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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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Presentation Transcript
pre crisis
Pre Crisis
  • Provide training
  • Acknowledge levels of experience
    • Competent
    • Proficient
    • Expert
  • Maintain a registry
initial event
Initial Event
  • Initial Intense Phase
      • 7–10 days work
      • 12–16 hour days
  • Stagger work hours
  • Schedule breaks
maintenance phase
Maintenance Phase
  • 10–12 hour days
  • Stagger work hours & breaks
  • 1 day off every 7 days
    • 2 days off in 3 weeks
  • Send home
resolution phase
Resolution Phase
  • 2 days off in 3 weeks
  • Send home
  • Debrief
  • Offer mental counseling
who can do what in a day
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?
media response incoming calls
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
media response incoming calls8
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
spokesperson capacity in a day
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
responder types
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
working conditions
Working Conditions
  • Long intense hours
  • Poor conditions
  • Physical danger
  • Lack personal support
  • Supervision styles
  • Organizational structure keeps changing
secondary victims
Secondary Victims
  • Frustration signs
  • Humor stretched beyond limits
  • Exhausted
  • Anger easily surfaces
  • Intolerant of others anger
  • Survivor quilt
  • Deny own emotions and feelings
personal coping think retale
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
supervisor s support think rimeread
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

taking breaks
15 minute walk

Talk to someone

“Brain Break”

Out to diner


Deep breathing exercise


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
family members during crisis
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
a responder either volunteer or professional
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.