Supporting Employees During Times of Extreme Circumstance

Transcription

1 Supporting Employees During Times of Extreme Circumstance Fiona Raymond-Cox President, Business Recovery Managers Association

2 Presentation Overview Response Measures California Wildfire Case Study Page 2

3 Survey Design Information Sharing BRMA, California Resiliency Alliance, California ACP Chapter members January 8 31, 2018 Demographics limited to sector and organization size Policies and procedures = formal and established mechanisms in place Practices = informal aspects Page 3

4 Breakdown of Responses by Size and Sector Size (# of employees) Less than ,000 1,000-5,000 5,001-10,000 10, Private sector Public sector Page 4

5 Types of Extreme Circumstance 100% 100% 97% 84% 91% 81% Formal Informal Natural Disasters Man-Made Incidents Workplace Incidents Page 5

6 Respondent Perceptions: Current Safeguards 22% 2% 10% 66% Policies and Procedures + Informal Practices Informal Practices Only Have None Unsure / Do Not Know Page 6

7 Recommendations Validate what is in place Be careful about assumptions Increase awareness & understanding Page 7

8 Distinguishing Between Impacted Employees Directly Indirectly Designed by Freepik Page 8

9 Distinguishing Between Impacted Employees Directly Indirectly Distinguish 20 Do Not Distinguish 17 Unsure 6 Out of 43 responses Page 9

10 Accounting for Employees Key to Providing Support Have Policies, Procedures and/or Practices Have None Unsure / Do Not Know Out of 43 responses Page 10

11 Accounting for Employees Stakeholders Process or Procedure Communication Tools and Channels Page 11

12 Accounting for Employees: Stakeholders Floor Wardens Page 12

13 Accounting for Employees: Stakeholders Safety & Security Floor Wardens Page 13

14 Accounting for Employees: Stakeholders Safety & Security Floor Wardens Line Managers Page 14

15 Accounting for Employees: Stakeholders Safety & Security Floor Wardens Human Resources Line Managers Page 15

16 Accounting for Employees: Process / Procedure Safety & SecurityLine Managers Floor Wardens Self Reporting Human Resources Page 16

17 Accounting for Employees: Process / Procedure Safety & SecurityLine Managers Floor Wardens Self Reporting Call Center Human Resources Page 17

18 Accounting for Employees: Process / Procedure List Generation Safety & SecurityLine Managers Floor Wardens Human Resources Page 18

19 Accounting for Employees: Process / Procedure Safety & SecurityLine Managers Floor Wardens Self Reporting Call Center List Generation Human Resources Emergency Contact Outreach Page 19

20 Accounting for Employees: Process / Procedure Safety & SecurityLine Managers Floor Wardens Self Reporting Call Center List Generation Human Resources Emergency Contact Outreach Deploy Staff to Homes Page 20

21 Accounting for Employees: Channels / Tools Proprietary System Page 21

22 Accounting for Employees: Channels / Tools Mass Notification System Proprietary System Page 22

23 Accounting for Employees: Channels / Tools Mass Notification System Proprietary System Polling Page 23

24 Accounting for Employees: Channels / Tools Mass Notification System Proprietary System Geomapping Page 24

25 Accounting for Employees: Channels / Tools Mass Notification System Proprietary System Hotline Page 25

26 Accounting for Employees: Channels / Tools Mass Notification System Call Trees Proprietary System Hotline Page 26

27 Accounting for Employees: Channels / Tools Mass Notification System Call Trees Proprietary System Text Hotline Home Phone Cell Phone Page 27

28 Accounting for Employees: Channels / Tools Mass Notification System Call Trees Proprietary System Social Media Text Hotline Home Phone Cell Phone Page 28

29 Accounting for Employees: Channels / Tools Mass Notification System Security / ID Badge Call Trees Proprietary System Social Media Text Hotline Home Phone Cell Phone Page 29

30 Accounting for Employees: Channels / Tools Mass Notification System Security / ID Badge Call Trees Proprietary System Social Media Text Hotline Home Phone Cell Phone Travel System

31 Information Sharing Policies, Procedures, and Practices Our policies and procedures are fairly high level and the interpretation and application is left to our responsible leaders who are more familiar with local customs and laws. There are a lot of what I would call informal practices because they are not documented, prescribed as policy or procedures; however, they would be deployed nevertheless. Page 31

32 Information Sharing Policies, Procedures, and Practices Mass notification system Dashboards Hotlines Intranets Chat platforms Social media Note-sharing platforms Brochures External facing websites Mobile apps Page 32

33 Mental Health and Additional Support Policies, Procedures, and Practices 66% Have Policies, Procedures, and/or Practices Page 33

34 Mental Health and Additional Support Policies, Procedures, and Practices 66% Have Policies, Procedures, and/or Practices Employee Assistance Program 85% procedures, Of those who have policies, and/or practices Page 34

35 Mental Health and Additional Support Policies, Procedures, and Practices We have at least 4 sites globally that offer employees and their families as well as local citizens safety and sleep-over capabilities to shelter from hurricanes, floods etc. In certain situations the company buys and provides lunch for those able to come in to work. Our facilities are made available to employees, their families and their pets, to utilize the showers and electricity to recharge devices (shower & power). Page 35

36 Time Off, Paid Leave Policies, Procedures, and Practices Manager discretion, but generally unpaid. 3 days up to one month with pay; up to one year without pay - per management discretion. Page 36

37 Time Off, Paid Leave Policies, Procedures, and Practices Manager discretion, but generally unpaid. 3 days up to one month with pay; up to one year without pay - per management discretion. Employees donating PTO & vacation time. Page 37

38 Financial Support Policies, Procedures, and Practices Page 38

39 Financial Support Policies, Procedures, and Practices Direct Advances Loans Funds Page 39

40 Financial Support Policies, Procedures, and Practices Direct Advances Loans Funds Page 40

41 Financial Support Policies, Procedures, and Practices Direct Advances Loans Funds Page 41

42 Financial Support Policies, Procedures, and Practices Direct Advances Loans Funds Page 42

43 Supporting Employee Volunteer Hours Service Hours Donation Drives Financial Giving Page 43

44 Supporting Employee Volunteer Hours Service Hours Donation Drives Financial Giving Page 44

45 Supporting Employee Volunteer Hours Service Hours Donation Drives Financial Giving Page 45

46 2017 CA Wildfire Case Study Page 46

47 Organizations Implementing Policies, Procedures, and/or Practices in Response to the 2017 CA Wildfires Central & Southern LNU Complex 23 Thomas Fire 10 Mendocino Lake Complex 8 Canyon I or II 7 Creek Fire 6 Neu Wind Complex 5 Lilac Fire 4 La Tuna Fire 3 Detwiler Fire 2 Page 47

48 Different Response Activities: Accounting for Staff Policies, Procedures, and Practices In Place We rely heavily on front line managers reporting into HR and then from Security & Safety reporting from their on-ground staff. Mass notification tool which sends messages via text, mobile, work, phone and work as well as a mobile app. Wildfire Response Actual Partially implemented Front line managers. We did not activate a crisis team for this event as it did not hit a trigger for people, facilities/assets or business operations. II was handled as a one off for HR to manage as a small subset of staff were impacted. Used geomapping to identify who lived in the affected areas and reached out to them directly. Page 48

49 Different Response Activities: Paid Time Off Policies, Procedures, and Practices In Place Wildfire Response Actual ---- Established new disaster paid leave policy. Depending on the nature of the incident, paid time off or leave policies and procedures apply. Employees are empowered to take off time as needed. Implemented Implemented We have an unlimited vacation policy and it was made known that the company would support employees that needed to take time {off} of have flexibility to address the event. Page 49

50 Different Response Activities: Housing Assistance Policies, Procedures, and Practices In Place Generally, if our employees are personally affected, our organization will provide support such as emergency housing. We are developing plans for this [Employee / Facility Assistance Center] as part of our Bay Area earthquake preparedness program. Wildfire Response Actual We had a team of employees who were travelling in the area for work and we moved them out of the affected area and put them up in a hotel outside of the impact zone. This was on a case by case basis but provided temporary housing, if needed. Page 50

51 Different Response Activities: Financial Assistance Policies, Procedures, and Practices In Place Employees who have lost their primary residence may receive a $10,000 grant that does not require pay back. Wildfire Response Actual Implemented ---- Created a new employee relief fund. Special loans are available for employees who are awaiting other forms of emergency financial aid such as federal programs and insurance claims Affected employees may apply for an interest free loan 18 months to repay the loan in full. Implemented Page 51

52 Different Response Activities: Info Sharing Policies, Procedures, and Practices In Place Hotlines manned 24/7 to provide assistance, websites to keep them informed and dashboards. Wildfire Response Actual We provided our operating units with regular updates so that when our customers inquired as to what the status of the fires were, we had the correct information to share with them. Page 52

53 Different Response Activities: Volunteering Policies, Procedures, and Practices In Place We have a volunteer portal that allows employees to volunteer for many different situations and have that tracked as a donation. Up to 7 days paid leave in support of American Red Cross services (training also offered in workplace) or other nonprofits. Wildfire Response Actual Took donations to assist employees. Employees volunteered for deployment to regional shelters for fire victims. Page 53

54 Different Response Activities: Donations & Fundraising Efforts Policies, Procedures, and Practices In Place Has a Global Disaster Assistance Committee. Only informal practices. Wildfire Response Actual Peer-to-peer sharing (GoFundMe) and donation management (organic) selfdriven by departments or individuals. Created strategy for community contributions and support (medium needs and long term Employee-led clothing drives and employee GoFundMe. Page 54

55 Table of Contents Introduction Distinguishing Between Directly and Indirectly Impacted Employees Accounting for Employees Policies, Procedures, & Practices Information Sharing Mental Health & Counseling, Assistance Centers, and Memorial Service Support Time Off / Paid Leave Financial Support brma.com Supporting Employee Volunteers Case Study: 2017 California Wildfires Survey Methodology About the Survey Organizers Page 55

56 Thank you! Speaker: Company: Contact Info: Fiona Raymond-Cox Business Recovery Managers Association brma.com (415) Page 56