Newmethods of recruitment, measuring and assessing performance, successionplanning and testing competency are among the approaches organisations haveadopted. Other organisations have looked at the terms and conditions they canoffer staff and tailored them to attract the applicants they need. Newtechnology can often play an important role. If your team has developed strongapproaches to recruitment and retention you should be entering this award. FrazerJones Award for Innovation in Recruitment and Retention SponsorFrazer Jones wants to stress the importance of looking at recruitment beyondthe phase of hiring new staff. “Recruitment and retention is one of themost visible ways that HR can add value to an organisation,” says partnerMark Brewer. “In our view retention is as important as recruitmentalthough in many organisations less emphasis is put on it, which simply doesn’tmake sense. We see our business as not just hiring but enabling clients to keepthe best available talent.” Categorysponsor Has yourteam developed recruitment approaches that seek out the most talented staff andensure they stay with the organisation?Then why not enter this year’s PersonnelToday Awards? Inaddition, the company empowers its staff to provide an outstanding servicethrough first-class communication, an attentive and focused approach and highlyrelevant solutions. Frazer Jones is part of the SR Group, a global group ofrecruitment firms specialising in the tax, legal and management consultancymarkets. Previous Article Next Article With thecurrent backdrop of skills shortages and the war for talent, this award couldnot be more timely or important. It is designed to recognise innovativeapproaches in selection, recruitment and retention of employees. The judge willlook for an HR team that has adopted a clear approach to selecting employeesand developing, motivating and retaining them in line with strategicobjectives. Personnel Today Awards 2001On 10 Apr 2001 in Personnel Today Closingdate for entries: 15 June 2001 Related posts:No related photos. Entry forthe awards is free. Comments are closed. FrazerJones is a specialist recruitment consultancy working exclusively within the HRmarket, with offices in London, Leeds, Manchester and Sydney. Its philosophyhas always centred on developing and maintaining mature business partnershipswith clients. It consistently adopts the most progressive recruitment methodsand invests them with traditional values of honesty, commitment,professionalism and accountability.
“A”writes: I have recently progressed from working as an admin clerk, to becominga customer services and call centre adviser. I am studying LCCI PublicRelations Level 3. I am 17, and desperately want to succeed within HR. Howeverit seems that to study personnel you have to be working in a personnelenvironment, and to work in personnel you have to have studied it! Is there anyway in – maybe as an HR clerk or assistant – at the stage I am now at? I wouldreally appreciate your help.MargaretMalpas, joint managing director, Malpas Flexible Learning writes:It’sreally great hearing that you have such a clear career direction to pursue! WhatI suggest is that you look at the CIPD programme called Certificate inPersonnel Practice. This is purpose designed for your situation, it takes aboutseven months and gives an introduction to all key areas withinpersonnel. With this you would be very well qualified to apply for posts as apersonnel assistant. Alternatively,you could apply for jobs as a personnel assistant and see if they will sponsoryou to do the CPP, which is quite a common practice.Goodluck with your career!PeterWilford, consultant at Chiumento Consulting Group writes: Getting into HR can bedifficult but there are a number of approaches to take:Firstly, if youare happy with your current organisation contact the HR Department for advice.They may have vacancies, or give some pointers as to where to look in the localarea. If this does not bring success,use a combination of avenues for job seeking. This should include:Write to local employers, particularly those you see expanding. Contact your local college offering CIPD courses and ask them for advice on career opportunities and the names of local companies who might have suitable vacancies. Attend local CIPD meetings – a great way to network and to find out about local employers. Use your network to think about all the people you know who work in the area already. Ask their advice and any contacts that they might have. Remember you are not asking for a job but for advice and who to talk to! Look for clerical jobs in the local papers. Talk to employment agencies, locally, and national HR agencies. Perhaps help out with a local charity, within the HR field.Tobe serious about a career in HR a CIPD qualification is essential. Find outabout courses available before making the decision that HR is for you. Talkto your local college or contact the CIPD (web site: www.cipd.co.uk). Ask for alist of colleges locally who provide CIPD courses.Finally,send your CV with a good covering letter to companies. Sell your achievements.Employers will look at what you know about the reality of workingin HR and whether you have the commitment to do it. If you have done yourresearch well this will come across in your application and at interview.Fortips on networking and writinga CV, see our CareerGuides page How do I break into HR?On 26 Jun 2001 in Personnel Today Previous Article Next Article Comments are closed. Related posts:No related photos.
After10 years of multinational growth, Latin American companies are facing theproblem of retaining and motivating key performers. Jacqueline Vitali reportsWhenmultinationals entered the Latin American region a decade ago, the biggestchallenge was to find capable staff. Today the problem of how to attract,motivate and retain high-impact performers is beginning to surface. InLatin America, as in the US, Canada and Europe, total remuneration packagesstart with base salary but also typically include long and short-term incentivepay and benefits. In countries with a strong flow of foreign investments suchas Brazil, Argentina, Mexico and Chile, a fair salary has to be topped up by apackage of other rewards, incentives and working conditions. Surprisingly,one of the key motivators is cars, followed by bonuses. To attract top-leveltalent in Brazil for example, companies need to provide executives and managerswith a luxury car, as well as a defined benefit retirement plan. Butexpectations and cultural values regarding total remuneration packages candiffer significantly from country to country in the Latin region. “InArgentina where the economic situation is very unstable,” says Luis PerezVan Morlegan from Argentinean-based HR consultancy Bertoni & Asociados/HNeumann International, “many good executives are looking for work butobviously the top performers are employed and not always willing to leaveunless another company offers them a substantial hiring bonus. One of the bestmethods of attraction is a bonus because it is linked to the performance of theemployee within the company. It represents a percentage of the annualremuneration which is the equivalent to two to five times the wages.”Long-termincentives such as stock option programmes were implemented in a growing numberof companies in the region, especially in the fast expanding hi-tech andtelecommunication sectors. “In Mexico,” explains Hugo Oliveri, aconsultant based at the Mexican offices of professional services firm WatsonWyatt, “stock options are becoming a very strong tool to retain highlyskilled performers. They represent 25% of the basic salary. Bonuses are givenin 80% of companies, which represents 20% of the basic salary.” Asurvey carried out by Watson Wyatt in Puerto Rico indicates that despite thehigh unemployment rate of approximately 11 per cent, base salary increasesrange from 4.5 per cent to 4.8 per cent each year. And yet, over 50 per cent ofthose companies surveyed are experiencing difficulties in attracting andretaining critical skills and talent.”Totackle this problem,” explains US-based HR consultant Douglas H.Hachenburg, “companies have to incorporate pay-for-performance with largeopportunities for high performers. A strong recruitment strategy is alsoimportant to select the most qualified individual. Finally, improving employeecommunication in areas such as benefits is also crucial. Bonuses are paid atall levels, with more senior positions eligible for substantial payments,although not as high as in the US. Cars are one of the most attractive andfrequent management perquisites in the country.”Formany companies in the region, variable pay continues to play an important rolein linking rewards to performance. Programmes that have increased inutilisation since 1998 are: individual performance incentives, team/small groupincentives, spot recognition awards and retention bonuses.Butthere are also three non-financial incentives that have a strong impact inattracting highly skilled workers in the region – job stability, training andpromotion. However,as work-life balance issues are important in Latin America, benefits thatrecognise family commitments go down well with employees too. Anna MariaGonzalez, for example, HR manager of fmcg company Sara Lee in the DominicanRepublic, says management at Sara Lee in the Latin region has focused on itsemployees’ number one priority – their families. “Dominicancompanies are following US examples by including family members in fringebenefits, such as life and health insurance, club memberships and so on. But weare also going the extra mile to look after employees by recognising homecommitments. Help is given through organising summer camps, Christmas partiesand picnics for staff and family members. At Christmas we also give out foodbaskets for the family,” says Gonzalez. “And this is a great way tohold on to staff.”Manycompanies in the region also provide free lunches and vitamins for employees,especially in areas where malnutrition is a problem. Previous Article Next Article Related posts:No related photos. Comments are closed. Hanging on to the high impactersOn 1 Dec 2001 in Personnel Today
Previous Article Next Article Organisations need to be much more systematic in the way they capture staffknowledge. This is the message from a CIPD report Managing Knowledge Workers: the HRDimension, which shows employers need to work harder at encouraging theiremployees to share knowledge and ensure essential know-how isn’t lost whenworkers leave. The report advises on managing knowledge workers, highlighting theimportance of autonomy, challenging work and sharing in the creation oforganisational values. It also looks at how firms have taken a more inclusive approach to knowledgeworkers. Diane Sinclair, CIPD adviser on employee relations, said the creation andsharing of knowledge is a major source of competitive advantage.”Companies can inadvertently encourage employees to keep knowledge tothemselves, but this knowledge is increasingly where critical values lie,”she said. Comments are closed. Share knowledge to move forwardOn 5 Mar 2002 in Personnel Today Related posts:No related photos.
Onlinerecruitment is surging ahead, but is there a danger that it may discouragepotential applicants? HR professionals had their say at a roundtablediscussion. Nic Paton reports Even the most Luddite of HR professionals cannot afford to ignore the riseand rise of online recruitment. From a standing start five years ago, theonline recruitment market in the UK is now a multi-million pound industryattracting millions of jobseekers to a vast array of sites. Only last month (August) jobs website GoJobsite claimed 82 per cent ofjobseekers considered the internet to be the simplest way to source new jobopportunities, while 84 per cent thought it the easiest way to apply for jobsand 55 per cent found it the best way to land a position. And a survey of 9,000 people by online recruiter Workthing in May – part ofthe Guardian Media Group – found some 36 per cent of internet users – or anestimated 6.3 million people – had sought jobs online – a 50 per cent increaseon last year. Yet it’s still early days. Online recruiter Totaljobs estimates onlinerecruitment still only makes up about 5 per cent of the multi-billion poundrecruitment market. To find out, then, how HR professionals should best exploit this potentiallylucrative market – and make sure they are not left behind – Personnel Todayorganised a roundtable debate on the issue. We invited senior HR practitionersfrom both the private and public sectors to discuss online recruitment – thebenefits, the challenges and its future. Does online recruitment bring real business benefits? Even those who admitted to a fair degree of scepticism – such as Martin Tiplady,HR director at the Metropolitan Police – accept that online recruitment canproduce real business benefits. He said he had been surprised by the quantityof internet job enquiries the Met had received. “Last year, we recruited between 2,500 and 3,000 people from 60,000enquiries and 25 per cent of those came through e-mail and the internet. We arenow thinking we will not only want enquiries through it, but applicationstoo,” he said. The challenge, argued Helen Williams, resourcing development manager atSafeway, is how to reduce spend on external websites and attract passivejobseekers. The supermarket chain has set up careers pages on its corporatewebsite, which has been running for around two months. Even at a relatively basic level, online recruitment can bring easy costbenefits, she said. “Our website is not actually a key source ofattraction. We are directing people to it once they have made some sort ofcontact with us. But we do see benefits in cost savings. We’re not posting outapplication forms and we’re saving a lot of time because the response isimmediate.” But if you wish to make savings it is important to be focused on what sortof candidate you want, argued Charles Macleod, head of recruitment atPricewaterhouseCoopers. Online recruitment has a reputation for ‘scattergun’job hunting, offering too many jobs on too many sites without the ability tofilter applications adequately, so actually adding to HR’s workload. “The last thing you want to do is to attract everybody. We probablydeal with about 15,000 applications from graduates a year, but if you can focusyour applications on those who are potentially viable with a decent and fairlyrobust selection process, then the web can be very powerful as a way of drivingdown your selection costs,” he said. Does it find the right people? The most problematic element of online recruitment for all of the roundtableparticipants is whether using the web produces the right kind of people for thejob, and the right blend of candidates. “Our experience is that it hasbeen particularly good at attracting graduates but not particularly good atattracting anybody else,” said John Ainley, HR director at Norwich Union,which has had an online recruitment site for nearly four years. Where online recruitment beats conventional recruitment hands down is in itspotential to allow an employer to build an ongoing relationship with a possiblecandidate, he added. Even if there is not a suitable job available at the current time, e-mailallows an employer to keep in touch and keep them interested – a distinctadvantage to just sending out a form letter and slotting the CV away in afiling cabinet. For graduates, applying online is often simply an extension of their normalworking methods, argued Macleod. But employers need to remember the internet isless attractive to others. Many workers, particularly the lower paid or thosein the public sector, for instance, may not have access to a computer. While the number of older workers who are computer literate is increasing,there are still many who are not. With workforce demographics changing, andforthcoming legislation which will ban age discrimination in 2006, employersneed to be careful they don’t discriminate, or harm their chances of gettingthe best candidate simply because they’ve gone completely over to online. “I don’t think we’re quite in a position where the web is the ‘silverbullet’, certainly not in terms of online applications or online selecting,we’re still some way off from that,” said Macleod. The issue of who you want to attract or put off is very problematic, agreedMaureen MacNamara, head of HR at the Law Society. This is particularly the casewhen dealing with people with disabilities, which may not be immediatelyapparent if someone is applying online. “We are trying to be incrediblycareful about it, as I am sure are lots of other organisations, to ensure thateveryone is treated exactly the same,” she said. Pfizer receives about 150 CVs a month, explained Sarah Jordan, resourcingadviser at the pharmaceuticals firm. “What we are finding is thatgraduates and young scientists are using it but medics won’t touch it with abarge pole. They like to be courted. It is still about understanding the typeof people you want to attract and whatever you need to get from them,” sheexplained. In the US Pfizer recruited 70 people from its database for $400-$500 a head,as opposed to £2,500 a head in the UK. “It is certainly reducing costs.The difficulty we’re having is we don’t understand the expectation of peoplewho put their CVs online. How often do they expect to be contacted? Whatcontact do they expect to have? Those sorts of things,” she added. Nigel Baldwin, HR director of Marconi Capital cited the example of a majorblue-chip organisation that moved to internet-only applications for itsgraduates. It found the number of applicants reduced in the first year from13,000 to 5,000. While the people were of a suitable calibre, the company nolonger achieved the ethnic or social mix of applicants it wanted. One way round this is for organisations to use application forms rather thanCVs, argued the Law Society’s MacNamara. But this brings its own problems. People may be reluctant to go to the trouble of filling in a large form,said Siobhan Holland, client director at DHC, and organisations often do notthink them through. “Employers do not offer any download facilities sopeople have to stay online, they can’t leave it and come back to it and that’sgoing to lose an awful lot of candidates. “If you are filling in an average-sized application form, it is goingto take 40 minutes and I think a lot of businesses miss a trick. Those tinylittle things can make a difference whether or not people carry through to theend. “Some don’t use pre-selection questions so a candidate gets threequarters of the way through and then realises it is not appropriate for them.That is really going to disenfranchise not only the potential candidate butalso, depending on your business, potential customers as well,” she added.How far can online recruitment go? Online recruitment is becoming increasingly sophisticated, with ever-moreorganisations using data mining techniques, candidate selection andpre-selection tools. But as the number and range of sites increase, andquantity of jobs that can be accessed grows, the roundtable group expressedconcern about where technology was leading employers and candidates. One of the key complaints the panel have is the sheer number of sites in themarketplace. This leads to worries that good candidates are being missed orsimply not able to find the best jobs for them. “Jobseekers have got to bevery clear about what sites they are searching to find out about opportunities.There are a million and one sites that are advertising an awful lot. One canget put off simply by the sheer volume,” said the Met’s Tiplady. One answer might be for specialist journals to run online jobs listingpages, with employers paying to be included, rather than taking outconventional advertisements, suggested Janet Lytwynchuk, HR director at travelfirm Accoladia. “I think the clumsiest bit for an applicant is the route to take toaccess the diversity of companies you feel you might be interested in. We oftenlook at online recruitment as employers trying to attract people, rather thanfrom the applicant’s point of view and what they might want or find useful andhelpful,” she said. How you keep a potentially suitable candidate interested if there is not an immediatevacancy is one of the key challenges facing employers, added DHC’s Holland. She cited the example of a big electronics company that analysed its CVs topick up information about valuable potential candidates and their hobbies andfamilies, to ensure it kept in touch with them. It then began e-mailing peoplewho, for example, said they liked skiing with information about good skiresorts. “The danger is that you stray into the virtual version of junkmail,” warned PricewaterhouseCooper’s Macleod. “If your brand isabout employment and you start sending people other stuff, there’s a risk theywon’t come back again. So you have to be really, really careful.” “It has got to be appropriate and timely,” agreed Holland. Where next? The future development of online recruitment could be just as much tied inwith the continuing evolution of the workplace, suggested Andreas Ghosh, headof personnel and development at the London Borough of Lewisham. “Is e-recruitment going to start leading us to think differently abouthow we employ people in the same way it is leading us to think differentlyabout our processes? Will we be recruiting people at all or entering into adifferent type of contractual relationship, or will we be trying to havelife-long relationships as employers and employees?” he asked. The difficulty for any HR professional is the speed in which the technologyis evolving, agreed PricewaterhouseCooper’s Macleod. “At some point youhave to push the button and say ‘I’m going to buy this recruitment managementsystem for X100,000 pounds and you know the next day there is going to beanother come along that’s slightly better and so you put it off and put it offbut eventually have to dive in.” Ultimately, the Met’s Tiplady believes, despite much progress, HRprofessionals have still yet to use online recruitment to its full and bestpotential. “Maybe it’s tardiness on our part, but we haven’t really risento the challenge that internet recruitment has set out for us,” he said.”We haven’t really grabbed it and said ‘let’s make this a success’.” In theory recruitment websites ease the process of recruiting globally. Butwhat’s the reality? Roundtable participantsJohn Ainley, HR director, Norwich Union; Nigel Baldwin, HRdirector, Marconi Capital; Bryan Finn, head of HR, MMD; AndreasGhosh, head of personnel and development, London Borough of Lewisham;SiobhanHolland, Client director, DHCGroup; Sarah Jordan, Pfizer, JanetLytwunchuk, HR director, Accoladia; Charles Macleod, head of recruitment, PriceWaterhouseCoopers;Maureen MacNamara, head of HR, the Law Society; Bruce Robertson, HRdirector,Levi Strauss, Martin Tiplady, HR director, Metropolitan Police Service; HelenWilliams, resourcing development manager, Safeway, Andrew Wilson, HRpolicy manager,Scottish &Newcastle Retail Related posts:No related photos. Previous Article Next Article Comments are closed. E-recruitment: does it work?On 3 Sep 2002 in Personnel Today
The Fire Brigade strike is putting a massive strain on London’s policeforce. Head of HR at the Metropolitan Police Service, Martin Tiplady – who is alsohead of the committee that manages the police response to the strike – toldPersonnel Today the service was being stretched by the firefighters’ payprotest. More than 1,000 officers have been diverted from their regular duties tohelp support the emergency services. “We’re now into our contingency plan which was drawn up before thestrike,” said Tiplady. The police have to escort the Army’s fire engines and handle emergency callsto the fire service. “The actual 999 service is now being run from our building along with ajoint committee made up of police, army and fire brigade personnel,” headded. So far, firefighters have completed a 48-hour strike and are still demandinga 40 per cent pay rise, to take basic pay to £30,000. The Fire Brigade Union has rejected an 11 per cent offer as ‘insulting’. Previous Article Next Article Comments are closed. Fire strike weakens London police forceOn 19 Nov 2002 in Police, Personnel Today Related posts:No related photos.
Previous Article Next Article The European Week for Safety and Health at Work on 14-20 October this yearfocused on stress, a problem said to affect more than 40 million EuropeanworkersWhile last year’s European Week for Safety and Health at Work concentratedon the more tangible issue of the prevention of accidents, this year the themefor the week, run by the European Agency for Safety and Health, and in Great Britainby the HSE, was the more insidious, yet no less serious problem of stress atwork. As the HSE points out, more than 40 million people1 throughout Europe, andan estimated half a million UK workers, report that they have been made ill bywork-related stress. According to the campaign, work-related stress is not specific to oneemployment sector, but is a universal problem, usually caused by poor workorganisation and design, which may include being made to work at high speeds,an uncertainty about job roles and poor management. Other risk factors include violence, verbal abuse from members of the publicand bullying. The week – held in mid-October – focused on the psychosocial risks, with aspecial emphasis on stress, was supported by a number of organisations,including the TUC, CBI, IOSH, RoSPA, British Safety Council and BackCare. During the week organisations both large and small, encompassing commercialcompanies and public bodies throughout the UK and Europe, were encouraged totake part by publishing features on stress in their company magazines, invitingstaff to suggest ways of tackling stress and even offering complementarytherapies to help destress their employees. Reference 1. Paoli P, Merllie D (2000) Third European Survey on Working Conditions.Dublin: European Foundation for the Improvement of Living and WorkingConditions. www.aohnp.co.ukwww.backcare.org.ukwww.britishsafetycouncil.orgwww.hse.gov.uk/euroweekwww.iosh.co.ukwww.osha.eu.int/ew2002/www.tuc.org.uk Comments are closed. Stressing the positiveOn 1 Dec 2002 in Personnel Today Related posts:No related photos.
Thisweek, we announce the 39 HR teams shortlisted in the 2003 Personnel TodayAwards. It boasts an impressive line-up of employers across public and privatesectors, all demonstrating that innovation is thriving within the HRprofession.Therewas a high turnout of entries this year, reflecting the awards’ record 13categories – including three new ones for employer branding, career developmentand collaboration.Theawards, now in their fifth year, aim to recognise achievement among HRprofessionals making significant contributions to organisational success. Allcategories have an independent judge who assesses teams on their efforts oninnovation, teamwork, effective use of resources, leadership and positiveoutcomes for the business. They must also demonstrate how their organisationhas benefited from direct action by the HR department. Finalistswill be invited to celebrate at the spectacular awards evening on 27 Novemberat Grosvenor House, Park Lane, London, where the winners will be named. Why notjoin us for this networking event of the year? But note, table sales arelimited. Visit www.personneltodayawards.comor call Jacqui Winn on 020 8652 3304 or e-mail [email protected] Previous Article Next Article Record number of top HR teams compete for accoladesOn 19 Aug 2003 in Personnel Today Comments are closed. Related posts:No related photos.
Previous Article Next Article Related posts:No related photos. Comments are closed. With predictions that about 60 million people in the US and Europe will beworking remotely one day a week by 2004, HR is going to have to get to gripswith, and set an example by using some of the technologies that make mobile andremote working feasible: ADSL Asymmetric Digital Subscriber Line A broadband (high bandwidth) line that allows you to transmit digitalinformation about 10 times faster than traditional 56k modems. It provides an‘always on’ link to the internet and does not require the user to dial-up viaan ISP each time they go online. Relevance: Anyone working from home will benefit from an ADSLconnection to the internet – it is faster and a flat monthly usage fee allowsyou to control costs. Blackberry A hand-held computer that has personal digital assistant (PDA) functionalitybut tends to be seen as a mobile e-mail device. Relevance: Dead handy due to the availability of software that willforward incoming e-mails from your individual e-mail account to Blackberry forremote access. If you reply using Blackberry, it sends a copy to your e-mailaccount. Bluetooth A short-range wireless specification that allows computers, PDAs and mobilephones to talk to each other. Devices must incorporate a Bluetooth transceiverchip. Relevance: You can probably live without Bluetooth, but it is handyfor synchronising info on PDAs and laptops. If you want fully co-ordinatedmobile and desktop devices, it’s a gem. HotSync Connects a palm handheld computer to a desktop or laptop PC using either aphysical cable or a wireless connection. Relevance: As well as synching, it also allows palm owners to shareresources across various devices. Tablet PC A wireless PC that performs the function of traditional notebook and alaptop. You can write on it with a digital pen or stylus, rather than inputtingdata, and a keyboard can also be attached. Relevance: Why key in when you can write with a pen? Fear not, yourhand-written digital scribbles can be revised. Wi-Fi Snappy abbreviation of Wireless Fidelity. A wireless local area network(LAN) that can be used in place of a wired LAN. In the news recently as it ispossible for outsiders to access your network and surf the net for free (youhave probably heard of the associated term ‘warchalking’). Relevance: With an increasing number of public wi-fi hotspots atairports and hotel lobbies, wi-fi offers lots of potential for hooking up tothe internet and liberating otherwise dead time. e-HR glossary: a cut-out-and-keep guideOn 7 Oct 2003 in Personnel Today
Share via Shortlink The announcement makes Google one of several tech companies that will let workers return to the office sooner than later. Facebook plans to reopen its headquarters in Menlo Park, California, in May, while Uber has already welcomed some employees back to its San Francisco office, the publication reported.Meanwhile, in New York City, the de Blasio administration plans to send municipal employees back to offices by May 3.Still, some companies are opting for hybrid models, while others are giving their employees the option of working from home indefinitely. That’s led some firms, like JPMorgan Chase, to sublet office space.But that doesn’t mean everyone wants to go back. Seventy-two percent of workers would rather work from home more regularly, and 66 percent want to move to a hybrid model that lets them work at home or from coworking spaces, according to a survey by JLL.[NYT] — Cordilia JamesContact Cordilia James Share on FacebookShare on TwitterShare on LinkedinShare via Email Share via Shortlink Full Name* Tags Email Address* Message* The announcement makes Google one of several tech companies that will let workers return to the office sooner than later. (iStock, Google)Some companies are making plans to get employees back in offices as more Covid-19 vaccines become available.Google employees across the U.S. will be allowed to return to the office as soon as this month, the New York Times reported.Re-openings will vary by state depending on the number of Covid-19 cases in the area, the publication reported. Offices will operate at a limited capacity, and workers will be required to wear masks, practice social distancing and pass a health survey.Previously, Google announced that it will require employees to return to its offices in September. They’ll continue to have the option to continue to work from home until then.Read moreSorry, boss: 72% of workers don’t want to return to offices full-timeNYC to city workers: Come back to the officeMorgan Stanley plans “full return” to office Commercial Real EstateCoronavirusTechnologyWork From Home