The Future of Infectious Disease and Employee Health

Often, when employee health initiatives are discussed, a significant focus is placed on managing chronic conditions and improving workplace safety. However, we shouldn’t forget about the impact infectious diseases can have, either. The COVID-19 pandemic, for instance, showed us just how quickly an acute condition can change the landscape of workplace health. 

But where are we now?

Below, we’re going to explore the impact an infectious disease (e.g., COVID-19) had on employee health departments. Additionally, we’ll identify what departments dedicated to workplace health can do to remain proactive when faced with novel illnesses.

Where Is Society With COVID-19 Today? 

In January 2020, the coronavirus made its debut in the United States, wreaking havoc on public health, societal norms, and workplaces. It disrupted what we knew as normal in nearly every facet of our lives. Now, over five years later, the virus is still very much among us, but not at the same level as the early days of the pandemic. We’re not back to normal in the pre-2020 sense, but society has learned to redefine what normalcy means. 

Let’s explore where we are today with the virus, and then dive into how employee health programs can manage COVID-19 and other infectious illnesses moving forward based this insight gathered from this pandemic. 

Public Health Status  

On May 5, 2023, the World Health Organization (WHO) declared an end to COVID-19 being classified as a Public Health Emergency of International Concern (PHEIC). Subsequently, its pandemic phase also concluded; COVID-19 is now considered an endemic, meaning the disease is stable and its prevalence falls within a predictable range within a specific area or group. This doesn’t otherwise mean it’s no longer a global threat, as the virus continues to evolve, agencies are focusing more on routine management than emergency response. 

Since its initial emergence, the Centers for Disease Control and Prevention (CDC) has discovered new variants of SARS-CoV-2, the virus that causes COVID-19. Genetic surveillance is the method used to collect specimens and monitor for mutations; this process helps identify circulating variants and determine public health efforts. 

For example, public health officials are paying close attention to the COVID-19 new variant, NB.1.8.1, as it’s currently the dominant variant nationwide. In June 2025, NB.1.8.1 made up 43% of cases, followed by these other variants: 

• 31% LP.8.1
• 14% XFG
• 5% XFC
• 3% LF.7.9

Epidemiologists have also observed what’s referred to as a “COVID-19 summer wave.” Although COVID cases can occur during colder seasons, they tend to surge in the summer months. These spikes are due to people traveling more, attending gatherings, participating in indoor activities like concerts and movies, and simply being more lax. 

Societal Norms

People’s behaviors changed practically overnight when COVID-19 emerged, primarily as a means of preventing illness. Suddenly, handshakes were replaced with elbow bumps, hand sanitizer use ramped up, and people wore surgical masks in public places. To hear a cough created fear, people used germicidal wipes to clean off surfaces “just in case” and thought twice about touching their faces. 

While many of these practices are less common now, many people still swear by them as a way to protect themselves from the common cold, influenza, norovirus, and more. 

Workplace Arrangements 

The post-COVID-19 workplace set-up is much more flexible than the traditional 9-5 in-office model we were used to before. There’s been a widespread adoption of hybrid work models, which offer a blend of in-person collaboration and flexibility. Some hybrid models are more fixed, where the employer decides which specific days employees come to the office, while others allow employees to determine what works best for them. 

Vaccines 

Before, COVID-19 vaccines were viewed as a way to “stop the pandemic”, but the goal now is preventing severe outcomes. Each year, the formulations are updated to target the currently circulating dominant variants, similar to how flu vaccines are updated annually. They’re recommended for adults aged 18 years and older, although someone as young as 6 months can receive some brands of it. 

There are different recommendations for moderately or severely immunocompromised individuals, such as receiving additional doses after their last dose. Employers will want to be aware of these caveats. 

Treatments 

Society has gone from scrambling for solutions to the evolution of targeted therapies. Now that we have a greater understanding of the virus and immune response, we’ve been able to develop oral antivirals and monoclonal antibodies. Additionally, we’ve seen that corticosteroids can decrease mortality in severe COVID-19 patients. 

How Did COVID-19 Shift Employee Health Programs? 

An infectious disease, like the seasonal flu, or a novel virus, such as COVID-19, can completely change how an employee health department functions. Their occurrence forces a rapid expansion of focus in workplaces, shifting the priority from traditional safety measures to a more holistic approach. 

Let’s explore what that really means, though. 

Transitioning from Traditional Safety to Proactive Preparedness  

As one article pointed out, “The COVID-19 pandemic has increased the amount and complexity of challenges for occupational health professionals…[It] propelled employee health to the forefront and the occupational health profession into the spotlight.” 

In the past, employee and occupational health (OH) departments traditionally focused on tasks like preventing workplace injuries, handling bloodborne pathogens, and managing ergonomic risks. At the time, it was common for individuals in these roles to “react” to problems, as their functions centered around addressing existing issues rather than anticipating potential new ones. 

Some examples of this include: 

• Responding to falls, which is primarily driven by regulatory compliance guidelines provided by the Occupational Safety and Health Administration (OSHA) and workers’ compensation claims
• Addressing musculoskeletal disorders caused by poor workstation design when employees file a report
• Managing sick leave requests in response to employees suffering from an acute illness

However, an infectious disease outbreak demands a much broader, proactive stance, as responding after the fact could have devastating consequences. As a result, many employee health programs found themselves changing their approach.

• Establishing emergency response teams: Businesses would form cross-functional teams from different departments, and more, to review and update the company’s infectious disease preparedness and response plan, based on new insights. 
• Creating clearer communication protocols: Occupational health (OH) departments had to decide on the appropriate channels to share rapid, transparent communication to employees about protective measures, health threats, company policies, etc. 
• Performing strategic space planning: Office layouts may have been reconfigured to permit physical distancing when necessary. 

Ultimately, the shift from reactive to proactive is the most significant and lasting legacy of COVID-19 on workplace health.

The Scope of “Health” Expanded 

The physical threat of an infectious disease, like COVID-19, was only one part of the equation. Employee health departments had to look at the emotional and mental toll it placed on employees as well and create programs to address them. Staff often required support with:

• Preventing burnout. Among healthcare professionals, personnel were experiencing burnout from wearing personal protective equipment (PPE) throughout the day, long working hours, increased workloads, and more. In response, some employee health programs began offering additional mental health resources and more flexible work arrangements. 
• Addressing isolation. Remote work and social distancing caused many to feel lonely, so OH professionals had to come up with creative ways to foster social connection, like exercise challenges. 
• Coping with fear and anxiety. There was constant fear of infecting loved ones or getting sick yourself, so stress management techniques were often shared with staff. 

Redefined Policies and Benefits

Infectious diseases directly affect the benefits and policies organizations opt for as well. For instance, during the COVID-19 pandemic, employee health programs may have implemented:

• Non-punitive sick leave. Sick leave policies became more generous to encourage people to stay home when ill to protect the entire workforce. 
• Expanded testing accessibility. Companies offered on-site testing or at least directed employees on where to get rapid tests and PCR tests. This was particularly important during surges. 
• Vaccine programs. Employee health departments became increasingly proactive in coordinating and offering on-site clinics or facilitating access to off-site options. Some benefits packages even included incentives to encourage people to get them. 
• Emphasis on preventive care. Workplace health programs promoted preventative actions, like regular check-ups and chronic disease management, as it is understood that underlying conditions can worsen the severity of infectious diseases. 
• Remote/hybrid work. Policies were designed to address what productivity, ergonomics, collaboration, and well-being looked like in these newer working conditions. 

How Can Employee Health Teams Manage Infectious Disease? 

Let’s say you’re an employee medicine physician or an employee health department leader. You’re likely wondering, what can you all do to ensure your company is ready in the event of another novel virus? Figuring this out isn’t just about organizational sustainability. It’s also a matter of genuinely protecting your employees and their families, because it’s simply the right thing to do. 

So, here are five ways you can structure your program to stay prepared in nearly any infectious disease event. 

1. Perform Ongoing Surveillance

Ideally, there should be members of the employee health team dedicated to actively monitoring public health data at local, national, and international levels. This information can come from various sources, including your local health departments, WHO reports, and the CDC. Staying knowledgeable of emerging variants, new pathogens, and transmission rates will make it easier to prepare your workforce for potential outbreaks. 

In addition to looking at public health data, conduct internal health monitoring as well. That means pay close attention to reported illness trends, absenteeism rates, and Employee Assistant Program (EAP) utilization data. If they’re higher than usual, that could be a sign that there’s an outbreak or something else going on within the workplace. 

2. Improve Workplace Design and Environmental Systems

Studies show that reducing person-to-person contact decreased SARS-CoV-2 transmission and incidence in workplaces, schools, long-term care facilities, and more, during the COVID-19 pandemic. Therefore, since that strategy proved effective before, it would make sense to prepare a plan that would allow for the rapid re-implementation of physical distancing measures for employees, should future health threats necessitate it. 

Some ideas for creating environments that can easily adapt to changing public health needs include: 

• Mobile furniture 
• Occupancy sensors 
• Modular workstations 
• Movable partitions and screens 
• Contactless access and controls
• Temporary isolation areas for employees who develop symptoms during the workday 

However, if an outbreak does happen again, employee health departments should also identify ways to mitigate the potential consequences of social distancing (e.g., mental health concerns). 

3. Proactive Health Promotion 

Viruses aren’t going away, meaning workplaces can’t take a backseat to health education. Informing employees of infection prevention measures like proper handwashing, respiratory hygiene (e.g., how to cover a cough or sneeze), and symptom recognition should be a year-round effort. Health literacy will help employees feel empowered to make informed decisions about their own health. 

Furthermore, employee health programs should make an effort to make information about vaccinations accessible to their staff. Ensure they know about annual flu shots, updated COVID-19 vaccines, and other relevant immunizations. If possible, allow them to get vaccinated on-site by partnering with local providers. 

4. Reconfigure Employee Benefits Package and Policies

Your benefits package and company policies can make or break the health of your workforce. Things like high deductibles and co-pays for testing and treatment, along with limited vaccination coverage, can cause employees to delay or avoid treatment and preventative measures. 

To support infectious disease efforts, companies could offer one or more of the following benefits and policies: 

• Caregiving leave 
• Adequate sick leave 
• Holistic wellness programs 
• Telehealth services
• Flexible working arrangements (e.g., hybrid or remote options) 
• Travel guidance (e.g., pre-travel testing) 

5. Company Preparedness and Response Plan

One of the most essential things your employee wellness program should have is an infectious disease preparedness and response plan, or an IDPRP, for short. This plan should be updated each quarter or semi-annually based on new scientific information, public health guidance, and lessons learned. 

Proactive management should involve defining clear roles and responsibilities for each team member. For example, a physician specializing in employee medicine might diagnose and treat work-related illnesses and injuries, while an employee health nurse may be responsible for administering immunizations, conducting screenings, and handling day-to-day health concerns. Detailed job descriptions for these roles, along with those of other program members like case managers, physical and occupational therapists, safety specialists, and mental health professionals, are crucial. 

Your organization’s IDPRP plan should include scenario planning, too. This would look like outlining “what-if” circumstances and how the company would handle them. For instance, how would you face a novel pathogen or moderate seasonal surge? It’d be beneficial to detail communication strategies, operational adjustments, and resource allocation for such scenarios. 

Protect Employee Health: How to Manage Infectious Disease

COVID-19 has permanently reshaped employee health departments. They’ve gone from a reactive, injury-focused entity to a proactive, integral partner in maintaining a resilient and healthy workforce. Without a prepared employee health department, organizations could crumble if presented with a novel virus or a surge in cases of an existing acute illness. 

By knowing where society stands with COVID-19 today and being familiar with helpful infectious disease management tips, employee health departments can strategically adapt their programs to mitigate future health threats and safeguard employee well-being.