Coronavirus In The Workplace – What Do Employers Do?

Jonathan Mamaril • March 15, 2020

The Coronavirus has impacted a number of clients in various fields that rely upon travel, business in Asia, retail and manufacturing. We have had a number of clients asking for guidance as to what to do in these troubled times.

The question needs to be asked – what do Employers do?

A Number Of Coronavirus Scenarios

There are a few scenarios wherein a pandemic such as Coronavirus may have a great affect on employees in the workplace:

  1. The employee has just returned from holidays (or a business-related trip) from a moderate or high risk of infection country

  2. The employee has come into contact with someone who has arrived from a moderate or high-risk infection country

  3. The employee is suffering symptoms and has been recommended to self-quarantine

  4. The employee is displaying symptoms and works in a position which carries a high risk to workplace health and safety such as waste water treatment or health related services

There are of course other scenarios, the above being the main ones.

Sick Leave (Personal/Carers Leave)

In those scenarios especially ones where the employee has arrived from travel from a high or moderate risk country http://www.health.gov.au/covid19-travellers – as of todays date the high risk countries include Italy, mainland China, Iran and Republic of Korea – there is an entitlement under the Fair Work Act 2009 (Cth) for the employee to access personal/carers leave. Some employment contracts might provide a higher accrual of sick (personal/carers) leave but under the NES they are 10 days accrued per year.

In the scenario where an employee is actually ill – the Employer has the ability to direct an employee not to come to work until they have a medical clearance to return to work. There may well be further additional obligations under an industrial instrument such as an Award and potentially even internal obligations under a policy.

In the scenario where the employee is displaying symptoms the Employer has the ability to direct an employee to stay home to ensure the health and safety of their workers in the workplace. Unless expressly provided for in an employment contract or another industrial instrument such as an EBA or Award standing down an employee would not be lawful. Any direction to stay home will in most circumstances require this to be paid.

In the scenario that an employee wants to stay home as a precaution there are a few options mainly:

  • Paying personal/carers leave
  • Directing an employee to work from home – however keep in mind there are workplace health and safety obligations on the Employer for employees working from home
  • Using annual leave
  • An employee taking unpaid leave.

Having an employee taking unpaid leave is of course the most risky solution.

Unpaid Leave Or Stand Down Without Pay

In our view there is a potential argument that an Employer could put forward to direct an employee to take unpaid leave. An employer may wish to write to the employee and inform them that the symptom of illness or the fact that they returned from overseas from a moderate or high risk country means the Employer cannot be satisfied there will be no health and safety risks if they are allowed to return to work.

The Employer could inform the employee to go home without pay due to the health and safety risk until the expiration of the 14 day quarantine period or until such time medical clearance is obtained.

Alternatively, the employee can be offered access to their personal/carers leave to alleviate the financial pressure – this is a riskier option given that the Employer does not at that stage have any medical evidence to support that the employee is ill. However, the action may well be justified on the basis of the employer’s health and safety obligations.

Thoughts From NB Lawyers – Lawyers For Employers

In our view, unpaid leave is a risky option – unless there is an express provision under an EBA or employment contract directing employees to take unpaid leave (even on the basis of a workplace health and safety risk) invites potential legal problems. We are recommending to our clients affected to do the following:

  • Direct an employee to seek medical clearance to attend work if there is any risk at all or symptoms are displayed
  • If the employee self-quarantines or must stay home give them the ability to work from home, if this is not possible, continue to pay the employee potentially under sick (personal/carers) leave depending on the scenario
  • Send out communication to all employees to take precautions regarding the illness and ensure they are regularly checking the appropriate Government portals for information around any travel.

These are relatively untested waters – the above is meant to be guidance for Employers dealing with this novel issue. In our view, reliance upon health and safety risks can be utilised but also, we have a strong belief that constant communication with staff will also be the key to ensure production and service can still be undertaken during this time.

If any Employer needs further help please contact our office on +61 (07) 3876 5111

Written By Jonathan Mamaril March 11, 2020 - Originally published on the Lawyers NS website

About Jonathan

Jonathan Mamaril leads a team of handpicked experts in the areas of employment law and commercial law who focus on educating clients to avoid headaches, provide advice on issues before they fester and when action needs to be taken and there is a problem mitigate risk and liability.

Find the job you love I Find the right talent
Get in touch with people2people
Australia   I    United Kingdom

In business since 2002 in Australia, NZ, and the United Kingdom, people2people is an award-winning recruitment agency with people at our heart. With over 12 offices, we specialise in accounting and finance, business support, education, executive, government, HR, legal, marketing and digital, property, sales, supply chain, and technology sectors. As the proud recipients of the 2024 Outstanding Large Agency and Excellence in Candidate Care Awards, we are dedicated to helping businesses achieve success through a people-first approach.

Recent articles

UK Labour Market Holds Strong Despite Slower Pay Growth

By Liz Jones • August 27, 2025
The latest data shows that the UK labour market continues to perform steadily in 2025, with employment levels holding firm and job vacancies remaining historically high. While pay growth has slowed slightly, overall workforce activity remains strong, supported by high participation and resilient hiring demand. Liz Jones, Recruitment Director at people2people UK, says that this steady picture aligns closely with trends identified in the firm’s 2025 UK Market Report. “We are still seeing a healthy labour market,” she explains. “Employment is growing, and job openings remain strong, especially in sectors such as healthcare, logistics and professional services.” Employment Rate Rises, Unemployment Falls According to the July 2025 bulletin, the UK employment rate rose to 76.4 percent, the highest in over a year. The unemployment rate dropped to 3.7 percent, a level not seen since early 2020. This marks continued improvement in labour force participation following a volatile period during the pandemic recovery. Jones notes that this trend is being felt across multiple industries. "Businesses are rebuilding workforces and candidates are returning to the labour market," she says. "It is encouraging to see stronger engagement from both employers and jobseekers." Pay Growth Slows but Remains Positive One notable shift in the July update is a softening of pay growth. Annual wage increases for the period stood at 5.2 percent, down from 6.1 percent earlier in the year. This reflects a more balanced economic climate as inflation eases and employers stabilise budgets. “While pay growth is slowing, it is still above historical averages,” Jones comments. “Employers are adjusting to cost pressures, but most remain committed to offering competitive salaries to retain talent.” Vacancies Stay High, Reflecting Continued Demand Despite slower wage growth, the number of job vacancies remains elevated. Sectors such as care, education, and IT continue to post consistent hiring demand, with temporary and contract roles seeing a modest rise in 2025. “Our market report shows that employers are being more selective, but they are still hiring,” says Jones. “The competition for skilled talent is keeping demand steady, especially for roles that require specialist expertise or qualifications.” Implications for Employers With a stable employment base and slower but sustained pay growth, Jones suggests that now is a critical time for companies to refine their recruitment strategies. She recommends: Reviewing salary benchmarking to stay competitive in priority roles Streamlining recruitment processes to reduce vacancy durations Investing in retention through training and internal mobility Enhancing employer branding to attract passive candidates “The market is not slowing down,” she says. “It is settling. Employers who respond with clarity and flexibility will continue to secure great talent.” Summary The July 2025 labour market update confirms a period of stability for the UK workforce. While pay increases are moderating, employment levels remain high and hiring activity continues across core sectors. For recruitment leaders, this is a time to invest in strategy, not to pull back. With the right planning, employers can navigate this market with confidence.

Return-to-Office Pressure Drives Resentment

By Liz Jones • August 20, 2025
Pressure to Return to the Office Is Driving Resentment Among UK Workers As flexible working continues to define the future of employment, new findings suggest the UK may be facing a growing disconnect between employer expectations and employee preferences. According to people2people UK’s 2025 Market Report, more than half of workers feel increasing pressure to spend additional time in the office, a shift that is impacting engagement and retention across multiple sectors. Liz Jones, Recruitment Director at people2people UK, says that rigid workplace policies are now a leading contributor to candidate reluctance and employee churn. "Our data shows that 54 percent of UK employees feel pushed to return to the office more than they want to," she explains. "This pressure is not just inconvenient. It is reshaping how people view their current roles and future opportunities." Where the Pressure Comes From The 2025 Market Report found that much of the drive to return to the office stems from top leadership, with executive teams leading the call for more on-site presence. This push is not always aligned with performance metrics or employee feedback. "This is not about output or productivity," says Jones. "It is about outdated assumptions. Leadership often equates visibility with value, but that mindset is increasingly out of step with how modern teams work best." The mismatch between executive expectations and employee needs is contributing to declining morale, particularly in office-based roles that could easily operate on a hybrid basis. Flexibility Still Matters Despite the push to increase office attendance, flexibility remains a top priority for candidates and employees. The Market Report confirms that roles offering flexible working continue to receive more applications, fill faster, and maintain lower turnover rates. "Flexibility is not a temporary trend," Jones adds. "It is now a standard part of what professionals expect. Candidates are telling us clearly that how they work matters just as much as where or for whom." The data reveals that teams which embrace flexible models tend to report stronger engagement, better collaboration, and improved retention outcomes, especially in sectors such as tech, finance, and professional services. What Employers Should Do To stay competitive, Jones advises that employers need to reevaluate their return-to-office strategies with both data and empathy in mind. people2people UK recommends: Involving employees in setting attendance expectations Tailoring policies by role, function, and team needs Communicating the reasons for on-site requirements clearly and consistently Measuring the impact of attendance policies on productivity and engagement "One-size-fits-all approaches no longer work," Jones notes. "Companies that listen to their teams and create flexibility within structure will outperform those that rely on top-down mandates." Looking Ahead As the labour market continues to evolve, the ability to offer meaningful flexibility will be a deciding factor in who attracts and retains top talent. The 2025 UK Market Report shows a strong correlation between adaptive working policies and long-term business resilience. "Employers have a choice," Jones concludes. "They can lead with trust and flexibility, or risk losing great people to those who do."

Candidate Availability Is Rising at the Fastest Rate in Over Four Years

By Liz Jones • August 13, 2025
Candidate availability in the UK labour market has increased at the fastest rate since December 2020. Our 2025 people2people UK Market Report highlights the same trend that has been flagged, with the volume of candidates rising sharply due to redundancies and subdued hiring activity. Market Supply Meets Reduced Demand Liz Jones at people2people UK notes that the shift represents a clear imbalance. "Candidate supply is surging as job openings contract," she commented, in line with findings from our 2025 market report. "More people are actively looking but there are fewer roles available. This impacts how recruiters and HR managers plan talent attraction and engagement strategies." Salary Impact and Recruitment Strategy The increase in candidate availability has also influenced pay trends. Salary growth has remained modest due to reduced hiring budgets and greater competition for fewer active roles. "With more talent available and slower demand from employers, organisations are better positioned to be selective," Liz shared from our analysis. "This is a chance to focus on quality of hire rather than speed of hire." What This Means for Employers In a market with rising candidate supply and fewer opportunities, jobseekers become more discerning. They are assessing potential employers based on culture, flexibility, development opportunities, and brand values. Liz Jones advises that businesses should: Clearly articulate what makes them stand out to candidates Review their employer value proposition against market expectations Consider investing in candidate experience platforms and employer branding Maintain recruitment agility so they can swiftly fill roles when market conditions improve Preparing for Market Recovery Our 2025 report shows that while hiring activity remains subdued, there are early signs of resilience in sectors such as engineering, logistics and healthcare. "This market may feel cautious," Liz explains, "but there are pockets of opportunity. Organisations that maintain readiness will be first to tap into recovering sectors and talent pools."

Impacts of the Lack of Flexibility in the Workplace

By Liz Jones • August 6, 2025
Flexible working is no longer a perk. It is a priority. Our people2people 2025 Market Report confirms that a lack of flexibility is pushing a significant portion of the workforce to look elsewhere. Employers who fail to adapt are already seeing the consequences. According to our research, more than one million people in the UK left their jobs in the last 12 months due to rigid working conditions. That is nearly three percent of the workforce walking out of roles that did not meet their expectations for flexibility. This shift is not limited to remote working. It also includes flexible hours, part-time arrangements and compressed working weeks. Employees are looking for control over when and how they work. A Disconnect Between Policy and Preference While flexible work continues to rank high on the list of job seeker priorities, our data shows that more than half of employers have increased expectations for in office attendance in 2025. This rise is driven primarily by leadership mandates rather than operational need. "There is a growing disconnect between leadership expectations and employee preferences," I said while reviewing our report findings. "The result is avoidable turnover and a widening talent gap in key sectors." This trend is most visible in professional services, finance and tech roles where hybrid work is both possible and preferred. Employers insisting on a return to pre 2020 working patterns are facing greater difficulty attracting and retaining skilled candidates. Flexibility Strengthens Recruitment Outcomes The business case for flexibility is clear. Our report found that job adverts which include flexible options receive up to 40 percent more applications and fill faster. These roles also report lower early-stage attrition, suggesting a better match between employer and candidate expectations. "Flexibility improves both the volume and quality of applicants," Liz Jones noted. "It gives companies an edge in a market where top talent has choices." Candidates now assess flexibility before they consider salary, commute or even job title. Those who have experienced hybrid or remote work environments are unlikely to go back to rigid models without significant trade offs. What Employers Can Do Now The solution is not a one-size-fits-all model. Instead, companies should aim to provide structure around flexibility that meets both business and employee needs. Based on our research, I recommend: Making flexibility a default part of job design and recruitment messaging Offering a mix of remote, hybrid and flexible hour options depending on role Providing training for managers to lead distributed teams effectively Tracking turnover data linked to flexible work policies to spot early warning signs The expectations of the workforce have changed. Flexibility is now a deciding factor for candidates and a retention tool for current employees. Firms that ignore these expectations will continue to lose talent. Those that embrace structured flexibility will gain a clear advantage in attraction, engagement and long-term workforce planning.

What’s Holding HR Back from Formal AI Adoption?

By Liz Jones • July 30, 2025
What’s Holding HR Back from Formal AI Adoption? AI use in HR is increasing across the UK. In 2025, 66% of professionals said they have used tools like ChatGPT to write policies, generate job descriptions or support internal communications. Despite this, only 3.6% of HR departments have formally integrated AI into their systems and processes. This informal use may seem practical, but it highlights a growing divide between experimentation and long-term strategy. Without formal adoption, organisations risk falling behind in areas like recruitment efficiency, data governance and candidate experience. A Lack of Time and Resources The most common reason HR professionals give for delaying AI adoption is a lack of time. Many teams are already stretched with administrative responsibilities and see AI integration as a project that requires more capacity than they currently have. Liz Jones, Recruitment Director at people2people UK, says the concern is valid but short-sighted. “We see time cited as the biggest barrier,” says Jones. “But formalising AI use actually saves time long-term. The our people2people 2025 UK Employment Trends Report shows that teams using integrated AI tools reduce administrative workload by up to 23 percent. That’s a significant gain for any HR function.” Skills and Confidence Gaps A second challenge is the skills gap. Many HR teams are unsure how to assess AI tools or ensure they are being used fairly and effectively. Without training, professionals are left guessing whether the tools they are using are making sound decisions. “Confidence is a real issue,” Jones adds. “According to our report, fewer than one in three HR professionals feel confident evaluating AI outputs. That means the majority are using tools without fully understanding how they work, or how to manage bias and risk.” This gap can create inconsistency across hiring, performance reviews and internal policies. It also limits HR’s ability to lead digital transformation initiatives. The Policy Disconnect Only a third of UK organisations have formal policies in place to manage AI use in HR. This lack of structure exposes companies to legal and ethical risk. As AI becomes more embedded in decision-making processes, clear policies will be essential. “Our report found that organisations with AI policies in place saw higher levels of trust from both employees and candidates,” says Jones. “Without those guardrails, even well-meaning use can go wrong. Formal guidance protects both the business and its people.” Recruitment Implications AI is already transforming recruitment, from automating CV screening to helping personalise outreach. But without structure and oversight, these tools can reinforce bias and exclude strong candidates. This is especially important as the UK faces a downturn in graduate hiring. According to People Management, graduate openings have dropped to their lowest level in seven years, with AI partially to blame. “Hiring fewer entry-level roles does not mean less work,” says Jones. “It means that teams need to be smarter with how they assess and engage candidates. Formal AI adoption helps ensure that recruitment remains inclusive, consistent and aligned with business goals.” Moving Forward Formal adoption of AI does not need to be complex. The key is to start with simple, structured steps such as: Using HR platforms that include integrated AI tools Creating internal guidelines to support ethical and consistent use Providing training in AI literacy and bias awareness Reviewing AI-supported decisions with human oversight  The tools are already being used. The question is whether HR teams will take the lead in making their use strategic, secure and fair. Those that do will be better placed to support their people, meet compliance expectations and stay competitive in a changing labour market.

Latest Media Features

Get in touch

Find out more by contacting one of our specialisat recruitment consultants across Australia, New Zealand, and the United Kingdom.

Contact us