A part of my position entails disaster and points administration, largely from a communications perspective, as a part of enterprise continuity course of planning. I don’t have the entire solutions from an operations perspective, however right here are some things that may assist:
1. Begin with an goal scope of the issue: what number of days have been misplaced, and why. Map out the occasions and enterprise impacts first, so everybody is aware of what you’re going through. This appears apparent, however many orgs skip previous this. (And, as different commenters have talked about, this knowledge might help future grants/operational budgets, and many others).
2. Work out what individuals must do their jobs, on a spectrum from “completely can’t work with out” to “workarounds accessible however not excellent” to “inconvenient however occurs”. Once more, attempt to be as goal as potential. This may occasionally really feel icky, however while you’re on the lookout for goal standards, it is a good place to begin. You’ll add empathy and suppleness again as flesh issues out.
3. Begin constructing an inventory of issues you are able to do. Not simply when it comes to PTOs, however different helps: do you may have satellite tv for pc places of work, or an inventory of co-working areas in your space that you’d be prepared to pay for? Is there a flex-time coverage that you would be able to make use of, the place individuals can work when and the place they’re in a position, once they need to? Are you able to deploy know-how/IT help shortly if somebody finds a secure spot with household, however needed to depart their laptop computer behind. Be artistic and brainstorm, then work by means of what you possibly can truly do.
4. If you happen to can, speak to a few of the individuals who’ve needed to be away to be taught extra in regards to the limitations to working/returning to work for them. Ask what you as an employer would possibly be capable of do otherwise subsequent time. As a lot as potential, be clear about why you’re asking and guarantee that they’re secure to be candid as properly.
5. No matter you determine, talk it with honesty and transparency, upfront and as in individual as potential. Acknowledge the framework that you just’re working inside, why the coverage change is occurring, and what the trail ahead seems like. Folks might be frightened, offended or discouraged – you possibly can’t keep away from that preliminary emotional response, however you mitigate the chance by being up-front and compassionate in regards to the coverage, as a substitute of dropping it on individuals advert hoc on their worst days.
And non-compulsory #6: is there somebody in your group, in a management position who’s prepared and enthusiastic about advocating for the individuals in your space. Somebody has already talked about local weather change right here. You probably have a frontrunner who’s prepared to speak to the media or advocate to authorities on behalf of companies who’re demanding local weather motion, please encourage them to take action (with the correct media/presentation coaching, after all).
