A workplace injury. A sudden layoff. A misconduct allegation that lands on social media before it lands on your desk. However a crisis arrives, employees will remember how they were treated during a crisis, far longer than they will remember the crisis itself. That was the central message at a recent DRM HR Café, “Crisis Communications for HR Professionals,” presented by DRM Labor and Employment Attorney Heather Southwell and Dennise Casey of Casey, Inc. The session made the case that HR isn’t a bystander during a crisis — it’s a core member of the response team, alongside Legal, Communications, IT/Security, and Executive Leadership. Here are some of the highlights and take-aways from the presentation:
Not Every Bad Day Is a Crisis
When formulating a crisis response, calibration matters. A workplace safety incident, a reduction in force, a misconduct allegation, a data breach, or an executive controversy that draws real backlash are just some examples of situations that can present a real crisis. Other day-to-day workplace incidents—such as a one-off customer complaint, or an internal email typo (however awkward), generally are not. Knowing how to recognize the difference between what is, and what is not, a crisis is essential in order to ensure that resources are appropriately allocated, and that any response to a potential crisis is appropriately tailored to the situation.
Four Principles, Every Time
Whatever the scenario, the presenters returned to four consistent principles: speed, accuracy, compassion, and consistency. Organizations that move quickly and respond appropriately when things go wrong will be better positioned to preserve and build trust—both within and outside of their organization—long after a crisis has passed.
Internal Before External
Employees should hear about a crisis before the media or the public does. Internal messaging should come from a named leader, in a direct and human tone, which clearly acknowledges the impact of the crisis before explaining processes and next steps.. Any external statements should only go out once employees have been informed, and should focus on facts, accountability, and next steps.
Build the Message Before You Speak
The presenters offered a simple framework for any crisis statement: explain what happened, in plain language with no jargon or speculation; explain what the organization is doing about it right now; and explain what happens next, including when people will get their next update.
After the Dust Settles
The work isn’t finished once the crisis passes. Debriefing with the organization’s crisis response team is an essential step in closing the loop, evaluating lessons learned, and improving processes and responses for the future.
The Bottom Line
The best time to build your crisis response plan is before you need it!
For questions about HR’s role in crisis communications, please feel free to reach out to Heather Southwell or visit DRM’s Labor & Employment practice page.
The Labor and Employment Lawyers at Downs Rachlin Martin host a monthly HR Café on the first Wednesday of the month at 8:30am. If you want to receive invitations for future DRM HR Cafés and are not currently on the list, please click here.
This article is for informational purposes only and does not constitute legal advice. Legal advice requires a new engagement with Downs Rachlin Martin PLLC.
