Two weeks ago, a fire at a Southeast- Michigan 100 year old golf club provided a powerful reminder that emergencies are not abstract possibilities. In a matter of hours, employees can lose access to their workplace, planned events can be canceled, critical equipment and records can be destroyed, and normal operations can come to a sudden stop. The weeks that follow may require difficult decisions about employee communication, work arrangements, payroll, insurance, member services, and recovery. Is your workplace prepared if the unexpected happens?
Emergencies rarely arrive with much warning. A severe storm, fire, workplace accident, cyberattack, power outage, or other disruption can quickly move an organization from business as usual to crisis mode. While emergency preparedness may traditionally fall under safety, facilities, or operations, HR has an important role to play: making sure employees know what to do, who is responsible for what, and how the organization will communicate.
A good emergency preparedness plan starts with identifying the risks that could affect your workplace. Consider both physical threats such as tornadoes, floods, fires, and workplace accidents and less obvious risks, including cyberattacks, data loss, supply-chain disruptions, and financial challenges. Once risks are identified, organizations can assess their likelihood and potential impact and prioritize where preparation is most needed.
Build relationships with your local police and fire departments before an emergency occurs. Invite first responders to tour the property, become familiar with entrances, utility shutoffs, hazardous materials, and evacuation routes, and review your emergency plan. Ask them to identify access or response concerns, establish primary and backup contacts, and include them in drills when practical. Their firsthand knowledge can reveal gaps in your plan and help your organization coordinate a faster, safer response.
Communication should be at the center of the plan. Employees should know how they will receive information during an emergency and how they can contact the organization if normal communication channels are unavailable. Maintain current contact information for employees, vendors, and other key contacts in a location that can be accessed quickly.
HR can also help clarify who does what. Assign specific responsibilities before an emergency occurs. Who contacts employees? Who accounts for staff? Who communicates with leadership? Who is responsible for shutting down systems or checking emergency supplies? Clearly defined roles reduce confusion when people are under pressure.
Don’t forget employees who are working remotely or in hybrid arrangements. Emergency procedures, contact information, and critical resources should be available digitally as well as in printed form for employees working on-site.
Finally, an emergency plan should not be a document that gets written once and placed in a binder. Train, test, and update it regularly. Incorporate emergency procedures into safety meetings, conduct drills, and revisit the plan every six to 12 months—or whenever staffing, facilities, or operations change.
Plan for how the organization will continue essential operations after the immediate danger has passed. Identify alternate work locations, backup systems, payroll and benefits procedures, record-recovery priorities, and the people authorized to make time-sensitive decisions. Establishing these arrangements in advance can reduce downtime and help employees, members, clients, and vendors understand what to expect during recovery.
Make sure your organization has a plan, your employees understand their roles, and everyone knows how to respond when the unexpected happens.
By Linda Olejniczak, courtesy of SBAM-approved partner, ASE.
Click here for more News & Resources