THE HOMICIDE REPORT


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International Violence


HR’s Role in Crisis Prevention and Management By Gertie Knox is a Principal with Firestorm


Today’s tenuous economic environment has revealed vulnerabilities that many companies discounted during stronger financial times. While the efforts to position an enterprise to continue to generate revenue in the face of a crisis or disaster were never considered frivolous, comprehensive proactive measures were often not seen as a priority. For some, healthy balance sheets appeared to enhance the sense of denial that a crisis event ‘could never happen’ or that the company could flex against the shock from an adverse situation. Regrettably, companies can no longer afford not to commit resources and budgets to mitigate risk and enhance the organization’s overall resiliency. The absence of such a framework leaves a business enterprise in crisis with few likely outcomes – the best of which is all too frequently, basic survival.


Whether a situation develops from the intentional acts of people, an operating hazard or natural sources, an organization’s level of pre-planning will often be the determining factor in whether the event creates a business disruption or yields a full-scale disaster. For this reason, it is imperative that those responsible for the implementation, management and execution of a company’s “crisis playbook” are well-trained in the execution of their respective roles. Moreover, business functions with core daily tasks that play a pivotal role in positioning an organization to (a) prevent an incident and (b) if prevention is unavoidable, respond and recover in a manner that best protects its employees, assets, revenues and reputation, pull double duty. Human Resources (HR) is one such function.


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Preparing A Violence Prevention Plan with New OSHA Approach


Signs are pointing to OSHA embracing the Injury Illness Prevention Program approach US wide to dealing with workplace hazards. Here is what they say on the website:


“Injury and Illness Prevention Programs (IIPP) can substantially reduce the number and severity of workplace injuries and alleviate the associated financial burdens on U.S. workplaces. Many states have requirements or voluntary guidelines for workplace injury and illness prevention programs. Also, numerous employers in the United States already manage safety using Injury and Illness Prevention Programs and we believe that all employers can and should do the same. Most successful injury and illness prevention programs are based on a common set of key elements. These include: management leadership, worker participation, hazard identification, hazard prevention and control, education and training, and program evaluation and improvement. “


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