Rosaline Chow Koo, Head of Health and Benefits (APAC) and Sandy Hutchison, Communication Consulting Leader (APAC) had contributed an article in Singapore's Human Resources Magazine. Read the article below.

As the avian flu virus continues its global spread, there's an increasing risk of a worldwide pandemic that would threaten humans and negatively impact business operations—and Asia is at the epicenter of the outbreak.

Asian companies, which were directly affected by the 2003 SARS crisis, are now more experienced in dealing with such a threat at a local/regional level. But they should not take this for granted, and must ensure, among other things, that the right crisis-communication process is in place for their employees.

Crisis communication is a critical factor in pandemic preparedness, but many companies around the globe don’t even have business continuity plans (BCP) in place.

But expectations are one thing, reality is another. When a crisis does occur, events usually unfold rapidly, leaving little time for planning.

Effective leadership in a crisis situation, such as a pandemic, embraces a series of unique and inter-dependent competencies. Foremost amongst these is communication, in order to provide reassurance to employees and external stakeholders that the company recognizes the nature of the threat and has developed the necessary contingency plans to respond.

Organizations that do the best job of communicating in a crisis are those that have already considered contingencies and put implementation strategies into place. The continued satisfaction of employees, customers, shareholders and the community at large is greatly dependent on management’s and the organization's ability to meet any crisis with confidence and authority.

Mercer research consistently shows that employees expect their company to be a supplier of accurate, timely information. In the event that the company fails to provide such information employees may be concerned that management is either unaware of the problem or is unprepared to act.

That means, an effective communication strategy and process is crucial. Communicating with your employees in advance on what to do and what resources to turn to in the event of an avian flu pandemic will help maintain a stable workforce through the course of the crisis.

Therefore, a successful BCP must include a communication strategy. It is essential that your organization:

• Has a crisis communication strategy in place to keep your people and other stakeholders informed.
• Ensures target audiences have been identified.
• Determines the most effective way to communicate with your people and other target audiences.
• Ensures you have a plan for developing and distributing information.
• Establish approval paths and guidelines for rapid release of information.

In its crisis communication work for organizations worldwide, Mercer emphasizes development of communication tactics and infrastructures—such as crisis leadership training for management, and the establishment of “dark” websites (these are pre-developed and populated intranet sites ready to be activated in a crisis, containing specific employee information). With such a communication strategy in place, organizations can respond to the onset of an avian flu pandemic from a position not merely of preparedness but of real strength, with answers, advice, and support at the ready for employees who may be thrown into a state of high anxiety and, quite possibly, panic.

Organizations that are merely reactive in a pandemic situation will be at disadvantage, even if they have contingency plans. Crises come and go, of course, and, eventually, normality returns. Should an avian flu pandemic occur, experts advise organizations should anticipate absenteeism rates of 20 to 60 per cent for periods of two to four weeks at the height of each pandemic wave, with each wave lasting from three to eight weeks.

Employee communication is arguably the most crucial factor in easing the return to pre-pandemic working conditions. Thus, no BCP can be viewed as successful if it fails to smooth the way for a post-pandemic landscape through a program of communication that continually updates employees on organizational progress, losses, plans (for the return of employees who may be working from home, for example), and top management’s vision for the future, especially if the pandemic has wrought significant economic or social change. 

Just as Asian companies emerged from the SARS crisis better prepared to face the threats of an ever more global business environment, now the threat of avian flu challenges them to make the most of every tool for employee communication—and cooperation.