In today’s terror-filled world, personal security ranks right up there with job security as workplace issues that matter the most to workers. Last week’s foiled terrorist plot provides another opportunity for employers to communicate with employees about emergency preparedness and response.
The plan to blow up U.S.-bound commercial flights from the United Kingdom caused immediate response by governments, world financial markets and businesses. In the frenzy to adjust, however, companies would do well to remember that the ability to carry on business as usual depends on people with varying levels of worry, fear and even anger about their lives being disrupted by events beyond their control.
This is a real business issue. Business travel takes more time due to increased security measures. People distracted by concern about world events – especially events that threaten their sense of well-being – are likely to be less productive. In some cases, people’s anxieties manifest themselves in physical illness and emotional disturbance.
Communication can’t make these problems go away, but it can help minimize their impact. Here are some things employers should do:
- If your organization has a crisis communication plan, review it with everyone who has a role in its implementation. This is not an overreaction. Remember, a crisis does not have to be a catastrophic event. A crisis is any circumstance – expected or unexpected – that has real or potential impact on the business.
- If your organization does not have a crisis communication plan, what are you waiting for? Last week’s news should convince business leaders that the time it takes to prepare a plan for communicating during a crisis is time well spent.
- If your organization was affected in any way by the fallout of the foiled terror plot, tell employees about it. Perhaps your company altered its travel policy. Maybe your business performance was, or will be, affected by the news. Employees need to know the facts. If they don’t get the facts from the company, they’ll draw their own conclusions.
- Remind employees of the company’s plans for dealing with disruptions of any kind. This is a good time to reiterate plans and policies for everything from business travel to customer response to building evacuation. Consider what is the most relevant and appropriate information to share based on the circumstances and then share it.
- Give employees an opportunity to ask questions, express concerns and share ideas. The simple act of communicating is a salve itself. The worst thing employers can do is to pretend nothing has happened.
We live in a different world that requires different actions from just five years ago. Do not be concerned about overreacting. What happened last week evokes all kinds of emotional responses, whether expressed or repressed. Communicate with calm reassurance, but communicate. The people who work for you deserve it.
