Minimizing and Controlling Future Disasters

October 7 -8, 2013

Presenter: Marna Hayden, SPHR

Hayden Resources Inc.

www.haydenhr.com

Emergency Preparedness:1

�How to develop emergency policies and a crisis manual

�What steps should to be taken to protect your employees and your company in times of crisis

� Determine responsibilities for safety and security

�Where information should be kept�How to communicate and train your staff to respond successfully

�How to prevent or minimize adverse outcomes and support business continuity

Learning Objectives2

� 85% of HR Professionals say their company has a formal disaster preparedness plan: 15% say they do not

� Larger companies are more likely to have formal plans

� 65% HR professionals believe their organizations are well prepared for a crisis or disaster

� 50% of employees think their organizations are well-prepared

� 82% of employees surveyed felt feeling safe was important or very important in their job

SHRM Disaster Preparedness Survey3

� After 9-11, 56% of respondents created or revised their disaster preparedness plans

� 45% did not; possibly in denial, “it can’t happen here” thinking, reliance that former practices were adequate, having other priorities, etc.

� As we move farther away from 9-11, fewer companies are establishing plans, i.e. 2003-64% and 2004- 61% with designated crisis management teams dropping from 62% - 54%

Survey Results4

� Being proactive protects your employees and company and minimizes damage

�Minimizing damage may save both the lives of employees and the investment of your business

� It ensures business continuity/restoration; may even lead to decreased insurance rates

� Being in control and trained reduces stress for both managers and employees and leads to better outcomes under duress

� Increases shareholder value and confidence

Reasons for Crisis Management5

�Have planned, written procedures on how to respond to any catastrophic event which may occur

� Three Major Aspects:� Emergency Planning: what to do at the time of a disaster

�Disaster Recovery: what to do to restore any operations that have been interrupted

� Business Continuity: to restore your business to where it was before the interruption

Crisis Manual6

�Risk Analysis

�Disaster Preparedness

� Crisis Management

�Disaster Recovery or Contingency Recovery Plan

� “Business Continuity” refers to both “short-and long-term sustainability of an organization”

Terms7

� Natural disasters: i.e. earthquakes, tornados, tsunamis, severe storms, etc.

� Environmental threats: i.e. fire, a gas leak, chemical spill or radiation leak

� Need for evacuation

� Loss of power

� Terrorist activities: i.e. bomb threats or kidnappings

� Violence: i.e. fighting, weapons in the

workplace, workplace crime, robberies

Disasters 8

� Emergency illnesses, accidents or deaths

� Domestic threats to employees, restraining orders, stalkers, Protection from Abuse (PFA)

� Security violations in physical plant

� Computer hacking or information leaks

� Internal or external investigations into business practices

� Recalls, lawsuits, scandals, picketing

� Any other unforeseen interruption of work

Additional Areas9

�Obtain senior management support and backing

� Assemble a “Planning Team” and appoint a leader

� Assign responsibilities for different aspects of Plan to one or more individuals

� Compile a Directory of Emergency Contacts and Resources

Initial Steps in Setting up a Plan10

� After designing a plan, develop a budget for Plan and obtain approval

� Conduct appropriate training and purchase necessary equipment or back-up resources

� Complete and disseminate policies to supervisors and employees

� Establish location of response management center and emergency communication systems

� Establish ongoing responsibilities for team members and designates

Implementing the Plan 11

� Audit/Compliance

� Finance

� Human Resources

� Information Technology

� Legal Counsel

� Operations

� Public Relations/Marketing

� Safety

� Security

� Senior Management/other selected participants

Emergency Team Members 12

� Police and Fire Departments

� Emergency Medical Services/Local Hospitals

� American Red Cross

� Federal Bureau of Investigation (FBI), U.S. Department of Homeland Security

� Federal Emergency Management Agency (FEMA)

� Environmental Protection Agency (EPA)

� Poison Control

� Chambers of Commerce

� Business Associations

External Resources 13

� Company Counsel

� IT Specialists and Computer Backup Facility

� Insurance Providers

� Power Companies: utilities

� Other Vendors

� Employee Assistance Program (EAP) Provider

� Crisis management consultant or other service

provider if portions of your program have been outsourced

Resources 14

� Perform Risk Analysis; make recommendations

� Establish an audit policy to regularly check

security and safety procedures are being followed

�Work with all other departments to ensure

confidentiality and the resumption of workflow

after a disaster

� Assure proper reporting requirements take place

after an incident

� Protect vital records

Audit/Compliance 15

� Be sure adequate insurance coverage is in place to address catastrophic events

�Determine financial impact on the company, including damage to equipment and buildings as well as lost business

� Ensure financial resources are available to resume operation effectively

� Support budget for preventative actions or measures to take place

Finance16

� Coordination and distribution of Crisis

Manual

� Online communication page for employee

updates, benefits and programs

� Employee Policy Manual – inclusion of

applicable policies

� Supervisor/Employee Training

� Counseling Services, EAP

Human Resources17

Human Resources 18

� Employee Record Protection/Backup

� Pay and Benefits policies during crisis

� Management Succession Planning

� Employee Record Protection/Backup

� Pay and Benefits policies during crisis

� Management Succession Planning

Related Policies

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Emergency Information Internal/External Communications

Change of Status, information

Security, visitors in workplace

Hiring, checking references/background

Safety practices, First Aid, use of equipment

Discipline and terminations Weapons in the workplace

Drug and alcohol Attendance, leaves of absence

Smoking policies Inclement weather

“Whistleblowers” policy: non retaliation

Confidentiality , code of conduct, use of IT

No solicitation Employee Assistance Program

Insurance Pay and Benefits

� Budget for proactive, preventative programs

and equipment

� Assure plan for evacuation includes one for individuals with disabilities

� Complete applicable reporting requirements: i.e. WC, OSHA, insurance claims

� Keep Emergency Contact (response team information) and Employee Call lists (home phone numbers) available and current

� Serve as a resource and support throughout crisis: the “go to” contact

Human Resources’ Support20

� Loss of employees: leaving

� Deaths in the workplace: natural, accidents, suicide or killing

� Loss of information/knowledge

�Morale

� Physical relocation

� Addressing the “human side” of the disruption

� Take care of “the whole person”

� Protecting both the company and its employees

Human Resources Concerns 21

� Paid and Unpaid Leave policies

� Paycheck advances or loans

� Donation programs

� Commuting programs

� Temporary housing accommodations

� Transfers to other sites

� Employee hotline: password protected internet site

� Communication and daily updates

Human Resources’ Concerns 22

�Responsible for IT policy and procedures and security of information

�Responsible for access and passwords and maintaining an up-to-date, protected system

� Establish back-up system for all information off premises

� Protection of customer information

�Record recovery and restoration

Information Technology23

� Review and approve proposed policies and practices for Emergency Preparedness Manual

� Serve as resource for legal aspects of disaster recovery

� Review Media Relations press releases and company statements

� Research legal rights of company and employees involved in crisis; provide advice

� Serve as intermediary with government agencies as needed

Legal Counsel24

� Be certain physical plant or office is in compliance with safety regulations and sound operating practices

�Maintain a clean and uncluttered workplace

� Conduct periodic inspections to ensure a safe environment; fire and electrical codes, OSHA regulations

� Control hazardous materials: HAZMAT

�Have plant evacuation procedures in place

Operations 25

� Determine back-up systems for operations are in place if business is interrupted

� Maintain resource lists: emergency equipment and supplies

� Have backup power to operate

� Have written procedures of what to do if certain areas fail or are at risk

� Have evacuation procedures along with Security and Safety personnel

� Work with other team members to assure smooth operations of whatever action is needed

Operations 26

� Have a communicated policy regarding contact with the public or media during an emergency

� Have contact numbers available and scripts prepared to address a variety of situations

�Work with senior management and legal counsel regarding information to be released and how it will be done

� Arrange briefing and debriefing with other members of the team

� Assure that the company’s reputation has not suffered as a result of the crisis

Public Relations/Marketing27

� Conduct regular Safety meetings and

arrange training and certifications

�Keep list of employees with up-to-date

certification in First Aid, CPR, etc.

� Purchase and maintain appropriate

medical equipment and supplies

�Maintain and implement Fire Protection

Plan

Safety28

Safety29

�Work with Security and Operations on

Evacuation Plan

� Complete required reports to government

agencies

�Work with Human Resources on procedures

to address illness or accidents in the

workplace

�Write overall Security policy and procedures

and conduct training

�Oversee and enforce building entry/exit

system and overall surveillance

� Establish Office or Plant evacuation

procedures along with Operations and

Safety

Security30

Security31

�Report any incidence of criminal activity,

violence or threats to proper authorities

�Maintain emergency contact list

� Process applicable insurance claims

� Approve and support plan

� Assure budget for recommendations

� Make Emergency Preparedness part of the Company Culture and valuing safety and security of the employees, a top priority

�Make the commitment to other constituents that the company will make every effort to provide continuing service in times of crisis

Senior Management32

�Have effective Communication System in place

� Support tight Security systems (buildings and information)

� Check references carefully for all new hires

�Handle people with respect: i.e. in counseling and terminations

� Provide resources for individual and family needs; before and after a crisis

� Encourage use of EAP; maintain confidentiality

Preventative Measures 33

� Pay attention to any report of unsafe equipment or practices; investigate complaints

�Have a strong “non-retaliation” policy in place

� Track unusual activities

� Treat everyone with respect

� Follow trends on dangers or crises in other locations

� Keep Succession Plan current

� Keep plan current and employees informed

Preventative Measures 34

�Making plans for the worst-case scenarios can help companies manage lesser incidents better

� Teamwork, training and “rehearsals” are critical to a well-managed and successful plan

�Human Resources leaders need to take responsibility to assure the human needs are met in a crisis and preventative measures are budgeted and put in place

Unimagined Disasters35

� Select and promote management with emotional

intelligence: respected, proven leaders, strong

team relations, trust, empathy, flexibility, excellent

communication skills, accountability, etc.

� Leadership skills should be present before a crisis

so the team will work well when crises do happen

Leadership in Crisis36

Corporate Example 37

�One of the best corporate examples still is Johnson and Johnson during the Tylenol crisis in the 80’s: corporate values, communication, and “doing the right thing”paid off in the long term on many levels

� Select a Planning Team

� Analyze current capabilities and possible hazards

� Identify external and internal resources

� Assign responsibilities and determine programs

� Communicate the Plan and conduct training

� Review and update Plan and incorporate training in Orientation as well as scheduling periodic retraining

Planning Process Overview 38

� Following Procedures

�Use of Equipment

� Scenarios

� Plans after a crisis

�Keeping Plan and employees current

Training39

� Employees

� Customers and visitors

� Individuals with disabilities

� Check in procedure

� Duties to perform before leaving a site

� Location of resources

Evacuation of Premises 40

� CPR and First Aid, defibrillator

� Fire

� Routes of escape and checking in

� Hazardous materials HAZMAT

� Different plans for different locations or business units

� Global disruptions, ranging from military uprisings to disease breakouts and evacuating employees

� Emergency duties in job descriptions

Individual Procedures 41

�Do what you can do

�Delegate jobs to most likely areas and people to handle that aspect

�Have the team and senior leader oversee and approve all policies and procedures

� Be prepared to be flexible if you need to be; consider the “larger picture”

� Communicate honestly and frequently with both employees and the public

Team Leadership42

� Being prepared is not only a prudent business decision, but shows you care for your employees, customers, and all stakeholders

� Anticipating crises is important, but having the culture to handle them both proficiently and ethically separates the great companies

� Action and accountability are key factors

� Plan for the worst, but hope for the best

In Closing43

Conclusion

�Questions?

� Comments?

� Thank you all for your participation!

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Resources

� Society for Human Resource Management (SHRM)

Knowledge Center, HR Magazine and various articles

� SHRM 2005 Disaster Preparedness Survey Report

� Crisis Management in Today’s Business Environment, Nancy R.

Lockwood, SPHR, GPHR –SHRM Research

� Nonprofit Coordinating Committee of New York, Inc.

� Federal and State websites

� This workshop is not intended to be legal advice, but rather is an overview of the general rights and responsibilities of individuals in the workplace. It

is intended to provide guidance and information employees and supervisors can use to contribute to creating a positive workplace.

www.haydenhr.com

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