HR Response to COVID-19 Challenges at Monterey-Salinas Transit District
Learn about the role of Human Resources in managing the impact of COVID-19 at Monterey-Salinas Transit District. Explore the responsibilities, challenges, and strategies implemented to support employees during uncertain times. From developing new processes to providing guidance on safety measures, HR plays a crucial role in ensuring a safe and supportive work environment.
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Presentation Transcript
MST Human Resources Response to COVID-19 Kelly Halcon Director of HR/Risk Management Monterey-Salinas Transit District
Objectives Responsibilities During Uncertain Times Human Resources Role The Human Factor
Quick Facts: Serving all of Monterey County: Including San Jose and Templeton-130 miles 2 Operating Bases-17 miles apart 250 Employees-136 are Coach Operators MST transports 4.1 million passengers and travels over 3.9 million miles As of June 8th, 732 positive cases and 424 recovered cases No MST Employees have tested positive at this time
Unit within MSTs Emergency Operation Command Human Resources Role Checks and Balance Policy versus Process Development
HR was involved in the 1stweekend to help respond to safety and employee guidance Unit within MST s EOC Response to COVID-19 Risk and Security Manager took on the role of the Safety Officer within EOC However EOC made decisions that affected unionized employees that created conflict between MST EOC staff and employees HR was brought in as an Liaison between the employees and the EOC response to COVID- 19
HRs Responsibilities During Uncertain Times Developing Processes on the fly with changing guidance Providing helpful information to employees Set up new ways to train employees on new processes but also an avenue to continue our normal training opportunities Set up daily briefings with union leadership to discuss issues and take suggestions
Providing employees guidance on how to keep themselves and their families safe Connecting employees and their families with community resources Keeping in Mind the Human Factor in a COVID-19 World Executive Team staffed employee break rooms to discuss employee concerns Implemented a folder to house new SOPs, employee memos and new COVID-19 posters Provide guidance to MST staff on telecommuting responsibilities and employee expectations on working from home
Created a folder for MST employees to enhance access to all COVID-19 related memos, posters, guidance and SOPs. Beginning of crisis, Executive Staff worked in employee breakrooms to help discuss with employees their concerns and questions. Establish a staffed Employee Resource Table in breakrooms. Enhancing Communication Opportunities Supervisor ZOOM Q&A on how to how to respond COVID-19 related questions. Daily briefings with ATU Leadership. Employee ZOOM Townhall meetings Relying heavily on employee suggestions on our on-going response efforts to COVID-19 and in MST s recovery plan development. Kept HR Department open with Social Distancing protocols in place. Partnered with PIO in the development of internal and external messaging and social media communications.
Social Media Messaging During COVID-19
KELLY HALCON DIRECTOR OF HUMAN RESOURCES/RISK MANAGEMENT EMAIL: khalcon@mst.org KHALCON@MST.ORG Contact information DIRECT OFFICE LINE: 831-264-5911 WEBSITE: www.mst.org WWW.MST.ORG
