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Managing Employees When Disaster Strikes
How to Use Your EAP During Times of Crisis
Submitted by ComPsych Corporation In the aftermath of
disasters such as Hurricane Katrina and the tsunami, organizations scrambled to restore operations and reach out to employees scattered across the region by evacuations. The devastation
wrought by these natural disasters was unprecedented, yet there are crises - such as store robberies, fires and workplace violence - that happen every day and can equally bring business
to a halt. In these situations, managers often find themselves torn between the need to restart business and the need to show consideration for employees who have experienced trauma.
Because disaster can strike at any time, it is important to be prepared as a manager both in terms of how to manage
employees and how to use the EAP after a traumatic event. Here are some insights and tips. Stress
reactions Managers should be aware that employees often will have a wide
array of reactions to a critical incident, including those that are physical (headaches, nausea), cognitive (difficulty thinking clearly or making decisions), emotional (being angry or
wanting to cry) and behavioral (withdrawal or aggression). Following a trauma, it is common to feel fear, rage, vulnerability, sadness and guilt. It also can be difficult to handle
aggressive impulses. To minimize the impact of these reactions, it is important to
take care of oneself. The following dos and don'ts are good post-trauma reminders for managers and employees alike. DO:
Get enough rest and maintain a good diet/exercise program
Follow a familiar routine
Talk to supportive peers and family about the incident
Take one thing at a time
Attend meetings regarding the traumatic event
Spend time with family and friends
Create a serene place of escape (through imagination or in reality)
Expect the experience to be bothersome
Seek professional help if symptoms persist DON'T:
Use drugs or alcohol to numb feelings
Withdraw from significant others Reduce leisure activities
Stay away from work Increase caffeine intake
Look for easy answers Take on new major projects or make major changes
Pretend everything is OK The role of the manager
In the time following a crisis, employees often will look to managers for guidance and assistance. During this time of
chaos, it is important for the manager to draw upon rational thinking skills to provide adequate direction and order to the situation. First and foremost, the manager should ascertain
where employees are. Next, it is important to be understanding as employees may be dealing with their own personal realities. And because everyone reacts in their own way, it is
essential to manage employees as individuals, not as a team. Finally, after the dust has settled, it is important to maintain structure in the work environment for employees and return
to performance management - if a particular employee is having ongoing difficulty meeting his or her work responsibilities, the manager should express concern and remind the employee of
the EAP, which can help in the healing process.
Critical Incident Stress Debriefings: An important tool
Critical Incident Stress Debriefings (CISDs) have been shown to help employees process a
traumatic experience and recover more quickly. Here are some reminders of how best to use this service:
Designate a representative to coordinate CISDs for your organization.
Notify the EAP of the need for a CISD as soon as possible.
Determine, with the EAP's guidance, the appropriate intervention:
Over the phone with a crisis specialist
On-site, immediate intervention
On-site debriefing scheduled at a later date
Make counselors available for both group and individual sessions.
For group sessions, separate employees based on the degree to which they experienced the event. For instance, do not mix employees who heard about a workplace shooting with those who
actually witnessed the shooting. This will keep trauma at a minimum for employees who were less involved.
Other ways your EAP can help
A full-service EAP often has the resources to go beyond traditional counseling during times of crisis. For instance, many EAPs used
their hotlines to help organizations and their employees recoup after the disaster of Hurricane Katrina. These counselors manned the phones
around the clock to assist with anything from locating shelter and supplies to filling prescriptions, in addition to crisis counseling by phone and in person.
EAPs also may provide disaster information both online and in the form of help sheets or fliers that can be printed and e-mailed to employees. Typical
information that is helpful to employees includes safety tips for natural disasters and other emergencies, information on post-traumatic stress disorder and depression after trauma and
phone numbers for community resources and support groups.
Submitted by ComPsych Corporation
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