Crisis Management of Earthquake and Tsunami for HR Managers

1. Crisis Management of Earthquake and Tsunami for HR Managers By Eric Kung M.Div., M.S.W., B.Comm.

2. Content Impacts of crisis on organization and employees Critical Incidence Stress Management (CISM) Crisis management: what HR manager can do in pre- and post-interventions Provide psychological support thru Employee Assistance Program (EAP) and Critical Incidence Stress Debriefing (CISD)

3. Types of Critical Incidents Natural disasters Industrial accident Traffic accident Sudden death Terminal illness Suicide Workplace violence Terrorist attacks Rape /assault Kidnapping Robbery Layoffs Termination

4. What were your reactions during and after the 9.0 magnitude earthquake and tsunami in Japan?

5. How would you handle this critical incidence as HR leader? What would you do with … The general staff at large in Japan The staff working in Tokyo office The staff working in the Sendai and north-eastern part of Japan where was directly hit by the earthquake and tsunami Deceased staff’s family Staff who lost their family members or homes Staff who work closely with the deceased staff…

6. In times of crisis……

7. IMPACTS- If we don’t take any action Individual Corporate

8. Ripple Effect Family, Closest Friends, Witnesses, Co-workers and Supervisors Victims Workgroup, Friends, Former Co-workers Organization, Other Workgroups, Management Region, Non-Acquaintances, Local Media General Public

9. Effect on Organization Lost of lives Disruption of operations and business Disruption to management Negative impact on employee morale Increased turnover and absenteeism

10. Individual Differences towards Trauma Severity of response to trauma may vary from mild to severe Some people may not display any post-traumatic symptom stress at all Time required to recover from trauma may vary too

11. How Critical Incident Stress Affects Work Denials Survivor blaming Low productivity Justification and explanation actions Reluctance to take risks Unquenchable thirst for Information

12. Impacts of Crisis to Employees Post-Traumatic Stress People who have direct personal experience, or witnessing event People learning about the unexpected incident experienced by a family member or other close associate People responsible for handling the post-incident arrangement & communication

13. Symptoms ofPost-Traumatic Stress Physiological effects Emotional effects Cognitive effects Behavioral effects

14. Symptoms of Post-Traumatic Stress Physiological Reactions Headache Rapid or irregular heartbeat Shortness of breath Increased blood pressure Muscle tension Loss of appetite Poor or interrupted sleep Shaking, dizziness

15. Symptoms of Post-Traumatic Stress Emotional Stress Reactions Feeling anxious and worried Feeling fearful and tearful Feeling helpless & guilty Irritability, agitation and anger Feeling hopeless, insecure

16. Symptoms of Post-Traumatic Stress Perceptual & Cognitive Poor concentration, forgetfulness and confusion Difficulty making decision or solving problems Experiencing repeated images related to the trauma like nightmares, illusions, flashbacks or intrusive thoughts

17. Symptoms of Post-Traumatic Stress Behavioral Withdrawal Increase in suspiciousness, negativity, blaming others Increased smoking or drinking

18. Effect on Employee:Posttraumatic Stress Disorder PTSD First 24 hours - 85% experience stress reactions 6 months - 20% After 1 year - 3% diagnosed with PTSD

19. Critical Incident Stress Management (CISM) CISM is an intervention protocol developed specifically for dealing with traumatic incidents It is a structured and professionally recognized process for helping those involved in a critical incident to prevent and deal with post-traumatic stress

20. Critical Incident Stress Management (CISM) Crisis management briefing with executives and managers Defusing with psychological first aid Critical Incident Stress Debriefing (CISD) Grief and loss Counseling Post-crisis evaluation and education

21. Use CISM Timely intervention can minimize negative effects brought by post traumatic stress

22. Crisis Management PRE-CRISIS INTERVENTION POST-CRISIS INTERVENTION

23. Effective Crisis Management

24. How to Manage Crisis inTimes of Critical Incident A key word in Crisis Management is PREVENTION

25. Good Crisis Management Plan A factor that determines how a company will withstand a crisis is its ability to prevent and to respond to the crisis. Burchill, James W.

26. Good Crisis Management Plan A good crisis plan is everything you need in one place so you don’t have to search—because you don’t have time to search Burchill, James W.

27. Are You Prepared? Have your company established any mechanism in responding critical incident? Developed a critical incident response plan yet? Any Business Continuity Plan (BCP)? Can the crisis management team activate in 24 hours? Can your staff respond to stress/crisis effectively?

28. Pre-Crisis Intervention Involve strengthening your organization by supporting your employees on a daily basis Develop a Workplace Crisis Protocol Arrange crisis training to help organizations better prepared to cope

29. Pre-Crisis Support Help protect the well-being of employees and organization by practicing good health and safety policies and practice as well as by introduce EAP and other wellness services Identify employees with difficulties and provide support Provide an open, safe and supportive working environment

30. Crisis Management PRE-CRISIS INTERVENTION POST-CRISIS INTERVENTION

31. What You Can Do as HR Manager Guide and support the executive team to manage the crisis Activate the BCP and Crisis Response Team Plan for internal & external communication

32. Business Continuity will NOT take place UNLESS… There are still employees to carry on with business operations Employees • are healthy & fit enough to get back to work • feel secure & safe to resume work • trust in organization’s leadership & feel cared-for • WANT to work

33. What You Can Do as HR Manager Coach and support the CEO to assess the impact of the crisis on people Contact and support staff and their family members with information and other tangible things e.g. food and shelter Deal with staff communication and public media

34. What You Can Do as HR Manager Establish communication channels for the impacted staff Organize and conduct staff communication meetings and announcements Foster mutual support and care among the teams Strengthen leadership at all levels to provide stability and direction

35. Critical Incident Stress Debriefing (CISD) CISD is an intervention protocol developed specifically for dealing with traumatic incidents It is a formal, highly structured and professionally recognized process for helping those involved in a critical incident To share experiences, vent emotions, learn about stress reactions and symptoms and provide psychological counseling if required

36. CISD Process & Intervention Needs to be timely (48-72 hours after the incidence) Voluntary participation Confidential Provide avenue for those who need further help

37. Benefits of CISD Help establish supportive communication within the group of affected individuals Minimize occurrence of PTSD and effects of critical incidents on affected individuals Help management restore a sense of control, safety and normalcy within the affected group Restore productivity

38. EAP and CISM Support Systems for Staff for Manager Support network

39. Making Referral to EAP Consultant People management consultation for crisis management and CISM Counseling service for the staff, colleagues, or families Referral to psychiatric treatment Provide Critical Incidence Stress Debriefing (CISD) or Crisis Care Program (short term EAP up to 3 months) for impacted staff

40. We are here to assist you and your staff in Japan in this devastating crisis to restore wellness in the individuals and in the organization. Contact us today at Email: info@humandynamic.com Website: www.humandynamic.com Tel: +852-28543727