One value for becoming a crisis-ready workplace is to be aligned with, and support, the mission of the CSA Z1003 Standard on Psychological Health and Safety (PHS). One “should” in this standard is that employers should build crisis readiness into their PHS programs.
One pet peeve I have is the belief that crisis readiness can be totally outsourced to an employee assistance firm. Companies can play an important role, but they cannot be the entire crisis readiness program.
Standards are effective at defining what to do, but they leave the “how” to the employer. The following guidance will help employers establish crisis-ready workplaces.
How to become a crisis-ready workplace
In a complex and unpredictable world, some spillover can be expected in the work environment. Becoming a crisis-ready workplace is a proactive step to support an employer’s systems approach for implementing a PHS program.
This involves preparing for potential crises and ensuring that employees feel supported and confident in their ability to handle such situations. A crisis-ready workplace means having resources in place to support employees at work and comprehensive crisis management planning to address crises at a macro level.
Aligning the mission with the psychological health and safety program
One step in becoming a crisis-ready workplace is aligning the mission of crisis readiness with the organization’s PHS program. This alignment ensures that the approach to crisis management is rooted in the prevention of harm and the promotion of psychological health.
By integrating crisis readiness into their PHS programs, organizations support employees at both individual and organizational levels. This proactive approach helps prevent crises from escalating and fosters a culture of trust and safety, which can increase employees’ confidence in their employer, engagement, and productivity.
Training 10 per cent of the workforce
One guideline for becoming a crisis-ready workplace is to have at least 10 per cent of the workforce trained as crisis-ready interventionists. Crisis-ready interventionist training introduces learners to 12 types of crises that can occur in the workplace. The goal is not to make them crisis experts, but to train them on how to support and de-escalate crises.
It can take large organizations one to two years to achieve this standard, and there are numerous ways to accomplish it. Organizations with more than 1,000 employees should train internal trainers to ensure sufficient capacity. Whether using external or internal trainers, this can significantly reduce costs.
One guideline for defining the number of internal trainers is to assign one trainer for every 1,000 employees, with each trainer responsible for training approximately 100 employees annually. This ensures there is always a pool of trainers in place and a focus on scaling training across the organization so that onsite resources are ready to guide employees and de-escalate crises.
Employers should create communities of practice to maintain and enhance the skills of crisis-ready interventionists. These communities enable trainers and employees to learn and share best practices continually. Regular refresher training helps keep knowledge fresh and relevant. This ongoing learning environment helps retain skills and fosters a culture of continuous improvement and resilience within organizations.
Codify and clearly communicate support systems
Becoming a crisis-ready workplace is not just about creating policies, procedures, or training crisis-ready interventionists. It also involves ensuring that all employees know how to access support resources when needed. This includes clear information on Employee and Family Assistance Programs (EFAP), psychological support benefits, and local supports such as domestic violence shelters, treatment facilities for addictive disorders, emergency resources, critical incident stress debriefing, and 24/7 support lines.
Employees should know where to turn for help in times of crisis, from financial difficulties to domestic violence. Crisis interventionists should be provided with a playbook developed by the employer that summarizes internal and external supports to assist employees in crisis. Available resources should be clearly communicated to employees during engagement surveys. This clarity can significantly reduce the time it takes for employees to seek help, thereby mitigating the impact of crises.
Value of becoming a crisis-ready workplace
Be clear on the benefits and review the PHS program to ensure it is aligned with both employer and employee needs. Do not assume—verify. This check can help uncover blind spots, anchor strengths, and foster suggestions for improvement. PHS programs are not meant to be check-the-box routines; they should be tangible and add value to the employee experience. This is why it is beneficial to stress test the benefits within your organization.
Benefits to employers—Employers who invest in crisis-ready workplaces stand to gain numerous advantages. It demonstrates a commitment to employee well-being, enhances the organization’s reputation, and makes it an attractive place to work. Being crisis-ready can reduce absenteeism and turnover, as employees feel more supported and less stressed. It can improve overall productivity, as employees are more likely to be engaged and focused when they know their employer has their back in times of crisis. It can also mitigate the financial and reputational risks associated with crises, as the organization is better prepared to handle them effectively.
Benefits to employees—Employees in a crisis-ready workplace have access to resources and support systems during crises. This can significantly reduce stress and anxiety, knowing their employer is prepared to help them navigate difficult situations. It fosters trust and loyalty towards the employer, as employees feel valued and cared for. Ongoing training and communities of practice provide opportunities for personal and professional growth, enhancing skills and resilience.
Call to action
Crisis-ready employers must be ready and able to demonstrate evidence of the following actions:
- Aligned the mission of crisis readiness within the PHS program.
- Developed a crisis management policy and guide that defines what to do at a system level (e.g., IT security breach).
- Trained at least 10 per cent of the workforce as crisis-ready interventionists.
- Put supports in place (e.g., financial counselling, psychological health care, addiction treatment) for employees’ psychological health concerns, including trauma and personal or work-related crises.
- Codified and clearly communicated support systems to all employees, and ensured leaders and crisis-ready interventionists are trained in them, including EFAP, benefits, and local support networks.
- Ensured employees are aware of the support services available to them during crises.
A final step is to adopt a Plan-Do-Check-Act approach to ensure these actions have been implemented, are having the desired effect, and employees feel confident their employer is crisis-ready.
