How to Deal With Office Closures amid COVID-19

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Many business owners are grappling with having to close offices in response to the global COVID-19 outbreak. These unprecedented measures bring up many questions create many questions. For heads of companies looking for extra guidance during this time, we’ve compiled considerations for how to best handle and communicate office closures.

Be Transparent

Communication with employees is extremely important during this time. Be transparent with them about potential office closures, the reason why you’re closing, and when they can expect to be back in office. If you don’t have the answers to these questions, that’s ok. However, be sure to let them know this so they don’t feel they’re being left in the dark.

Be Visible

While employees are working from home, stay in contact with them. This might be a weekly e-mail or virtual meeting to update workers on any information or changes. It’s also important to stay visible as you’re the one they look to for leadership. Knowing that you’re present and working will keep employees motivated and company moral high.

Shift your Business Structure

Is there anything your business offers that can be communicated virtually? Gyms have shifted to offering virtual workouts for consumers. Other brands have shifted to creating and offering timely products, or donating their time and material to those in need. This will keep employees busy and the brand visible and relevant.

Restructure Practices

What took place in-office that now needs to function externally? You can use third-party platforms and apps to have phone calls forwarded directly to employees cellphones. Create accounts with video conferencing platforms which will allow employees to virtually connect for meetings more personably than over a phone call. Additionally, make sure your office mail and any important packages are forwarded to someone who will be able to receive and handle them appropriately.

Create a Plan

Include essential stakeholders in assessing the company’s current functionality, and how long the company can afford to continue with this work structure. Identify turning points on a timeline. When will hard financial and operational decisions have to be made? Begin preparing for operational downsizing or layoffs sooner rather than later, giving you more time to plan.

Written by

Robert Ford

"> Rob Ford is a Managing Partner and Executive Vice President at 5W where he leads the Corporate Communications division as well as the Crisis Communications practice and helps direct the core operations of the firm day-to-day. Rob leads a team serving clients across real estate, financial services, fintech, enterprise technology, AI, legal services, health care, and defense tech - bringing senior-level strategic thinking and hands-on campaign leadership to every engagement. At 5W, Rob shapes the firm's strategic direction across multiple dimensions: reimagining service offerings, driving AI-enablement, defining company culture and guiding principles, and sharpening the firm's digital communications and marketing. He is the architect of 5W's crisis preparedness framework and a trusted advisor to C-suite leaders on crisis readiness, response strategy, and executive media training. Rob is a crisis strategist and brand protection leader who helps high-growth and established companies navigate their most critical moments - from ransomware attacks and data breaches to government investigations, high-stakes litigation, and activist investor proxy fights. His expertise is built on a foundation that spans corporate communications, public affairs, and advocacy with experience shaping public opinion at both the local and national levels for Fortune 500 companies, trade associations, and nonprofits across industries including telecom, agriculture, biotech, retail, and defense. Rob has a Bachelor of Science degree in Business Administration from the University of Delaware.

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