Conducting business after the tragic events of Sept. 11 seems different than it did just a few weeks ago. How employees react to these terrorist attacks on the United States cannot be easily processed at a 4:00 all-staff meeting. But ignoring what is bound to be an increase of personal problems on the job can be detrimental to business, says Laurie Anderson, a clinical psychologist and organizational consultant in Chicago.
The HR staff is not a social-working enterprise, but much of the responsibility to help employees deal with the trauma will fall into the hands of HR professionals and, often, their managers. "We're feeling our powerlessness, and that we cannot control our boundaries….Employers must work with their people to understand that," Anderson says.
Assessment and Response
Anderson states that there has to be an ongoing assessment and an appropriate response strategy as events continue to unfold. "We have to look at predictable issues. If you work in a tall building, how will you deal with some of your staff who may feel unsafe? So you have to ask, Where can your employees work? It used to be exciting to go downtown to work. That allure is dissipating. What are your alternatives? If your work included a great deal of travel, when does travel begin again?" Anderson asks.
Many of these questions, she says, aren't new. In the past few decades, as more companies established an international presence, the seeds of these issues were planted. "In light of these attacks, the issues are now being forced," Anderson says.
HR professionals can facilitate this transition and address the immediate disruption and disorientation of workers by understanding the macro issues and translating them locally for how this affects the individuals and the businesses. "Crisis response is now more critical," Anderson says.
Potential employee anxiety may be brought about by a variety of factors:
· Working in or near tall or symbolic buildings and landmarks
· Concern about business travel
· Grief or depression due to loss of friends, colleagues, or family
· Malaise and anxiety as a result of the extensive and graphic news coverage
· Questioning of work/life balance and career choices
As a result of these potential problems, managers may face other issues:
· Employee distraction by events and a decrease in productivity
· Increased absenteeism, late arrivals, and vacation requests
· Discrimination against employees of certain ethnic and religious groups
· Fear of retaliation and/or blame from employees of certain ethnic and religious groups
Although managers can't prevent or predict all of the potential problems a traumatic event causes, they can provide a plan of action, Anderson says.
Communicate. Keep the lines of communication open with employees. "Establish feedback loops so employees can communicate about unmet/unanticipated needs or ways to improve the organization's response," she says.
Keep employees busy. This, says Anderson, keeps their minds productively engaged and otherwise occupied away from the intensity of current events. "Urge employees to come to work and to get back into their routine immediately, wherever possible," she says. "Frame this as part of your organization's crisis response plan."
Educate managers. Anderson suggests that HR educate managers about the symptoms of anxiety and the concerns that might require professional attention. "Urge managers to talk directly to their employees about the need to stay on top of assessing the immediate and the delayed trauma and how to respond rapidly and effectively to whatever is indicated," she says. "If individual workers are clearly being disruptive because of anxiety, send him or her to counselling or home," Anderson says. Designate an HR person to be the primary contact for these issues.
Give employees options. Getting employees involved in solutions to problems can help. "Allow or even encourage workers to take time off to work for charities or to give blood in order to meet their need to 'do something' to help," Anderson says.
Anderson also suggests that, for some period of time, managers be more flexible in sick leave and vacation request. "Also allow workers time to call friends and relatives, and allow stressed employees to work at home," she says.
Business trips and conferences should be reassessed because of the level of stress employees may feel toward impending travel.
React to inappropriate behaviour. As some employees may act out, managers must encourage those who witness any harassment of staffers because of ethnicity or religious affiliation to report it immediately. "Remind employees of the penalties for harassment. Assign an HR professional to handle these cases and identify any employees that may be 'at risk' of violence or harassment," Anderson says.
HR professionals and managers should not go about business as though nothing has happened. To do so, says Anderson, could just lead to increased anxiety among employees.