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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?

info@skylightglobalonline.com