Editor’s note: North Wall Media, the publishers of HR News Canada and HR Law Canada, have teamed up with Dr. Bill Howatt — a renowned international expert and veteran researcher in psychological health, safety and mental health, to launch a groundbreaking program called Crisis Ready. With a career spanning more than three decades, Dr. Howatt brings experience in front-line crisis management, teaching at the collegiate level, first responder duties, and participating in correctional crisis response teams. Specializing in addictive disorders and high-risk populations, he has recently pivoted to assisting employers in embedding psychological health and safety programs to safeguard employees’ mental wellness. For more information, visit www.CrisisReady.ca.
As you turn on the TV or scroll through social media, the sheer presence of crises—environmental disasters, geopolitical tensions, financial instabilities, or local political upheavals—is unavoidable. These events demonstrate the volatility, uncertainty, complexity, and ambiguity (VUCA) employees face as they start their workday. Observing the struggles of others can drain individuals, affecting even those not directly involved in such situations.
Crises occur daily, not only globally but also within the workplace. Beyond traditional disaster readiness and occupational health and safety (OHS) management systems, one crucial step employers can take is preparing their employees for personal crises. Ensuring professionals are well-equipped to handle these situations can significantly impact organizational resilience and employee well-being.
Being “crisis-ready” involves cultivating specific knowledge, skills, and habits to prevent crises and to be prepared when they arise. This readiness is context-dependent and aims for positive outcomes when challenges occur. Many employees engage in acts of preparedness without realizing it. For example, wearing a seatbelt while driving to work or knowing the location and use of a first aid kit are simple yet effective risk mitigation strategies.
Human crises in the workplace can take many forms, and being prepared can help prevent escalation or ensure an employee receives needed support. Some scenarios include assisting employees triggered by traumatic events, managing work-induced stress, dealing with angry employees, or addressing potentially life-threatening situations like heart attacks or on-site violence. The presence of an unaddressed toxic leader is another predictable crisis waiting to unfold, disrupting stability and productivity.
One lesson I’ve emphasized for over 30 years is that “the wrong time to prepare for a crisis is when it happens.” Beginning my career in corrections as a youth worker, I quickly learned the value of practical training. Tasked with teaching first aid and designing emergency scenarios, I discovered that knowledge must be repeatedly practiced to be effectively utilized in times of crisis.
Crisis preparedness begins by anticipating various workplace events and assessing whether those charged with employee support, such as HR professionals, are equipped to respond effectively. At a minimum, I advise employers to ensure that all professionals integral to promoting and protecting employee well-being—such as union representatives, leaders, and OHS and HR personnel—are crisis-ready.
Viewing crisis readiness through the lens of psychological safety involves being prepared to prevent stressful situations from escalating into crises. It means having the resources and knowledge to confidently assist an employee in a situational crisis. Being crisis-ready doesn’t mean becoming a professional first responder; it involves knowing how to stabilize a situation until experts, if needed, assume control.
Some crises can be prevented through early detection and intervention. Others can be managed internally, while more severe cases require external help. Within the workplace, several environmental factors can influence the likelihood of crises. These include the quality of social relationships, work demands, equipment availability, and supervisory styles. Such factors can bolster resilience or contribute to stress, potentially leading to fatigue, acting out, or burnout. Recognizing and addressing these factors can reduce adverse impacts and foster a supportive workplace environment.
In future articles, we’ll explore situations requiring crisis readiness and offer practical considerations. This series aims to enhance awareness, accountability, and proactive strategies in workplace crisis management rather than transform every reader into a crisis-preparedness expert.
We invite you to share specific workplace crises or situations you’d like us to address in upcoming articles by emailing [email protected].
