H1N1 Planning – Five Ways Businesses Can Cope

H1N1 has certainly raised a host of dilemmas for our global society since spring 2009. Not only have we coped with racing to develop and distribute a suitable vaccine, but we also have had to develop strategies for coping with multiple and extended absences at work and at school. To say that this has been a difficult time is an understatement, but it has also been an opportunity to rethink prior assumptions which have long been unchallenged.

Since spring 2009, H1N1 has raised a host of dilemmas for our global society. Not only have we coped with racing to develop and distribute a suitable vaccine, but we also have had to develop strategies for coping with multiple and extended absences at work and at school. To say that this has been a difficult time is an understatement, but it has also been an opportunity to rethink prior assumptions which have long been unchallenged.

• Recent reports from the USA Center for Disease Control (CDC) indicate that 44,555 people have been infected with and 4,314 have died from the H1N1 flu as of 11/25/09 (Flucount.org, 2009).
• Worldwide, the figures are 1,041,467 infected and 11, 879 dead (Flucount).

Much as post-9-11 in the USA, companies were developing catastrophic emergency procedures, the media and government are replete with the call for businesses and schools to develop comprehensive continuity plans due to the H1N1 pandemic. How do we go about creating such a plan responsibly and with the input of staff members? And what are the issues involved?

Aside from the loss of revenue as people are not out shopping and have their minds focused on coping with the illness, there is a larger immediate issue which faces all businesses. How do businesses cope with large numbers of people absent from work because they fit into any of the following categories?

• They have a fever (CDC recommends staying home and helping to control the spread of all flus)
• They have to take care of a critically ill family member who has H1N1 (Family Medical Leave Act)
• They have H1N1 themselves and it has had a long duration and recovery
• They flu is spreading rapidly at work, and the employee is a high risk category for catching the flu (pregnant women, chronically ill, etc)

Of course our utmost priority is preserving the well-being of our staff and safety. The advice from medical professionals is that we stay home when we are sick in order to reduce the severity of the illness, recover more quickly and not spread our illness to colleagues and clients/customers. In order to fight boredom and isolation, and help companies with productivity if mass numbers of employees are absent, once we are sufficiently recovered, or if we are taking care of family members who are ill, can companies find ways employees might participate? Such efforts might not be overly rigorous, but could be vital in helping companies to continue to function. Moreover, their vital organizational knowledge can be accessed and utilized, and their transition back to work more smooth. Following the five steps listed below could help with this transition and minimize lost work time, productivity and good will during the flue pandemic or any other reason which incurs extended absences.

1. Visit the Flu.gov website and check the Business checklist (listed in resource list below) to evaluate the readiness of your business to handle issues related to a widespread disease outbreak.
2. Talk with any regional or national oversight office for your business to determine if there is already policy in place and advisories that can guide local policy entirely or partly.
3. Supervisors and staff should have a sit down meeting and then a printed policy regarding when to stay home with a fever, regardless of how ill they feel. The Center for Disease Control (CDC) now recommends staying home at least 24 hours after a fever breaks. This policy relates to the next point on our list.
4. Consider how your business may be able to develop a more flexible leave policy or alternate work arrangement for during a broad flu outbreak. While there is no need to stay home if one person is mildly ill, a spouse or parent may have to stay home for severe illness of a family member due to flu, thus increasing absenteeism more than might otherwise be expected. In addition having alternate work arrangements may enable more people to choose to stay home with a fever and not have to ration out their sick days.
5. Supervisors and staff should work together to develop strategies wherein technology may facilitate their business continuity plan in several ways including,

• Having a means in place for employees to post files to and retrieve files from a server so that they may work at home if they have to be confined and are not overly ill,
• Increase the business’ web presence and ecommerce services so that clients and customers can become more aware of how to access your products and services without traveling to your location,
• Establish an update notification system, perhaps twitter, rssfeed, or listserv where employees might receive updates about flu related news- prevention, vaccines, etc, and,
• Develop an emergency notification system, phone and/or text message regarding closings, urgent warnings, etc.

Conclusion

This medical and societal crisis could be an opportunity for companies to build greater employee and client relationships and confidence, or further divide the different needs and perspectives. Cultivating a culture of support, well-being, and responsibility could be a turn around for a business culture long focused solely on profits. We continue to be in the age of reinvention for businesses and employees to survive. Could the H1N1 pandemic be the next BIG opportunity to do just that for you and your organization?

Article and Business Resources

• Flu.gov (2009). Business checklist Retrieved November 25, 2009, from http://www.flu.gov/professional/business/businesschecklist.html
• Flucount.org (2009, Nov. 25). Swine flu count.
• U.S. Department of Labor. (2008). Family Medical Leave Act (FMLA).

This article written by,

Dr. Kathleen P. King (EdD)

Certified professional coach, Professional speaker,
Professor, Transformation Education CEO

About Dr. King

Dr. King is a dynamic, interactive keynoter, and accomplished author who invigorates and empowers audiences on a variety of topics. She guides professionals in dynamic and rewarding professional journeys: from coping with changes in the workplace, developing leadership, speaking, writing and time management skills, to navigating organizational demands, meeting the needs of 21st century learners, designing and facilitating distance learning, and “Helping Professionals Reach Their Dreams.” Widely recognized with professional awards for her innovative publications, research and service to the field, she thrives on working with teachers and other adult learners in all contexts.

Contact Kathy to discuss availability for in-person and virtual speaking engagements, coaching services and consulting services.

About TELLC

Transformation Education LLC is an educational service organization providing keynotes, seminars, training and faculty development, mentoring, and coaching for groups and individuals. Since 1992, we have served a global, but always personal client base. We provide cutting-edge, relevant, and critical support for mastering lifelong professional learning in a virtual age!

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