Water Well Journal
Issue link: http://read.dmtmag.com/i/668983
• Develop a plan how your HR func- tions will operate during or after a disaster, including critical functions like payroll and employee communi- cations. • Identify key employees who will be required to come to work during the crisis (those working on IT, senior managers). • Create a timeline for workplace clos- ing or delays. Consider the time employees may need to take care of personal situations during a crisis. • Identify roles during a crisis, such as tasks that need to be completed both before and after the crisis. • Communicate with employees imme- diately following a disaster. Collect information about where they are as well as information or updates about the business. • Inform employees how to communicate with management during the crisis. • Meet with management and employees after a crisis to review the disaster recovery plan, and identify ways to improve the plan for the future. Whether your organization has ever been affected by a dis- aster or not, it's a good idea every year to revisit your crisis management plans and practices. Done right, a good disaster preparedness plan shows you care about your employees and are thinking through different crisis scenarios to be there for your customers too. WWJ Alexandra Walsh is the vice president of Association Vision, a Washing- ton, D.C.–area communications company. She has extensive experience in management positions with a range of organizations. Reduce cos Increase ef Improve pr st. fficiency. roductivity. 800 551.7379 800 551 7379 A.or NGWA ou der y r O 9 • 614 898.7791 9 • 614 8 8.7791 e or okst okst o g/B r . y da o y t op ur c WWJ May 2016 53 Twitter @WaterWellJournl