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Crisis Management of Earthquake and Tsunami for HR Managers,[object Object],By Eric Kung,[object Object],M.Div., M.S.W., B.Comm.,[object Object]
Content,[object Object],Impacts of crisis on organization and employees,[object Object],Critical Incidence Stress Management (CISM) ,[object Object],Crisis management: what HR manager can do in pre- and post-interventions,[object Object],Provide psychological support thru Employee Assistance Program (EAP) and Critical Incidence Stress Debriefing (CISD),[object Object]
Types of  Critical Incidents ,[object Object],Natural disasters,[object Object],Industrial accident ,[object Object],Traffic accident,[object Object],Sudden death,[object Object],Terminal illness,[object Object],Suicide,[object Object],Workplace violence,[object Object],Terrorist attacks,[object Object],Rape /assault,[object Object],Kidnapping  ,[object Object],Robbery,[object Object],Layoffs ,[object Object],Termination,[object Object]
What were your reactions during and after the 9.0 magnitude earthquake and tsunami in Japan? ,[object Object]
How would you handle this critical incidence as HR leader? ,[object Object],What would you do with … ,[object Object],The general staff at large in Japan,[object Object],The staff working in Tokyo office,[object Object],The staff working in the Sendai and north-eastern part of Japan where was directly hit by the earthquake and tsunami ,[object Object],Deceased staff’s family,[object Object],Staff who lost their family members or homes ,[object Object],Staff who work closely with the deceased staff… ,[object Object]
In times of crisis……,[object Object]
IMPACTS- If we don’t take any action,[object Object],Individual,[object Object],Corporate,[object Object]
Ripple Effect,[object Object],Family, Closest Friends, Witnesses, Co-workers and Supervisors,[object Object],Victims,[object Object],Workgroup, Friends, Former Co-workers,[object Object],Organization, Other Workgroups, Management,[object Object],Region, Non-Acquaintances, Local Media,[object Object],General Public,[object Object]
Effect on Organization,[object Object],Lost of lives,[object Object],Disruption of operations and business,[object Object],Disruption to productivity and performance ,[object Object],Negative impact on employee morale ,[object Object],Negative publicity if not handled properly,[object Object]
Individual Differences towards Trauma,[object Object],Severity of response to trauma may vary from mild to severe ,[object Object],Some people may not display any post-traumatic symptom stress at all,[object Object],Time required to recover from trauma may vary too,[object Object]
How Critical Incident Stress Affects Work,[object Object],Denials ,[object Object],Thirst for Information,[object Object],Survivor blaming,[object Object],Low productivity,[object Object],Low mood and morale,[object Object],Absenteeism and staff turnover,[object Object],Reluctance to take risks,[object Object]
Impacts of Crisis on Employees ,[object Object],People who have direct personal experience, or witnessing event ,[object Object],People learning about the unexpected incident experienced by a family member or other close associate,[object Object],People responsible for handling the post-incident arrangement & communication,[object Object]
Symptoms ofPost-Traumatic Stress,[object Object],Physiological effects,[object Object],Emotional effects,[object Object],Cognitive effects,[object Object],Behavioral effects,[object Object]
Symptoms of Post-Traumatic Stress,[object Object],Physiological Reactions,[object Object],Headache,[object Object],Rapid or irregular heartbeat,[object Object],Shortness of breath,[object Object],Increased blood pressure,[object Object],Muscle tension	,[object Object],Loss of appetite,[object Object],Poor or interrupted sleep ,[object Object],Shaking, dizziness,[object Object]
Symptoms of Post-Traumatic Stress,[object Object],Emotional Stress Reactions,[object Object],Feeling anxious and worried,[object Object],Feeling fearful and tearful,[object Object],Feeling helpless & guilty,[object Object],Irritability, agitation and anger ,[object Object],Feeling hopeless, insecure,[object Object]
Symptoms of Post-Traumatic Stress,[object Object],Perceptual & Cognitive,[object Object],Poor concentration, forgetfulness and confusion,[object Object],Difficulty making decision or solving problems,[object Object],Experiencing repeated images related to the trauma like nightmares, illusions, flashbacks or intrusive thoughts ,[object Object]
Symptoms of Post-Traumatic Stress,[object Object],Behavioral,[object Object],Withdrawal,[object Object],Increase in suspiciousness, negativity, blaming others,[object Object],Increased smoking or drinking,[object Object]
Effect on Employee:Posttraumatic Stress Disorder PTSD,[object Object],First 24 hours - 85% experience stress reactions,[object Object],6 months - 20%,[object Object],After 1 year - 3% diagnosed with PTSD,[object Object]
Critical Incident Stress Management (CISM),[object Object],CISM is an intervention protocol developed specifically for dealing with traumatic incidents ,[object Object],It is a structured and professionally recognized process for helping those involved in a critical incident to prevent and deal with post-traumatic stress,[object Object]
Critical Incident Stress Management (CISM),[object Object],Crisis management briefing with executives and managers ,[object Object],Defusing with psychological first aid,[object Object],Critical Incident Stress Debriefing (CISD),[object Object],Grief and loss counseling,[object Object],Post-crisis evaluation and                      education ,[object Object]
Use CISM,[object Object],Timely intervention ,[object Object],can minimize negative effects ,[object Object],brought by ,[object Object],post traumatic stress,[object Object]
Crisis Management ,[object Object],PRE-CRISIS INTERVENTION,[object Object],POST-CRISIS INTERVENTION,[object Object]
Effective Crisis Management,[object Object]
How to Manage Crisis inTimes of Critical Incident,[object Object],A key word in Crisis Management is ,[object Object],PREVENTION,[object Object]
Good Crisis Management Plan,[object Object],	A factor that determines how a company will withstand a crisis is its ability to prevent and to respond to the crisis.,[object Object],Burchill, James W.,[object Object]
Good Crisis Management Plan,[object Object],	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,[object Object],Burchill, James  W.,[object Object]
Are You Prepared?,[object Object],Have your company established any mechanism in responding critical incident?,[object Object],Developed a critical incident response plan yet? ,[object Object],Any Business Continuity Plan (BCP)?,[object Object],Can the crisis management team activate in 24 hours?,[object Object],Can your staff respond to stress/crisis effectively?,[object Object]
Pre-Crisis Intervention,[object Object],Involve strengthening your organization by supporting your employees on a daily basis,[object Object],Develop a Workplace Crisis Protocol,[object Object],Arrange crisis training to help organizations better prepared to cope,[object Object]
Pre-Crisis Support,[object Object],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 ,[object Object],Identify employees with  difficulties and provide                                  support,[object Object],Provide an open, safe and supportive working environment,[object Object]
Crisis Management ,[object Object],PRE-CRISIS INTERVENTION,[object Object],POST-CRISIS INTERVENTION,[object Object]
What You Can Do as HR Manager,[object Object],Guide and support the executive team to manage the crisis,[object Object],Activate the BCP and Crisis Response Team,[object Object],Plan for internal & external communication,[object Object]
Business Continuity will NOT take place UNLESS…,[object Object],There are still employees to carry on with business operations,[object Object],Employees ,[object Object],[object Object]
feel secure & safe to resume work
trust in organization’s leadership & feel cared-for
WANT to work,[object Object]
What You Can Do as HR Manager,[object Object],Establish communication channels for the impacted staff,[object Object],Organize and conduct staff communication meetings and announcements,[object Object],Foster mutual support and care among the teams,[object Object],Strengthen leadership at all levels to provide stability and direction,[object Object]
Critical Incident Stress Debriefing (CISD),[object Object],CISD is an intervention protocol developed specifically for dealing with traumatic incidents ,[object Object],It is a formal, highly structured and professionally recognized process for helping those involved in a critical incident,[object Object],To share experiences, vent emotions, learn about stress reactions and symptoms and provide psychological counseling if required,[object Object]
Benefits of CISD,[object Object],Help establish supportive communication within the group of affected individuals,[object Object],Minimize occurrence of PTSD and effects of critical incidents on affected individuals,[object Object],Help management restore a sense of control, safety and normalcy within the affected group,[object Object],Restore productivity ,[object Object]
CISD Process & Intervention,[object Object],Needs to be timely (48-72 hours after the incidence),[object Object],Voluntary participation,[object Object],Confidential,[object Object],Provide avenue for those who need further help,[object Object]
EAP and CISM Support Systems,[object Object],for Staff,[object Object],for Manager,[object Object],Support network,[object Object]

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Crisis Management of Earthquakes & Tsunamis for HR Professionals

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  • 34. trust in organization’s leadership & feel cared-for
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