Private is Private: Safeguarding Data During Crisis
James Pettigrew, FEI Program and Project Manager
Data collected during a crisis event comes in many forms and from many individuals—all
within a high-stress context. If a black hat hacker inserts him or herself into the chaos, it
is an organization’s responsibility to ensure private information remains secure, protected
and available.
The Indiscriminate Nature of Suicide
Sumaya Kroger, FEI EAP Counselor
The tragic, high-profile deaths of Kate Spade and Anthony Bourdain by suicide have once again focused attention on mental health issues. . . and the reality that, despite one’s fame or fortune, anyone can be affected by suicidal tendencies.
By understanding certain verbal, behavioral and psychological signs, however, we can assess when someone we know—a family member, a close friend, a neighbor or even a coworker—may be at increased risk of suicide.
Our New Reality
Helping businesses support employees and their families is fulfilling work, but managing the realities of a crisis goes beyond just workforce resilience. As the world wrestles with the everyday acts of violence and critical incidents affecting our communities—our children, families, friends and neighbors—we must begin taking a more holistic view of preparedness, response and recovery by listening to each other and working together.
Humor in the Workplace
Nancy Vogt, FEI Account Manager
Workplace humor is beneficial to both employee and organizational well-being, good for boosting health outcomes and reducing stress. Knowing the difference between appropriate and inappropriate use of humor at work will help managers and supervisors build an organizational culture of connection, creativity and inclusiveness.
Be a Leader During Crisis, Not a Leader in Crisis
Vivian Marinelli, Psy.D., FEI Senior Director Crisis Management Services
Leadership during a crisis is paramount to a successful response. Yet without proper planning, being a leader during a crisis can devolve into being a leader in crisis.
One person isn’t expected to bear the burden of an entire crisis team, however, and the specialized roles of various team members will allow a leader to efficiently plan, effectively communicate and effortlessly lead.
The Elephant in the Workroom: Financial Stress
Amara Lang, Junior Account Manager
Money is a significant source of stress for most Americans. Whether working multiple jobs or living paycheck to paycheck, the weight of financial stress on the workforce plays a significant—if often invisible—role in employee well-being.
Organizations can mitigate the effects of financial stress on employees by encouraging strong workplace relationships, sharing stress-busting techniques and offering assistance through an EAP benefit.
Weapons of Control: Preventing Use of Technology in Workplace Violence
Gwen Mueller, Director of Information Technology
With smartphones connecting people 24/7 and the Internet of Things insinuating into everyday lives, employers and employees alike must diligently monitor misuse of technology. A lack of procedure can allow bad actors to harass, intimidate and abuse via access to online tools
and resources.
From addressing software vulnerabilities to internal audits of systems access, organizations can control violence perpetrated through technology while keeping the workforce safe.
Finding the Right Fit for Respite Care
Jackie McGee, Work-Life Specialist
Finding reliable in-home care for an elderly and/or disabled loved one when the primary caregiver is unavailable can be overwhelming. Utilizing respite care—a short-term care and relief service for caregivers—helps relieve the worry and anxiety. By contacting an EAP benefit and accessing work-life services, employees are able to navigate the world of respite care options with confidence.
Helping the Everyday Helper: A Crisis Management Must-Have
Daniel J. Potterton, FEI Chief Operating Officer
Crisis management teaches us to prepare for the unexpected and consider every imaginable risk. Sometimes overlooked, however, are the means and resources needed for taking care of individuals tasked with helping during unimaginable situations.
When designing, writing and reviewing organizational crisis management and disaster recovery plans, be sure to include support for the everyday helpers.
What’s the Right Thing to Do? An Ethics Framework for Leadership
Ryan Atherton, FEI Account Manager
Making decisions based on a purely legal point-of-view does not always consider ethical repercussions, even in the workplace. By developing mission, vision and values with an ethical framework in mind, organizations can better address complex situations where what’s legal and what’s ethical may appear at odds.
Supporting Those Impacted: Communicating During and After Tragedy
Michael Bugenhagen, FEI Business Development Manager
When we think of a mass shooting, or any event that causes a significant number of injured or killed, news reports typically cover what happened, the immediate public safety response and conversations with those involved. What we do not see is the amount of work needed to simply communicate with victims, and more specifically, families.
To assist with the recovery of all involved, organizations should consider their ability to establish a dedicated call center staffed with individuals experienced in trauma response in the aftermath of a crisis event.
The Benefits and Challenges of Relocation
Amy Haft, FEI Senior Account Manager
People relocate for different reasons: New office branch, family needs, a change of scenery. But relocating from one place to another—from a familiar community to a new one—can overwhelm.
By offering services that cater to employees’ work-life needs, employers mitigate and reframe the anxiety that may surface during the potentially stressful process of relocating.