APRIL 2025
TABLE OF CONTENTS
TABLE OF CONTENTS
TABLE OF CONTENTS
TABLE OF CONTENTS
TABLE OF CONTENTS
Maintaining Employee Engagement
Through Uncertain Times
Change is an inevitable part of any organization’s journey. Whether it’s a shift in government policies, internal operational changes, or broader societal transformations, businesses must continually adapt. However, one of the biggest challenges leaders face during these transitions is keeping employees engaged. Uncertainty, confusion, and even fear can take hold when employees feel that changes—especially those affecting their pay, job security, or daily operations—are beyond their control.
So, how do organizations keep employees engaged despite these changes? The key lies in fostering a workplace culture that prioritizes safety, opportunity, and community while ensuring transparency and support throughout transitions.
The Foundations of Employee Engagement
Employee engagement isn’t just about job satisfaction. It’s about how connected and committed employees feel to their work and their organization. This engagement is built upon three essential pillars: safety, opportunity, and community.
​Safety, in this context, goes beyond physical security—it includes emotional and psychological well-being. Employees need to feel secure in their roles and trust that their organization will support them through uncertain times. When faced with significant changes, fear can creep in—whether it’s fear of job loss, failure, or being left behind. Leaders who emphasize stability and clear communication can help employees feel more secure even amid uncertainty.
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Opportunity plays a crucial role in engagement. Employees want to see a future for themselves within the organization. If changes appear to limit career growth, they may become disengaged. However, if new opportunities, skill development programs, or career advancement pathways are introduced, employees are more likely to remain committed and motivated.
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A sense of community is also essential. People want to feel that they are valued members of a team, that their voices matter, and that they are working toward a shared purpose. However, policy or organizational changes can disrupt this sense of belonging. Leaders who actively foster collaboration, encourage dialogue, and ensure that employees feel heard help maintain a strong workplace culture even during transitions.
Recognizing Signs of Engagement
An engaged workforce is characterized by open communication, pride in the organization, enthusiasm, and a willingness to recommend their workplace to others. Employees who are engaged feel comfortable expressing their concerns, sharing ideas, and asking questions rather than withdrawing or becoming resentful. They take pride in their work, believe in their company’s mission, and see purpose in their roles.
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If employees start discouraging others from joining the company or seem drained and unmotivated at work, it may signal declining engagement. Leaders must be attentive to these warning signs and take proactive steps to address them before disengagement spreads.
How Policy Changes Affect Engagement
Changes in policies—whether internal company policies or external government regulations—can have direct and indirect effects on employees. Operational policy shifts may require employees to change how they perform their daily tasks, which can create frustration if they feel unprepared or unsupported. Similarly, budget adjustments due to funding shifts can lead to job uncertainty, department restructuring, or changes in project priorities, all of which can impact morale.
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Compensation and benefits also play a crucial role in engagement. If policy changes result in salary freezes, pay cuts, or reduced benefits, employees may feel undervalued and unmotivated. Transparency about compensation decisions and efforts to provide alternative incentives, such as professional development opportunities, can help mitigate these concerns.
Social policy changes can also influence workplace dynamics. For example, new diversity, equity, and inclusion (DEI) policies may be welcomed by some employees but create resistance among others. If employees feel that new policies alienate or disregard their perspectives, engagement may decline. Organizations must be mindful of how policy changes impact different employees and work to maintain a culture of inclusion and support.
Strategies for Maintaining Engagement During Change
One of the most effective ways to sustain employee engagement through change is through transparent and frequent communication. Employees want to understand what is happening, why it's happening, and how it will affect them. When leadership remains silent or vague about changes, employees may fill in the gaps with worst-case scenarios. Providing clear, honest updates—both about the positives and the challenges—can help build trust. Multiple communication channels, such as meetings, emails, and Q&A sessions, ensure that employees remain informed and have opportunities to ask questions.
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Involving employees in the change process can also enhance engagement. When employees feel they have a voice in decisions that affect them, they are more likely to remain committed. Organizations can gather employee feedback through surveys, town halls, or focus groups, ensuring that concerns are acknowledged and addressed meaningfully. Where possible, employees should be included in shaping new policies or procedures to foster a sense of ownership and collaboration.
Even in times of change, employees need a degree of stability. While some aspects of the organization may be shifting, it’s important to keep company values and mission at the forefront. Consistency in leadership messaging, maintaining familiar routines where possible, and emphasizing long-term career development opportunities can help employees feel more secure about their future within the company.
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It is also important for organizations to prioritize employee well-being, as change can be stressful. Providing mental health resources, such as counseling or stress management programs, can help employees cope. Encouraging work-life balance, allowing flexibility, and recognizing employees for their contributions can prevent burnout and reinforce a positive workplace culture.
Empathy and authenticity are essential qualities for leaders navigating change. Employees are more likely to stay engaged if they feel seen, heard, and understood. Checking in with employees individually to understand their concerns, express appreciation for their patience and hard work, and be honest in addressing challenges rather than offering vague corporate reassurances can help employees feel valued.
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Finally, organizations should highlight opportunities for growth that come with change. Instead of viewing transitions as purely disruptive, they should be positioned as opportunities for employees to develop new skills, take on new responsibilities, or explore different career paths. Training programs, leadership development initiatives, and mentorship opportunities can help employees adapt and thrive in a changing environment.
Building a Culture of Appreciation Beyond One Day
At its core, maintaining engagement means maintaining objectivity. Change can evoke emotional responses such as fear, frustration, or resistance, but strong leadership can help employees navigate these feelings. Organizations that communicate openly, provide stability, foster community, and create opportunities for growth can keep employees engaged even in times of uncertainty.
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Ultimately, the key to long-term engagement is adaptability. When employees feel supported, valued, and empowered, they are more likely to remain committed to their work—even in the face of change. By focusing on safety, opportunity, and community, organizations can build a resilient workforce that thrives regardless of external circumstances.
My Time Card (BETA)
isolved is testing out a refreshed time card interface within the Adaptive Employee Experience (AEE) employee portal!
Watch Our Demo Video:
New Employee Access
A new “My Time Card (BETA)” link is now available under Time and Attendance:
This update brings a modern, scalable design and addresses usability concerns to provide an improved experience for all screen sizes. This new time card view is similar to the one available in the Classic View aka Employee Self-Service (ESS) Portal:
Here’s What to Expect
Mobile-Friendly Design:
isolved My Time Card BETA will adapt to a fully vertical display on mobile devices
Verification Status at a Glance:
View time card verification statuses directly and make updates with a single click
Shift View:
for clients using scheduled shifts, those shifts will now show up on the new time card.
Calendar View Options:
Easily switch between Pay Period, Week or Day views with a convenient date picker.
New Manager/Supervisor Access
A new "Time Cards (BETA)" link will be added under the "Manage" menu for streamlined access and filtering of employee time cards.
After selecting the Time Cards (BETA) menu under Manage, a Time Card Manage View will populate, allowing the Manager/Supervisor to select employees by Pay Group and Name using the drop downs at the top:
Once an employee is selected, they are taken to the Time Cards (BETA) view from the Manager/Supervisor perspective:
If Employees and Managers/Supervisors prefer the old interface, this access will still be available under "Manage → Tasks → Time Card Review → Time Card Approval" – at least during the BETA testing period:
Employees will still be able to access the old view under the “Time and Attendance → Time Card" menu until the BETA period has ended.
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We will provide advance notice before the BETA period comes to an end.
QUESTION:
An employee hired for a hybrid role (onsite three days, remote two days) claims their 1 hour and 20-minute commute each way worsens a back injury. They have stated they will provide a doctor’s note but have not yet submitted one and are requesting to work fully remote.
Can a doctor’s note and a long commute justify moving from hybrid to fully remote? How should this be handled?
Short Answer:
When an employee requests to work fully remote due to a medical condition, employers must engage in the ADA interactive process to determine whether remote work is a reasonable accommodation.
However, if onsite work is an essential function of the job and fully remote work creates an undue hardship, the request may be denied—but only after following the proper process.
Long Answer:
1. Begin the Interactive Process
Since the employee has cited a medical condition affecting their ability to commute, follow the ADA-required steps:
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Acknowledge the request and inform the employee that accommodations are evaluated on a case-by-case basis.
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Request medical documentation supporting the need for an accommodation. If they haven’t provided a doctor’s note yet, set a clear deadline.
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Engage in a conversation about possible accommodations that meet both the employee’s needs and business requirements.
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2. Assess the Request Against Job Requirements
Because onsite work is an essential function of the role, consider the following when evaluating the request:
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The job description and whether in-office presence is explicitly required.
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The impact of remote work on team morale, collaboration, and communication.
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Whether modifying the onsite schedule (rather than full remote work) could be a viable accommodation.
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3. Determine if Fully Remote Work Poses an Undue Hardship
If three days onsite is a core requirement, allowing full remote work may be an undue hardship if it:
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Disrupts operations by negatively affecting team collaboration, workflow, or service delivery.
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Creates inequity among employees who are required to be onsite.
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Requires significant restructuring to maintain team performance.
If allowing full remote work would cause these issues, you are not required to approve the request—but you must explore and offer alternative accommodations.
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4. Explore Alternative Accommodations
Instead of fully remote work, consider:
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Flexible scheduling (adjusted start/end times to ease commute strain).
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Reducing onsite days (e.g., two days instead of three if feasible).
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Providing ergonomic support to help with comfort while onsite.
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Allowing a temporary accommodation and re-evaluating after a set period.
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5. Communicate and Document the Decision
Once you have reviewed the medical documentation and considered alternative solutions:
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If an alternative accommodation is feasible, present it to the employee in writing.
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If fully remote work is denied, explain why it would cause an undue hardship and document the decision.
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Ensure all communication is well-documented in case of future challenges.
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Key Takeaway
Employers must engage in a good-faith interactive process, but they are not required to approve accommodations that eliminate essential job functions or cause an undue hardship. If onsite work is clearly defined as a job requirement, focus on reasonable alternatives rather than a full remote arrangement.​​