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Human Resources for Crisis Communication

Human Resources for Crisis Communication. Pre Crisis. Provide training Acknowledge levels of experience Competent Proficient Expert Maintain a registry. Initial Event. Initial Intense Phase 7–10 days work 12–16 hour days Stagger work hours Schedule breaks. Maintenance Phase.

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Human Resources for Crisis Communication

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  1. Human Resources for Crisis Communication

  2. Pre Crisis • Provide training • Acknowledge levels of experience • Competent • Proficient • Expert • Maintain a registry

  3. Initial Event • Initial Intense Phase • 7–10 days work • 12–16 hour days • Stagger work hours • Schedule breaks

  4. Maintenance Phase • 10–12 hour days • Stagger work hours & breaks • 1 day off every 7 days • 2 days off in 3 weeks • Send home

  5. Resolution Phase • 2 days off in 3 weeks • Send home • Debrief • Offer mental counseling

  6. Calls to Public During Response 6 hour shifts Simple scripted calls 30–40 an hour per person Reassurance, referral, recommendation calls 10–15 an hour per person Who Can Do What in a Day?

  7. Press officer: 100 calls a day -6 hour shifts First impressions! Facts clear, single message Create FAQ sheet to fax, web, email to decrease HR needs Media Response Incoming Calls

  8. Experienced press officer: 40–50 calls a day Routine information calls, Complex subject Senior press officer: 20-30 calls a day In-depth calls, Subject expert 6 TV Media Response Incoming Calls

  9. Spokesperson Capacity in a Day? • Top director: • 4 TV, • 2–3 print • Stagger with spokesperson • Caution as fatigue lead to errors • Limit the number of director, response leader exclusive interviews

  10. Responder Types • Perfectionist • Push themselves too hard • No satisfied • Don’t take credit for what they have done • Limited experience with death & destruction • Deny own emotions and feelings

  11. Working Conditions • Long intense hours • Poor conditions • Physical danger • Lack personal support • Supervision styles • Organizational structure keeps changing

  12. Secondary Victims • Frustration signs • Humor stretched beyond limits • Exhausted • Anger easily surfaces • Intolerant of others anger • Survivor quilt • Deny own emotions and feelings

  13. Personal Coping—Think RETALE • Recognize emotions are high • Eat nutritious foods • Take mental breaks • Avoid caffeine or alcohol • Leave when your shift is over • Exercise

  14. Supervisor’s Support—Think RIMEREAD Remind workers about the value of their efforts Insist that they take breaks Make nutritious food and drinks available Expect high emotions Respond to timid requests for help Encourage exercise & sleep Accept nonoffensive “silliness” Despite protest, insist on sleep breaks

  15. 15 minute walk Talk to someone “Brain Break” Out to diner Movie Deep breathing exercise Read Sit in sun meditate Unscheduled break If worker needs time before their next break they should ask and take it! Change in assignment If worker needs change in assignment they should ask & receive! Taking Breaks

  16. Family Members During Crisis • Plan • How personnel will take care of their family • Family contact during crisis • Give key personnel a chance to check in • Resources: • American Red Cross • Brochure & Letter

  17. A Respondereither volunteer or professional is a gift of time and caring that can not be provided if they themselves become a victim! Be aware of your emotions Talk to others about feelings theirs and yours.

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