Over the past decade, leading companies have been making efforts to increase diversity and inclusion within their organizations. While diversity and inclusion movements first stemmed from social and political changes, we’re now seeing its many benefits within the workplace. In fact, according to a study conducted by McKinsey & Company, “companies in the top quartile for racial and ethnic diversity are 35% more likely to have financial returns above national industry medians.” As organizations create environments that foster inclusivity and diversity in both background and thought, many are seeing improvements in productivity, sales, and employee engagement. 

While there are federal laws that protect employees from facing discrimination, it’s often not enough. Together, organizations are creating a blueprint for what diversity and inclusion should look like in the workplace. In order to create an environment that’s inclusive and intentional, organizations must first evaluate their current status when it comes to diversity. There are five levels of diversity and inclusion that allow organizations to identify where they are currently and where they want to work towards in the future. 

Levels of Diversity and Inclusion 

Level One: At this level, organizations have made no effort to address diversity and inclusion in the workplace. These topics are often absent from conversations, goal-setting activities, and is not present within the company’s strategic plan. At a personal level, top leaders within the company may know what diversity and inclusion matters are, and may know what it’s like to be a member of an underrepresented group. However, for many, these values are not guiding principles in how they make decisions or lead their company. 

Level Two: Organizations at this level are focused on diversity and inclusion as a way to remain compliant with laws and environmental pressures. Organizations at level two are often unaware of their blind spots, unconscious biases in the workplace, and are seemingly uninterested in their employees’ experience of diversity and inclusion in their day-to-day experiences. 

Level Three: At this level, organizations have already identified where they are with D&I efforts and have begun to take steps to improve their standing. This might include conducting interviews with employees, re-evaluating a strategic plan to include D&I efforts, or rewriting mission and vision statements to become more inclusive. 

Level Four: This level is beginning to show results from efforts made in level three. Diversity and inclusion has been implemented within the organization and the company can see improved outcomes in all aspects including employee morale, productivity and creativity. At this level D&I strategy is proactive, practical and fully integrated in day-to-day activities and long-term planning.

Level Five: This top level includes organizations that are thought leaders and demonstrate best practices throughout their industry and beyond. These organizations present ideas that are forward-thinking and connect businesses matters to D&I efforts. 

At RiskVersity, we understand that initiating diversity and inclusion efforts can be difficult if you don’t know where to start. That’s where we come in. If you’re organization is ready to take the steps to become more inclusive, please contact us. We’re here to help. 

As recent and ongoing events continue to spark conversations around systemic injustice and privilege, the question often arises, what can I be doing better?  Diversity and inclusion are not new topics for many organizations. In fact, 83% of global businesses say diversity and inclusion are top priorities for their workplace. However, our current national environment tells us there’s still work to be done.  

For many organizations, the focus is on hiring a diverse group of individuals ranging in age, ethnicity, and religion. While this step is essential, many businesses fail to prioritize the importance of inclusion. An inclusive work environment has created a culture where all employees are appreciated, respected, and receive the tools they need to succeed within their role.  The challenge with diversity and inclusion is that it takes time to build and can often bring out unrecognized biases that can be painful for many individuals. However, an organization that prioritizes both diversity and inclusion see better retention rates, creativity, and employee engagement. 

Strategies to Consider 

To move in the right direction, the most successful organizations have taken these steps to create a more inclusive and safe workplace:

Start your education practices from the top

While inclusion practices must be honored at every level within the organization, it needs to start with the highest leaders. When these values are instilled within the individuals leading the company, the standards will be more easily instilled and respected. Businesses might consider starting with a diversity and inclusion training designed for leadership roles and executive teams. Continuous training gives leaders the opportunity to learn about behaviors they might not recognize within their workplace such as unconscious bias and micro-aggressive behaviors. 

Form an inclusion committee

It’s tempting for organizations to host a one-day diversity and inclusion training and mark it off their to-do list. However, organizations that are serious about building an inclusive environment need to be held accountable. Inclusion committees or councils that include executive staff, board members, and employees provide an opportunity to evaluate their progress while also holding each other accountable. 

Prioritize ongoing training

If organizations want inclusivity to be engrained in their workplace culture, they have to be willing to do the work. While one-day training seminars are helpful, ongoing training keeps conversations alive. Small working groups within each department can be a great way to help advocate for change in small but effective ways. 

Minimize fear 

When individuals are forced to confront their own privilege and biases, it’s a normal reaction to get defensive. However, to help promote learning and real change, individuals need to feel safe. Collectively sharing experiences and personal goals are a great way to do the work individually while supporting each other as an organization.

Our goal at RiskVersity is to equip organizations and their teams with the tools they need to create successful working environments, foster growth, and reduce risk. If your organization is ready to take the next step in prioritizing diversity and inclusion, please contact us.

As the entire world takes precautions against the spread of COVID-19, many businesses have been forced to close their doors, ultimately causing a significant decline in economic activity and touching nearly every industry. According to some researchers, our current economic situation could worsen, causing a devastating and lengthy recession. The Bureau of Economic Research reports that there have been 11 recessions since the Great Depression in 1945. The aftermath of these recessions have been widely visible in many aspects of the economy including GDP, income, employment, production and retail sales. 

Risk managers are responsible for understanding the relationship between many different factors such as the economy and challenges facing the organization, both internally and externally, and how these might work towards or against strategic goals. This responsibility becomes increasingly important during economic recessions and in the midst of economic turndowns, like we’re experiencing in today’s economy. While our current pandemic might seem like uncharted territory, risk management teams are looking to history as a blueprint for what’s to come. 

Lessons Learned from Historic Recessions

As risk management teams prepare their businesses and organizations for continued economic decline, many refer back to the 2008 recession, which exposed the ways in which risk management systems failed.

Undervaluing Apparent Risks

Risk managers look for correlations between different risks, which helps them identify the probability of those risks, ultimately allowing them to create a plan to avoid negative outcomes. However, during economic crises, it’s not uncommon to underestimate the probability of these risks or misread their correlative relationship. Researchers suggest that companies constantly evaluate their risk measurement methods, making changes as risks transform and evolve.   

Ignoring Probable Risks 

Sophisticated risk management teams continuously monitor vulnerabilities. However, as companies make changes to protect themselves from one risk, they unknowingly expose themselves to another.

Failing to Communicate

Oftentimes risk managers aren’t the ones making the final decisions. As seen in the past, many risk management teams did not effectively communicate a company’s vulnerabilities to the decision makers. 

Managing Risk

Now is the time to be reviewing or creating a risk management plan for the coming months, if not longer.  To error on the side of caution, risk managers must take precautions and act as if the coming recession will be worse than it actually might be. Here are a few ideas many risk managers adopt into their planning strategies: 

• Identifying Risks- Using the current economic situation as your guide, identify your vulnerabilities and the most obvious ways your institution might be negatively affected. Inversely, you might consider reflecting on your business’ strengths in light of the economic downturn. 
• Prioritize Decision-Making - As the economy changes, you might consider revising internal decision-making processes and procedures. Making decisions quickly and effectively could make the difference between succeeding and failing. 
• Maintain Flexibility- Even if you have decision-making processes in place, it’s crucial for these decisions to be implemented swiftly. Making changes in staffing roles, policies, and communication channels can help implement the right decisions quickly. 
• Manage Your Costs- There most certainly will be an increased strain on budgets. It’s crucial that businesses account for budget cuts before they happen. This could mean switching service providers or consolidating costs when appropriate. 

The role of risk managers is critical during economic uncertainty. Preparing for crisis before it happens will help companies stay confident and successful even during trying times.  

The Coronavirus pandemic has had a tremendous impact on our daily lives, especially when it comes to our work environment and business practices. For businesses that will survive the pandemic, work habits and customs are likely to change for the foreseeable future. The reemergence of in-person meetings, international conferences, and busy crowded office spaces is uncertain. As more employees continue to adopt a new normal, the likelihood of falling back into our traditional routines decreases. Risk management teams around the nation are beginning to create new plans for reopening their workplaces, especially as President Trump introduced “Opening Up America Again” guidelines for reopening the American economy on April 16, 2020. Because of the lingering threat on the public’s health, employers are being forced to reassess their business practices and are beginning to create their own guidelines to promote safety and efficiency. Here’s how successful industry leaders are creating their reopening plans:

Employee Health 

As employers prepare for reopening, the main point of concern for many of them is how to keep employees safe in the workplace. The Occupational Safety and Health Administration (OSHA) has published guidelines for employers as they prepare their workplaces for employees’ return. These guidelines place heavy importance on cleanliness, suggesting extra precautions to disinfect frequently are taken. Employees returning to work can expect to be screened upon entry, have their temperature taken and asked to wear personal protective equipment, like masks and hand coverings, when frequenting populated areas, such as hallways, restrooms, cafeterias, or in the case of sharing workspaces like a shared office or cubicle. 

Because most if not all workplaces will reopen before the complete disappearance of COVID-19, many employers are beginning to inquire about employee testing. Traditionally, medical examinations and inquiries had to be job-related and consistent with business necessity. However, because of the threat COVID-19 poses, the CDC is recommending widespread testing. 

Managing Physical Presence

Employees retuning to work shouldn’t expect a full workplace, especially in the beginning of the reopening stages. In fact, many employers will be honoring social distancing at work, asking employees not to gather in groups more than 10 and to keep 6 feet between individuals. 

To honor these guidelines, many employers are establishing processes that will rotate which employees work from the office and which ones are to work from home. This will promote social distancing, while also ensuring coverage across roles.  However, this process will need to be strategic, especially for those in the healthcare industry, retail and manufacturing to ensure all essential shifts are covered.

Rethinking Workspaces and Promoting Telecommuting

In order to observe social distancing regulations in the workplaces, most businesses will need to reorganize their work spaces. Many employers are doing this by increasing the physical distance between workspaces, installing transparent shields to divide desks, limit the number of people attending in-personal meetings, and maintain a consistent cleaning schedule to promote proper hygiene practices. In addition, many employers are limiting the number of entrances to one and screen employees as they enter. 

While many employers will welcome their staff back into the workplace, some might consider prolonging telecommuting instead. Not only will this help employers minimize the number of individuals in a workspace, it will also help keep overhead costs down, which is especially important after many businesses continue to take financial hits. 

Update Employment Policies

In light of all the changes being made because of COVID-19 precautions, employers should reassess current employment policies, or at least review them prior to opening. Policies like sick leave, vacation, business travel and paid time off might need to be updated to ensure they fit current needs. If your place of business plans to adjust policies on telecommuting to encourage working from home, make sure these are communicated frequently to employees. In addition, because policies have been changing frequently, employers should keep all COVID-19 policies and procedures in one location, making it easy for employees to access when in question.  

Reassess Organization Needs

For most businesses, workplace habits and procedures are changing frequently. Because of this, it’s important for employers to review infrastructure needs, especially when it comes to supplying resources needed for those working from home. This could mean budgets needs to be reassessed to allocate more funds to internal IT departments or outsourcing. Many employers are also concentrating funds on communication channels, like professional video conferencing systems, to make sure internal communications are frequent, efficient, and effective.While returning to work is a glimmer of hope for many, creating reopening plans are essential to every organization’s success. Using these considerations when you begin your plan will help you ease the process of reopening your doors.

New partnership is formed to help navigate your recovery.

Resurgent Collaborative

Strategies to plan your business recovery and future resilience. Resurgent Collaborative assists organizations in recalibrating their business models and workforces following significant business crises, and in planning for future health- or event-based business disruption.

It’s safe to say the current global pandemic of COVID-19 caught many businesses and organizations by surprise. It seems that just overnight many businesses have had to close their doors, while others are struggling to survive the halt in production and dramatic decrease of consumer demand with an unknown end date. In the midst of a pandemic, it might seem counterintuitive to plan for the next unknown crisis, but now is the time. As we continue to live through our current crisis, planning for the next one now can provide insight we might not be able to recall in the next year or even decade. Whether you’ve closed doors or have adopted a work-from-home setup, it’s important to take the time now to create a crisis plan for the future. 

Building a Crisis Plan 

Creating a crisis plan before you know what the crisis actually is can be intimidating. However, the underlying concept of the plan should be relevant to every crisis. Whether you’re facing a global pandemic, a public relations failure, or a product error gone wrong, a crisis plan could be the difference between failing and rebounding. As risk managers, we see crises occur often. But, we also see many organizations successfully recover. No matter the industry, no matter the crisis, a good plan relies on these simple steps. 

Develop Your Team 

Navigating a crisis often requires decisions to be made quickly, but effectively. In order to do this, you need to decide who should be making decisions and who will make the final call. You might consider asking those who are essential to a crisis response effort to be a part of the team. This might require key individuals from various departments and expertise, like cyber security, public relations and marketing, legal, operations and finance. Once you’ve decided who will be key stakeholders on your team, assign roles so your team members can start navigating the crisis as soon as it occurs. 

Evaluate Your Response

Not all crises deserve the same response. This is a great opportunity to get with your crisis management team to discuss how you would want to respond to different crisis situations. For example, in the case of a public relations error, such as a poorly stated response that upsets employees or partners, your team should decide who will be the spokesperson and which individuals should first be notified of the crisis. For active shooters or in the case of a fire, determine who the appropriate contact people are and know who will contact them first.  

Align Messaging with Legal Advice

Oftentimes legal advice can be executed without taking compassion into consideration, resulting in a strategy that can actually make the situation worse. It’s important to align the two concepts to have a plan that is both legally smart and carries empathy. 

Create a Communication Plan 

Creating an internal communication plan is crucial. This will ensure that all internal members, such as employees, board members, volunteers, stakeholders, investors, and partners understand what has happened and how it will be handled. Taking a proactive approach will reduce widespread fear, rumors, and relaying inaccurate messaging to outside parties. 

Your organization should also create an external communication plan, in case a representative from your organization needs to speak at a press conference or with the media. This step is crucial—make sure to choose a highly skilled spokesperson who has the ability to create thoughtful messaging and effective delivery.  

Keep Important Information Safe and Easily Accessible 

In the midst of a crisis, your work environment might become chaotic. It’s important to prepare all your documents before you even need them. Here are a few items to consider preparing:

• A comprehensive list of key stakeholders and partners- If a crisis occurs, you will want to alert your stakeholders, investors, and partners immediately. Easy access to these contacts will allow you to contact them quickly, ensuring the information gets delivered from the source.
• Electronic backup of all essential documents- If a crisis involves temporarily shutting down, like we’re seeing today, or if your physical structure is damaged, having electronic backup of all important documents will help you keep operations running smoothly. 

Every crisis is unique and deserves an individualized response—risk managers can help with this, especially when creating a crisis plan seems overwhelming. To start, identify crisis scenarios that are most realistic and develop a response that seems appropriate. Even the practice of preparing for a future crisis will help you successfully respond when a crisis does happen.

Mitch Harris, Senior Cyber Security Consultant at RiskVersity provides an overview of the security implications of a remote workforce.

“Thousands of businesses are asking their employees to work from home. And with the sudden influx of hundreds of thousands of remote workers, the attack surface for hackers has just increased exponentially. Given the suddenness of it all, many businesses didn’t have the infrastructure in place to accommodate this change in their business culture. Add to that the lack of policies, procedures and controls that relate to working remotely, and they have unintentionally created a petri dish for attackers’ malware, viruses, trojans, worms, RATs etc.”

Mitch Harris, RiskVersity

Senior Cyber Security Consultant

In the midst of the COVID-19 coronavirus global pandemic, how has the security postures of businesses changed (and what are the implications of those changes)?

Over the past few weeks, this country’s businesses have had to make unprecedented changes to the way they deliver their services. One of those changes was affording their employees the ability to work from home. And while remote work is nothing new to this economy, it poses an issue when one day you may have a few thousand remote workers, and the very next you have a few hundred thousand. In this article I will attempt to break down the overall best practices, mitigating and transferring of cyber risks.

Let’s first take a look at how current risks may be exacerbated, or new risks introduced.

Authentication Methods

Phishing Larger Attack Surface

Vendor Management

Given people are not on-site for face-to-face interaction; authentication can become an issue.

Attackers are well-aware of the current plight of businesses. As such, phishing attacks will increase.

Employee devices are often less secure and/or have operating systems and applications that may not be approved by the company or updated regularly. This increases the attack surface of a business and introduces new attack vectors to internal networks.

While the supply chain is already a target for hackers; the increase in remote workers is directly proportionate to the likelihood of a breach occurring within a partner’s network.

AUTHENTICATION METHODS

The lack of face-to-face interaction should not be a deterrent for good cyber security practices. Businesses should implement multi-factor authentication solutions as well as monitoring of access and ensuring strong passwords to mitigate this risk.

PHISHING

If you have not been conducting regular phishing campaigns, this would be a great time to start training your workforce. Implementing good Anti-Virus with good anti-phishing functionality is a must. NexGen (Next Generation) Anti-Virus would be preferred.

LARGER ATTACK SURFACE

With the attack surface of your business now having increased both unexpectedly and exponentially – it is imperative to implement strong endpoint protection. But that is not enough. Businesses must also consider implementing VPNs and ensure their perimeter devices such as firewalls, intrusion detection and intrusion protection devices are configured properly.

VENDOR MANAGEMENT

It has been widely reported that hackers love to leverage partnerships. Third party vendor networks are often less secure. As such, these are favorites among hackers who want to target larger corporations. It is therefore important to vet these partners with much more scrutiny. Given your attack surface has increased, third party vendors add another layer of complexity with regards to attack vectors. Businesses should have a process whereby they can thoroughly assess vendors (both technically and procedurally). You should have methods in place to scan a partners’ network to determine their security posture and security questionnaires that should be mandatory to complete. These should include questions to assess a vendor’s preparedness for remote workers.

RISK TRANSFERENCE

Do you have a good cyber insurance plan that includes remote workers? GET ONE!

What should businesses do?

CONCLUSION

It is a new day in America. More and more workers are working from home. However, we never know when a disaster or global pandemic will change life as we know it. The success of a business will be determined by how prepared it is to shift. Those affected most by the COVID- 19 coronavirus are the SMBs (Small to Mid-Size Businesses). Many of these businesses do not have the resources for a fully staffed data security team. However, implementing and adhering to the information presented in this article will (at least) give businesses a solid foundation from which to start.

ABOUT RISKVERSITY

At RiskVersity, we are able to provide services that identifies, manages and prepares our clients for their risks. We mitigate risks through our Fractional Chief Risk Officer, Employment Practices, Fractional Chief Learning Architect and Fractional CISO (Chief Information Security Officer) offerings. We enable organizations to leverage our expertise on a monthly retainer basis or hourly to ensure the protection of their assets and security of their data with a team of experts at a fraction of what it would cost to staff one of those areas of expertise.

ABOUT THE AUTHOR

Mitchell L. Harris Jr. is a leader in cybersecurity offering an extensive background in the field. With more than 25 years of experience in information technology and ten years within the Federal Government’s Intelligence communities, Mitch is an accomplished cyber security expert, computer forensics analyst, and digital investigator. His expertise has been leveraged by the FBI, CIA, Secret Service, and The Department of Justice. As a military veteran and subject matter expert to the U.S. Government in matters of national security, terrorism, intelligence, and criminal cases – Mitch has led teams and operations ensuring the security of our nation’s most valuable assets.

Communicable diseases like coronavirus and the respiratory illness it causes, COVID-19, can severely stall and even paralyze a busy organization. Part of your responsibility as an employer is to do your part to prevent and respond to infectious diseases in the community. Employers are legally liable for both employees and nonemployees infected in the workplace. Here are ways to prepare your workforce for the possibility of telecommuting, quarantines, business closures, and other outcomes of a disease outbreak.

HR Checklist

• Define alert levels/triggers 
• Confirm employee contact information is current and distributed appropriately
• Work with the IT and other appropriate departments to confirm employees have the capabilities and resources to safely work from home
  • This may include review/update/dissemination of IT policy, remote work policies, and IT safety guidelines
• Allow employees to work remotely to the greatest extent possible 
• Review, update, and create policies and procedures regarding telecommuting to address the following factors:
  • Timekeeping procedures for remote workers
  • Paying benefits to employees who are asked to take leaves of absence
  • Paying hourly employees who are asked to work from home and/or take leaves of absence after testing positive for a communicable disease
  • Reviewing and updating workplace and leave flexibilities as well as pay and benefits in case of school/daycare closings and caring for ill family members, etc.
  • Ensuring that your sick leave policies are up-to-date, flexible, and non-punitive to allow sick employees to stay home to care for themselves, children, or other family members. Consider encouraging employees to do a self-assessment each day to check if they have any COVID-19 symptoms (fever, cough, or shortness of breath). 
  • Aligning pandemic/emergency policies and procedures with public health recommendations as well as State and Federal laws
  • Be sure to include a thorough review and update of the following: sick leave, enhanced unemployment aid, paid time-off, leaves of absence, layoff, safety and health (OSHA), travel policy, restrictions/bans, payroll processes, and separation policies 

• Consider canceling non-essential travel and face-to-face meetings
• Recognize that this disruption will cause anxiety for many and share resources to help employees
  • Resources from the Anxiety & Depression Association of America: https://adaa.org/finding-help/coronavirus-anxiety-helpful-resources
• If employees must come into the workplace
  • Establish social distancing procedures
  • Actively encourage sick employees to stay home until they are free of fever or symptoms (without the use of medication) for at least 24 hours. Do not require a healthcare provider’s note to validate the illness or return to work of employees sick with acute respiratory illness; healthcare provider offices and medical facilities may be extremely busy and not able to provide such documentation in a timely way. 
  • Separate employees who appear to have acute respiratory illness symptoms from other employees and direct them to see their doctor immediately. Then, alert the Communicable Disease division of your state’s health department and get direction the specific actions you should take to clean the office spaces, quarantine potentially impacted employees and implement your crisis response plans. 
  • Reinforce key messages — stay home when sick, use cough and sneeze etiquette, and practice hand hygiene — to all employees, and place posters in areas where they are most likely to be seen. Provide protection supplies such as soap and water, hand sanitizer, tissues, and no-touch disposal receptacles for use by employees. 
  • Frequently perform enhanced environmental cleaning of commonly touched surfaces, such as workstations, countertops, railings, door handles, and doorknobs. Use the cleaning agents that are usually used in these areas and follow the directions on the label. Provide disposable wipes so that commonly used surfaces can be wiped down by employees before each use.   
  • Be prepared to change business practices if needed to maintain critical operations (e.g., identify alternative suppliers, prioritize customers, or temporarily suspend some of your operations).

• Cross-train employees for key functions so that daily schedules can continue relatively uninterrupted by potential employee absences.
• Review absenteeism policies to make sure employees are not being encouraged to come to work if they are sick.
• Work to make sure fear and anxiety don't lead to social stigma toward any employees
• Align your workplace procedures and policies with the latest suggestions from World Health Organization (WHO), local public health departments, the Center for Disease Control (CDC), etc.
• Regularly remind your managers and supervisors about the policies and procedures that govern workplace behavior, performance management, employee benefits, etc. during this period. Don’t assume they know!
• Work with IT and Marketing/Communication departments to create a plan and disseminating timely information to employees
• Update Intranet site to link to the World Health Organization (WHO), local public health departments, the Center for Disease Control (CDC), and other health agencies.
• Research financial relief available for your organization. Small business owners and non-profit agencies impacted by the public health crisis can apply for low-interest loans. Additional information on the U.S. Small Business Administration’s Economic Injury Disaster Loan program is available at SBA.gov/disaster. Some states have already set up resources as well.

While the world is closely monitoring the recent outbreak and spread of COVID-19, an epidemic respiratory illness first detected in Wuhan, Hubei Province, China, businesses are quickly creating plans and procedures to protect their staff. According to the Centers for Disease Control and Prevention, coronaviruses are a large family of viruses that are common in people and in animals. However, these viruses are rarely seen to travel from an infected animal to a human, as is the case for COVID-19. As of March 10, a total of 45 States Parties have reported cases of COVID-19, resulting in 113,702 confirmed cases and 4,012 deaths. While researchers are moving quickly to create criteria for diagnosis and treatment, there is still a lot that’s unknown about this particular virus. Researchers know that humans can infect other humans through infected droplets, like we see in a sneeze or cough, but the complete clinical understanding of the virus is unknown. While older adults is the population most at risk, many businesses are taking precautions to keep people healthy and minimize the risk of spreading the virus.   

Current Risk Assessment

Virus outbreaks are always a risk to the public, especially new viruses that aren’t fully understood. To date, the severity of COVID-19 has varied greatly from very mild symptoms to severe illness including death. Older adults and those with preexisting health conditions, such as heart disease, lung disease, or comprised immune systems, are most at risk. While the virus is not wide spread in most communities in the United States, healthcare workers and international travelers have a greater chance of exposure to COVID-19.

How to Keep Your Workplace Safe

As you create your organization’s strategy to cope with COVID-19, it’s important to communicate information calmly, without causing chaos or inflicting fear. To create a plan that is robust and intentional you should consider the following:

• If your business interacts with older adults regularly, such as a retirement community or geriatric healthcare facility, you should consider limiting outside guests, especially those who have been travelling.
• Ensure employees have the resources they need to do their work from home.
• Review any existing policies and confirm that employees will not be personally impacted in the event of an extended quarantine.
• Evaluate your staffing needs and create a plan of action if you are required to operate your services with minimal staff.
• Cross-train employees for key functions so daily tasks and responsibilities can be covered.
• Identify key employees and communicate their roles effectively to other staff. Employees should know how to answer or direct questions from outside parties, such as the media.

Educate Your Employees

While there’s still unknown information about the virus, there are precautions employees can take to keep your organization secure. When possible, communicate the following calmly but consistently:

• Wash your hands frequently with soap and water, for at least 20 seconds.
• Avoid touching your eyes, nose and mouth with unwashed hands.
• Cover your mouth and nose with a tissue when coughing or sneezing.
• Clean and disinfect surfaces that are frequently touched, like a door handle, computer keyboard, or desk top phone.
• If you are sick, do not come to work.

The way an organization chooses to respond to these types of public health concerns is crucial to its success and the safety of its employees. Not only is it critical to develop an interruption plan, but also to ensure its adequate implementation. The way the plan is communicated and modeled by senior leadership can majorly impact its effect.