Overview : Violence in the workplace, terrorism, pandemic fear, natural disasters, layoffs, mergers, plant closings, criminal activity, employee deaths, blizzards, civil disruption… Unfortunately, work organizations in the U.S. have had ample opportunity to learn about crisis management strategies. However, often the response is inadequate for the long term impact of an incident on the workplace and the workforce. A mismanaged organizational crisis response can cost the work organization in morale, productivity, loss of good employees, brand damage, litigation, disability claims, and a variety of other causes. Many risk managers and business continuity planners look only so far as the operational aspects of a work organization. Yet, it is well known that it is not the IT, but the HT (human technology) that really makes the difference. Human Resource, Occupational Health, EAPs are on the front line of managing the human factor impact of crises, however they are not often involved with being a part of the crisis management teams. For the HR professional, it is imperative that (s) he remain up to date with current best practices for maintaining post-crisis workforce resilience. Areas Covered in the Session: An overview of the types of crises that have been experienced by work organizations Examples of how crises have been well managed or "not so well" managed The role of HR with respect to maintaining workforce resilience Best Practice policies and procedures What types of services and interventions to utilize during different types of crises? Who Will Benefit: HRM Occ. Health Business Continuity Planners Employee Assistance Programs Dr. Lewis, an international consultant and trainer, has worked with national and international government agencies, healthcare facilities, educational institutions and private businesses on a wide range of work, behavioral health and organizational issues. His focus is facilitating organizational recovery and resiliency with the emphasis on “people-recovery."
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