Take Action: Preparations for Developing a Crisis Management Plan

“Never confuse motion with action.”

                                    ------Benjamin Franklin 

Businesses and people thrive best during periods of stability and relative calm. Although we hear the word “crisis” used a lot lately, the word still implies a time of extreme instability and difficulty. Even so, when businesses are faced with the unthinkable, they are normally evaluated not only by their actions, but also by how prepared they were to act. 

In a previous HRTools.com Insight, I made the case for why it’s critically important that businesses have a crisis management plan in place. Not only does such a plan give employers peace of mind, but it also helps minimize risks during times of natural or man-made disasters. 

With that said, I want to help you. As I continue with this series, you will learn how you can go about assembling a team and begin developing a crisis management plan. 

Before you begin, you must first assign people who can and will take action. Then, you will designate these individuals as your planning team members. Your selection criteria should include key personnel who represent various business units as explained in the following: 

• You definitely will need a “hands-on” senior executive. This individual’s involvement is imperative to the plan’s success. The senior executive will act as the champion of this initiative.
• Also, you will want to include someone from finance/accounting, security, IT, human resources, benefits and legal counsel—if you have someone in all those areas.
• Finally, you should include a cross-section of employees from all levels; these employees will serve during the planning phase and as members of the crisis response team. Keep in mind that these employees should have experiences and responsibilities associated with the vital areas of your business.

Understandably there are some small businesses without the staffing and the resources to form a sizeable team, such as described above. In those situations, you can identify several key employees—such as team leads or tenured employees—or perhaps you will need to enlist the assistance of all of your employees to take a role in the plan. 

Some smaller organizations also tap into outside resources, such as the local Chambers of Commerce and other professional associations. Even an insurance carrier might be able to provide support and information. There are many local, state and federal governmental resources available; and most of these have Web sites, which, of course, are available 24/7. Here are a few sources that may be helpful:

U.S. Department of Homeland Security

Federal Emergency Management Agency (FEMA)

Occupational Safety and Health Administration (OSHA) 

Once you have your people in place, you should analyze your current needs and your respective responses. 

For instance, what are your vulnerabilities? Your team will need to determine how much responsibility the organization has in protecting its employees. One of the first places you will go to is OSHA. This agency has a general duty clause, which is part of the OSH Act of 1970 and basically states that employers must furnish employees with a place of employment that is free from recognized hazards that can cause, or can likely cause, death or serious physical harm. In addition, several states have expanded the scope of this employer duty, so it is essential that you, or a member of your team, consult your respective state regulations. 

Given the rise of crises, a well-developed crisis management plan is becoming more of a strategic necessity for any size organization. Should the unthinkable happen, you will want the peace of mind in knowing that you can maintain communications and return to normal operations as quickly as possible. 

This is only a start to the process. As you can tell, preparing for and handling a workplace crisis is a complicated and complex topic.  More coverage will follow in future HRTools.com Insights. So check back for details about other related factors and concerns, such as those involving workers’ compensation, evacuation and notification procedures and communication processes.

When businesses are faced with the unthinkable, they are normally evaluated not only by their actions, but also by how prepared they were to act.