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Disaster Preparedness for Total Rewards Leaders:
Managing the Employee
Experience During a Crisis
Jeff SarnackiDirector, Emergency Preparedness and Response
John CooperDirector, Global Engagement
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On the sidelines or on the field ?
Is the employee experience part of your organization’s emergency and disaster planning?
Managing the employee experience:It’s time to plan
According to the Federal Emergency Management Agency (FEMA), more than 40% of businesses never reopen after a disaster, and for those that do, only 29% were still operating after two years.
Employee experience can impact your future
YOUImpact employee experience
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How can you ensure a quality employee experience?
HR Leadership can:
• Become a symbol of order. Leaders can strengthen a community during a crisis.
• Give employees actions they can take to help based on their strengths Encourage survivors to take care of themselves and others.
• Draw upon organizational culture and community values to bring people together.
• Ensure effective two‐way communication. Give fast and accurate updates.
• Listen to the concerns of others.• Recognize contributions during and after a crisis.
What Am I planning for ?
• Natural hazards• Floods• Hurricanes• Tornadoes• Earthquakes• Widespread serious illnesses such as the H1N1 flu virus pandemic• Human‐caused hazards• Accidents• Acts of violence by people• Acts of terrorism• Technology‐related hazards• Failure or malfunction of systems, equipment or software
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2017 Natural Disasters
9.6 Billion in NFIP flood insurance claims
137 Presidential Disaster Declarations
59 Major Disaster Declarations
46 Million Americans Affected
Nearly 15% of the U.S. Populations
HR Roles and Responsibilities
Roles vary within each phase of a disaster or crisis:
• Preparation
• Response during the event
• Recovery/Resilience
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Organizational Preparedness Plans
HR should contribute to:
• Resource Management• Emergency Response• Crisis Communications• Business Continuity • Information Technology• Employee Assistance• Incident Management• Training
Human Continuity Preparedness
• Preparing to deal with the human factor is the single most important thing you can do to survive a disaster or crisis event.
• Preparing your organizations’ most valuable assets in advance of an emergency is the most cost effective mechanism to survive and recover from a crisis or disaster.
• “Survive and Thrive”……Plan, Respond, Recover…People First!
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HR Preparation
Staffing
Identify POC to collaborate with security and emergency functions
Identify essential employees ‐ what is expected of them?
New hires? Applicants in the pipeline? Temporary staff?
Alternative work schedulesAlternative worksites and WFH
Employee Benefits and Compensation
Ensure payroll continues
Hazard/differential pay for essential employees
Non exempt and exempt work and salaries
Define leave policies during emergency and crisis events
Insurance benefits: Pre‐establish hotline procedures with benefit plan providers
Employee Assistance Program
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Records and Communication
• Is there a backup of all personnel records in the cloud or remote back up location?
• Are critical records accessible remotely and by more than one employee?
• Are employee records, specifically emergency contact information, properly updated and maintained? Second means of contact listed? Relatives or significant contacts recorded?
• Communication methods established and tested? Phone trees? Email? Text messaging? Social Media?
Emergency Response During Event
• If facility is open, ensure all employees are aware of evacuation procedures. Defined rally point for accountability?
• Safety and security must be addressed. Plan to provide emergency supplies if employees must remain on premises.
(water, nonperishable food, generators, batteries, flashlights, other necessities)
• Basic emergency care before first responders arrive. First aid kits?
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Crisis Communications
• Are all employees aware of the communications plan and the mediums that the organization will use to get the word out to the employees?
• Contractors? • Vendors? • General public? • Are there multiple mediums established?
• Is Social Media in use?
• Are ESOL employees considered?
The Aftermath ‐ Short and Long Term Recovery
Address Immediate Needs
Health and safety beyond immediate rescue
Establish a hotline/web info site
Immediate crisis support
Reunification with families, communities
Remote work considerations
Replacement hiring
Restoration
Continues for months or years
Provide grief counseling
Resume operations
Establish memorials
Scam and fraud awareness
Civil or criminal trials
Reputation care
Continue Robust Communications !!!!
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Unanticipated Crisis Events –Man ‐ Made
Active Threat
Active Shooter
Insider Threat
Terrorism
Workplace Violence
Approximately 2 million people a year are affected by some form of workplace violence.
80% of active shooter incidents occur in the workplace
Workplace Violence
Video Courtesy of Department of Homeland Security
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Pathway to Violence
Grievance
Violent Ideation
Planning AcquiringProbingObserve
InterveneThresh
old
attack
Behavioral IndicatorsHas employee performance changed?
Speech• Expression of
suicidal tendencies
• Talking about previous violent incidents
• Unsolicited focus on dangerous weapons
• Paranoid comments
• Overreaction to k l
Emotional Displays• Depression or
withdrawal• Unstable, emotional
responses• Feeling either
arrogant and supreme or powerless
• Intense anger • Explosive outbursts of
anger or rage
Behaviors• Increased use of
alcohol or drugs• Violations of
company policies• Increased
absenteeism• Exploiting or
blaming others• Noticeable
decrease in hygiene care
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Workplace Violence Program
• Behaviors of Concern
• Staff Awareness Recognition
• Socialization ProcessFormalize Process
• Organizational Capability
• Appropriate InterventionIntervention
Law Enforcement Stops Threats and Saves Lives
Protect Lives and Eliminate
ThreatsManage the
Incident
Participate in Unified
Command
Secure Scene/
Conduct Investigation
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Response to Crisis Event
• Notification of occupants
• Notify law enforcement
• Notification of offsite staff/families
• Personal protective actions trained
• Crisis Communication
• Internal• External
Disabilities, Access, and Functional Needs
• Understand Needs of Persons with Disabilities or Access and Functional Needs
• Communication/Notification Capabilities• Participate in Planning Process
Programmatic – alternative formats
Printed information about
what to do in the event of an
active shooter
Multilingual information
Captioning
Physical access – ensure the facility is ADA
compliant
Accessible evacuation routes
Ramps and access to secure hiding
places
Post facility maps with labeled egress
routes
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Consequences of an Incident
• Active shooter/terrorism incidents can be catastrophic
• Responsible for safety of all persons at your facility
• Reputational Damage
• Liability issues
• Many businesses never recover!
Don’t Reinvent the Wheel…..
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Key Takeaways
• Have a Crisis Communications plan and ensure all employees are involved.
• HR Continuity – Payroll, Benefits, EAP, Hiring plan
• Reunification plan
• Disabilities, Access and Functional needs
• Training and Exercises to reinforce plans and show employees their value
Thank You! Questions? Further Discussion?