Simcoe County, ON - Whether it’s a pandemic or a group lottery win, companies need to be prepared if regular operations are suddenly affected, says human-resources (HR) expert Lotte Struwing.

“H1N1 is providing a much-needed awareness for many businesses,” says the owner of Lasting Solutions HR Consulting and Coaching. “Many operate day to day without a second thought to what-if.”

Struwing suggests owners and managers take this opportunity to start thinking about emergency planning on a broader scope as well – regardless of the size of the firm.

The first step is striking a committee (even a party of one, if necessary) comprised of decision-makers to identify the essential skills within the organization, establish what needs to be done and by whom, develop contingency and communications plans, and arrange for appropriate training.

“For small businesses, it can take an hour,” she says of the risk assessment and subsequent planning. “For larger businesses, it can take weeks and months because it gets complicated.”

A meeting can start with “what-if” brainstorming.

“Get out all the crazy ideas and determine which ones are possibilities and which are not,” she suggests. “Then you work on a plan for those you think are viable.”

She recommends focusing on those that would critically impact the business so the process doesn’t get overwhelming.

“Identify the number of staff needed in each area and establish a back-up,” she says. “Consider all legal and moral implications and address all possible issues and implications.”

These can include occupational health and safety – it’s the employer’s duty to provide a safe workplace and there might be an issue with refusals to work, she says. There are also human rights issues surrounding personal leave and family-emergency leave. Businesses also need to consider possible workers’ compensation issues if an employee contracts the virus at work or employment insurance ramifications.

“It’s important that employees know about it if you’re updating the policy and procedures policy for a pandemic,” she explains.

It’s also essential to meet with key external partners to outline an alternative operating relationship if necessary.

“What happens if you’re fine, but your key clients are shutdown or quarantined?” she asks. “Document, review, obtain approvals, test and update.”

In the meantime, work to avoid the situation from happening, she stresses. During the flu season, that means disinfecting, saying home if sick, providing tissues and perhaps instituting a handshake-free policy.