The H1N1 flu continues to play hide-and-seek with the public. Will it reach true pandemic proportions as predicted? Considering that pandemics occur in waves and that flu season is upon us, it’s possible that we may be well on our way to a full-blown pandemic.
Because experts claim that we are historically overdue for a pandemic—and because H1N1 does not behave as other influenzas, which makes it difficult to predict—it’s prudent to devote effort to creating an organizational preparedness plan. In fact, employers have a moral and business requirement to do so because they must protect employees’ health at work and maintain business operations to limit organizational and economic repercussions.
If your organization hasn’t done so already, make time to review or clarify the processes around illness and operations so that if the day comes when 50% of your employees are either sick, caring for the sick or afraid to come to work because they don’t want to get sick, your organization and your customers will know how the business will continue to run. They’ll be confident in the continuity of the business because you will have communicated these key messages many times in advance and in different ways.
Let’s hope that when and where H1N1 strikes, it will be no worse than the usual winter flu. But, should it sweep across North America, it’s critical—for the health of both your employees and your company—to ensure that your organization is prepared.
In addition to the checklist below, here is a review of the plan objectives and sample communication messages to help you prepare. (Note: some of the identified actions should occur simultaneously.)
Objectives and attitudes
In the event of a widespread illness, your objectives are to keep employees healthy and productive, to maintain business operations and to accelerate a normal return to work.
Your organization should also ensure that it has high leadership visibility (whether via actual face time or messages); communication channels to send information and enable requests for information from employees; controlled messaging from company leaders that is regular, frequent and credible; and employees who are empowered to control their own exposure to possible illness.
Key messages
While each business is unique, the following sample messages regarding preparedness planning, new policies and work contingency plans will apply to most organizations. Communicate these messages multiple times: before, during and after the event.
To employees and their families – Communicate the company’s intentions and the names of the key pandemic planning coordinators. Explain that regular information will go out. As much as possible, create openness between leadership and employees on the need for preparedness. Solicit and welcome feedback from employees.
Encourage the use of vaccines and, if possible, make them available at work. Let employees know that they should stay home if they’re sick. Review the company’s sick day and disability policies, as well as any modifications made to them.
Communicate the company’s contingency plans, including the training of alternates, off-site work arrangements for those who cannot come to work and any changes in processes. However, it’s important to inform employees and their families that the company’s intent is to continue with business as usual.
Also provide access to resources for additional information, such as workshops on virus transmission and prevention. Note that most provincial health websites provide access to pandemic- or flu-related information on their home pages. Visit these sites for local information to communicate to employees.
To external stakeholders – Communicate that there is a preparedness plan in place but that the intent is to maintain business as usual. Reinforce the company’s commitment to employee health, including implementing health practices to minimize risk and telling sick employees to stay home. Provide a list of alternate contacts to stakeholders and wish good health to everyone.
Only by considering all of these aspects can you ensure that your organization will be well positioned to deal with a pandemic should the situation arise.
Checklist for Pandemic Preparedness Identify a pandemic coordinator and team. > Assign responsibility to the pandemic team for planning business continuity. > Ensure all functional and geographic areas are represented. > Involve senior leaders, designating a single regular voice to lend weight and credibility to the planning process. Determine how to communicate with all employees (full-time, part-time, contract and seasonal) in various locations. > Create a list of employee contacts and emergency backups (e.g., family, friends or neighbours). Collect home and/or cell numbers and email addresses, and update the list regularly. Identify external stakeholders. >Stakeholders who need to understand the business continuity procedures can include suppliers, clients and allied or partner companies. > Decide on communication channels, update the list of contacts and communicate early to reassure stakeholders that there is a pandemic plan in place. Develop contingency plans. > Train key employee alternates. > Develop off-site work arrangements, taking into consideration possible security issues. > Determine company policy for situations where someone is ill but can still work, or public transit shuts down or employees are unwilling to use it. > Consider head office and regional office differences. Review current policies around sick days, considering greater flexibility, and modify and communicate them. > Ontario’s Medical Officer of Health, Dr. Arlene King, advises: Advise employees of pandemic fundamentals. > Review basic details, such as: Create a healthier workplace. > Provide accessible infection control supplies. > Discourage handshaking. > Consider implementing mandatory sick leave for anyone who gets sick at work or comes to work ill. Prepare emergency kits for home and work. > Emergency kits should contain, at a minimum: > Prepare and distribute these kits as soon as possible. Deliver via regular mail or employee handouts, leave them in common areas or post the materials on the company intranet. Create communication channels for employees and stakeholders. > Develop hotlines and an email address for inbound communications and queries. > Broadcast outbound messages via phone, email, text messages, Twitter, etc. Prepare your website in advance. > To ensure a quick response in case of a crisis, consider a “sister site” to your company’s website with information on: |
Andrea Boctor and Angela Waite are associates with Stikeman Elliott LLP.
aboctor@stikeman.com
awaite@stikeman.com
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© Copyright 2009 Rogers Publishing Ltd. This article first appeared in the October 2009 edition of BENEFITS CANADA magazine.