In many cases, the human resources department is called upon to take action when the organization's life cycle is interrupted. Many HR experts are dealing with the daily crisis, but in reality there are few experiences of actually developing the crisis management plan. Although crisis management is not simple, it is quite simple that the articles in this article are concurrently in parallel with the actual difficult tasks for dealing with the crisis. This article is intended for Human Resources personnel who are initially delegated to compile the crisis management plan or can not reliably explain the crisis management plan. Beginning with a simplified plan to rotate the wheels as to what to do, Human Resources officers help resolve the overwhelming feeling of whether or not they are planning to design the plan in the right way.
As a practitioner of human resources, it is important to be a strategic partner of the organization, with a constant emphasis on company missions and value statements. It is always the foundation of HR's job. Employees are involved in interrupting the company's business lifecycle, but the scope is almost always open to the public. The crisis management plan is a carefully planned action course that must be executed whenever unexpectedly highly problematic items arise. Usually three major things happen: 1) There is a business turmoil that places the company seriously in an unstable position. 2) Time is the essence of dealing with substances, 3) Action plans must be established to reduce or minimize the damage of the company and its brands. Later on, it is always analyzed and reported on how things were deployed, measures taken to assess the success of the crisis management plan.
Like risk management situation, preparation is important. The crisis management plan is a risk management plan. A basic template is prepared here. It takes time to figure out the details, but the template is useful for laying out the skeleton plan.
Predictive Considerations: Think of any situation that could dramatically change into a company, its culture, or brand. Although there is a crisis, we have track record of risk management and defense. A plan to deal with the worst scenario is essential to manage it. For example, what kind of measures should a personnel officer take if a president suddenly causes a heart attack and no success plan has been established? What happens if the organization formation campaign began at the company parking lot? What happens if a senior level manager sexually harasses employees and the victims are open to the public?
Crisis Management Team: Collect teams of important people and experts inside and outside the company with the ability to tackle the change issues of the crisis management plan (NTA, 2003). The composition of the team will change according to the crisis. The team develops plans to be followed and members are in charge of executing the plan. For this team, only those who have important functions on events need to participate.
Company position: Keep a close eye on the laser for statements on the mission and value of the company and all future policies and procedures. Consider the potential legislation. What is the company's unwavering attitude on this issue?
Map it: thoroughly narrow down action steps from start to finish. Here all details are counted. Business continuity strategy should be clear and clear (Smith, 2003). Create a checklist. Please check that there are no gaps or overlapping measures. Please rehearse the scenario frequently and update the plan on an ongoing basis as there are important changes and fixes.
Execution: If a crisis occurs, execute the plan and monitor from the map while developing each step. Maintaining the course without some major transformation requires action change. Otherwise, stick to the plan.
Post-hoc analysis: When the crisis was relaxed, when we reviewed what happened, neutralized it, or minimized the review. Report it when needed, especially to all holders. Witness the end of the problem, prepare an appropriate report for review and follow-up, such as situation and stakeholder investigation. Evaluate and measure the results. Please use the focus group to indicate where the situation may have improved or where there is a possibility of litigation.
Media and public handling: Being confident in the posture and behavior of the company, it is as transparent as possible. Avoiding delayed responses, twisted story lines, or "no comment" media only leads to speculation and detailed investigation (NTA, 2003). Policy statements need to be prepared in advance as part of the crisis management plan, although they may change as the situation changes. Maintain a "first person, one message" rule (NTA, 2003) so that trustworthy people speak on behalf of the company.
Prepare for the crisis is smart. Business continuity The idea should regain the company's reputation while minimizing disability (Smith, 2003). Being an active strategic partner makes the role of human resources practitioners more important and important during the corporate crisis. A simplified crisis management plan is a tool useful for organizing the critical thinking process of human resources personnel.
References
NTA. (January 2003). Guidelines for developing a crisis management plan. NTA 's Market Development Council.
Smith, D. (January 2003). Business continuity and crisis management. Quarterly management.
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