avoid such scenarios, it is important to fully measure all of the factors shaping a return to the workplace. Decisions should be science- and data-driven to ensure carefully mitigating risk and providing needed levels of confidence and credibility. Multiple dimensions shape return-to-the-office decisions, including room size, number of employees, meeting spaces, individual workspaces, air circulation and HVAC systems, congregating points and other considerations. Safety and risk are first considerations, but employee trust is also a considerable factor.

Having objective data and a scientific method and analysis as the basis for decisions increases trust and more willing compliance. It also shifts company planning from a focus on “one size fits all” general guidelines, such as those provided by the CDC, to a specific analysis of their office or offices and group of people. It also allows for careful adjustments as conditions change.

To avoid potential backlash, here are three things the C-suite should consider before returning to offices:

Know Your Office
The office is your people. While some of your employees may not have a problem returning to the physical workspace, other employees might. Before returning, consider conducting a poll of how your employees feel about returning to the office. What are their questions or concerns? What would ensure greater confidence? After that, think about what changes you can make to the physical space and what new practices or policies can be introduced to emphasize a thoughtful approach to a new reality. Changes to meeting room capacities, the way in which group meetings occur and how they are structured, what can be accommodated in break areas and what sort of protective measures can be implemented are important to communicate in advance of an actual return.

Make Data-Driven Decisions
Just like any other area of business, putting data behind different risk levels can help you understand exposure level. Studying elements such as aggregate employee data, existing infectious disease policies and procedures, HVACs and floor plan layouts leads to a comprehensive analysis of the risk. Evaluating these are important for decision making and for credible communication to employees. Company leaders can also be prepared when some employees ask: “Show me the data.” The analysis or interpretation of data is another important factor; this, too, must be clearly communicated to show that there is a proven methodology being utilized.

Ensure Leadership is on the Same Page
While many employees and teams may be involved with the return to work decision, ultimately the CEO, CFO, HR, and legal teams are the ones to call the shots. Each may have different issues and concerns that will need to be satisfied. It may be expedient to involve them in all phases of the decision, starting with the data analysis. Having an executive taskforce will enhance smart decision making. A taskforce with individual contributor employees or managers may also be helpful in easing a smooth transition. In some companies, it may be possible to combine executive and employee into a single taskforce group. The team ideally becomes unified and can then help communicate and corroborate the plans to other employees.

The combination of engaging data and people provides a strong foundation for good decisions and well-run execution of plans. Both are important considerations, as companies need to earn trust and allay fear. A report that lays out the key elements of risk levels based on scientific analysis is essential, and bringing people into that process early enables a smooth transition. In addition, employees or leaders may have other ideas and issues to augment the findings for the greatest benefit. The pandemic has been hard on everyone, and it is important not to underestimate the emotional stress, fear and frustration that affect many employees. False starts and employee revolts must and can be avoided, and companies can look forward to new beginnings in a post-pandemic world.