Overview:

The circumstances surrounding the recent outbreaks of violence and civil unrest developed hourly (let alone daily), and with the rapid-fire nature of modern media and social media channels, details will vary from broadcast to broadcast, leaving many in the workforce in confusion and fear.

Most do not know what next steps they should take and they are either paralyzed by fear, worried about their future, or in the shock and denial phase of the crisis.

Having a plan that works for you and not against you is the best course of action for any business, however for many, especially those who have not implemented crisis management plans in the past, we have entered new territory.

The events of the past several months are creating a constantly changing national condition which leaves employers feeling pressure and unfortunately due to the overload of news and information, (often contradicting itself) leaders are running the risk of being ambitious in their communication and actions with employees.

Ambiguity leads to confusion and creates more uncertainty and fear. This is something we all need to avoid. Thankfully, there are steps employers can take to prepare their workforce, encourage certain behaviors and manage the business environment effectively, so employees can continue to remain engaged and reduce the risk of panic and concern.

These steps are the basis of crisis management and often seem commonsense, however, in a crisis, it is more difficult to remain calm and think or behave in a considered way. It is vital for HR professionals that reasonable practices are established and followed, plans put in place and implemented, and most importantly, any action taken has been thoroughly understood, investigated, checked, and measured in order to avoid longer-term damage to the business.

Every day the boundaries and goalposts are moving, so it is vitally important that leaders in the industry, business, and human resources are kept as up-to-date as possible to avoid generating fear, adding to the confusion, or creating workplace dysfunction.

We need to know all we can in order to adapt, innovate and implement new ways of operating during a crisis. This is why clear communication, accurate information, and considered action are required.

Why you should Attend: If you are in a leadership position, experience in HR, or new to the Human Resources field and need to put action plans in place, this presentation will help you to:

• Understand what needs to be included in an Evacuation & Shelter in Place plan
• Address concerns about the impact of training your employees on a plan without creating greater fear
• Prepare employees who are limited in mobility
• Alleviate your concerns and get clarity for your communication and behavior
• Assist you to avoid ambiguous messaging to ensure your workforce is fully aware and working through changes being implemented
• Manage the welfare of your employees through a volatile crisis moment
• Address the business's internal and external response to civil unrest and any other crisis that occurs
• Review your current processes and plan ahead for potential issue areas

Managing HR is about mitigating risk, reducing conflict, and pre-empting issues. The trouble right now is that there is either an overwhelming amount of information and conflicting directives from multiple sources, or you don’t know where to start with a topic such as this. Because Brenda is monitoring the situation constantly and can apply her years of experience to the scenarios playing out, this presentation is vital for you to stay ahead of the changes and to ensure your workplace is proactively maintaining expectations, communication, and function.

As a result of the training, you will be better equipped to make decisions regarding the operation of your business, be able to lead, or assist leaders in the business, and prepare the business for ongoing change.

Areas Covered in the Session:

• How to start with a simple plan and move forward from there
• Cutting through the confusion of the OSHA Emergency Preparedness and Response guidance
• What every employer should be considering
• What part of your plan should you communicate to your employees
• Training your employees and actively engage their feedback
• How to support your employees after the crisis
• What not to say to employees
• Building critical relationships as part of your plan development
• How to instill a survivor mindset and increase the chances of survival with your team
• Provide additional resources on a state-by-state basis that are OSHA approved
• and more

Who Will Benefit:

• Business Owners and operators who do not have a dedicated security team
• Novice and Experienced
• HR Generalists
• Administrative Assistants
• Payroll Staff
• Small Business Administrative Assistants