Page 47 - Occupational Health & Safety, May 2018

times inaccurate) updates, and reconnect- ing family members.
Social media platforms provide a broad audience with instantaneous updates, which makes monitoring social media dur- ing a disaster vital in order to keep audi- ences accurately informed. Effective social media management helps communicate safety information to both internal and external audiences. It also allows organiza- tions to monitor public opinion and pre- vent the spread of rumors, misinformation, and false narratives.
Aftermath Recovery
After a natural disaster, a business will need to continue operating even though its physical location may be compromised. In order to maintain critical operations, the disaster plan should detail an organiza- tion’s functions, services, and who is being served to determine the kind of temporary space the business will need to occupy during the recovery process. Specify what equipment will be needed to carry out ser- vices and have a plan to access such equip- ment. Make arrangements to set up an al- ternative work space or provide employees with remote access so they are able to work from home.
In addition to keeping the business resilient, employees also may need help recovering. The effects of natural disasters often impact both work and home life, tak- ing a devastating toll on one’s physical and mental health. Employers should provide the option of an employee assistance pro- gram, or EAP, to help staff adjust back into their daily routines after a life-changing event. Hiring a third-party EAP service that provides access to counseling, man- agement consultation, and local disaster resources will ensure support for employ- ees before, during, and after a disaster. En- gaging an outside third party for this type of assistance provides clarity and adds a calming buffer, which is helpful for security directors who are more personally and di- rectly involved in the situation.
Natural disasters are an unavoid- able force that businesses must prepare themselves against, and the best defense is a good offense. Organizations with a strong disaster response plan are well suited to combat the destruction of a natural disaster and recover faster. Regu- larly updating preparedness plans and training employees will build resilience
throughout your workforce.
Carol Hill is a Crisis Management Opera- tions Specialist at FEI Behavioral Health. She provides operational support and serves as a key member of its crisis management team to oversee internal crisis preparedness and response activities. She coordinates the notification and emergency response dur- ing a crisis and has responded to numer- ous crisis events ranging from bombings to malware incidents. As a member of the crisis management team, she works closely with Dr. Vivian Marinelli, who is recognized as a subject-matter expert in community and
organizational emergency response. Hill conducts more than 160 global preparedness drills annually and is dedicated to crisis pre- paredness, response and recovery.
FEI has a 35-year history in enhancing workforce resiliency by offering a full spec- trum of solutions, from EAP and organiza- tional development to workplace violence prevention and crisis management. One of the most successful social enterprises in America, FEI is wholly owned by the Alli- ance for Strong Families and Communities, a national network of social sector orga- nizations working to achieve its vision of a healthy and equitable society.
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