Human Resources for Crisis Communication

2 Pre Crisis Provide training Acknowledge levels of experience Competent Competent Proficient Proficient Expert Expert Maintain a registry

3 Initial Event Initial Intense Phase 7–10 days work 12–16 hour days Stagger work hours Schedule breaks

4 Maintenance Phase 10–12 hour days Stagger work hours & breaks 1 day off every 7 days 2 days off in 3 weeks 2 days off in 3 weeks Send home

5 Resolution Phase 2 days off in 3 weeks Send home Debrief Offer mental counseling

6 Who Can Do What in a Day? Calls to Public During Response 6 hour shifts Simple scripted calls 30–40 an hour per person 30–40 an hour per person Reassurance, referral, recommendation calls 10–15 an hour per person 10–15 an hour per person

7 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, to decrease HR needs

8 Media Response Incoming Calls Experienced press officer: 40–50 calls a day Routine information calls, Complex subject Senior press officer: calls a day In-depth calls, Subject expert 6 TV

9 Spokesperson Capacity in a Day? Top director: 4 TV, 4 TV, 2–3 print 2–3 print Stagger with spokesperson Caution as fatigue lead to errors Caution as fatigue lead to errors Limit the number of director, response leader exclusive interviews Limit the number of director, response leader exclusive interviews

10 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

11 Working Conditions Long intense hours Poor conditions Physical danger Lack personal support Supervision styles Organizational structure keeps changing

12 Secondary Victims Frustration signs Humor stretched beyond limits Exhausted Anger easily surfaces Intolerant of others anger Survivor quilt Deny own emotions and feelings

13 Personal Coping— Think RETALE Recognize emotions are high Recognize emotions are high Eat nutritious foods Eat nutritious foods Take mental breaks Take mental breaks Avoid caffeine or alcohol Avoid caffeine or alcohol Leave when your shift is over Leave when your shift is over Exercise Exercise

14 Supervisor’s Support— Think RIMEREAD R emind workers about the value of their efforts I nsist that they take breaks M ake nutritious food and drinks available E xpect high emotions R espond to timid requests for help E ncourage exercise & sleep A ccept nonoffensive “silliness” D espite protest, insist on sleep breaks

15 Taking Breaks 15 minute walk Talk to someone “Brain Break” Out to diner Out to diner Movie Movie Deep breathing exercise Deep breathing exercise Read Read Sit in sun meditate 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!

16 Family Members During Crisis Plan How personnel will take care of their family How personnel will take care of their family Family contact during crisis Give key personnel a chance to check in Give key personnel a chance to check in  Resources: American Red Cross American Red Cross Brochure & Letter

17 A Responder A Responder either 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.