| 09.10.08 |
| Leading Employees Through Crisis |
by Bob VandePol
When tragedy strikes the workplace, employers face not only the obvious human loss but also increased exposure to significant financial loss. Stemming from the psychological damage to the organization’s human resource, cost drivers include: Increased exposure to workers’ compensation claims Litigation Pursuit of medical, psychiatric, and legal opinions Workforce attrition and recruiting challenges Increased absenteeism Protracted medical treatment for “unrelated” ailments Diminished concentration and accuracy Negative image within the business community Increased conflict between employees and with customers Increased use of alcohol and drugs to self-medicate In retrospect, business leaders often pinpoint a workplace tragedy (violence, catastrophic accident, robbery, employee fatality, terrorism) as pivotal to the ongoing productivity of their work teams. Some identify how the incident launched a new sense of loyalty, community, and commitment to excellence. Others bemoan the event as triggering a collective negative image, increased conflict, and distrust of leadership. Where as effective leadership manages these risks by addressing the psychological undercurrent beneath them, not all business leaders have the training or expertise to do so.
For the complete PDF, click here. |
|
 |
|
|
|
