عوامل حیاتی در تصمیم گیری در زمان بحران CRISIS RESPONSE DECISION MAKING: CRITICAL ELEMENTS OF A CRISIS RESPONSE PLAN

Organizations could request all employees use one travel agency and have that travel agency forward a daily list of where traveling employees are. Employees could be asked to enter daily into a computer program or phone system where they will be located on that day. Since employees may not take this responsibility seriously, frequent “location drills” could be done where the firm attempts to contact every employee according to the most recent information an employee has given and see if the info has been updated daily. If the employee contact list is not current it will hinder the fist step of contacting all employees and waste valuable resources in a time of crisis. In addition to having an employee list, organizations should have a record of what equipment and supplies they will need to set up immediate temporary headquarters and work out of alternative work spaces. Although this does not carry the daily urgency of an employee location list, this list will help departmental managers when developing their emergency plans to make sure they are able to collect or duplicate the equipment and supplies needed to get back to work. This will alleviate a lot of wasted time while trying to set up alternative work areas. Space. Once the people issues are addressed, the next concern for companies facing a crisis is finding a new workspace. Getting a company up and running after a disaster is any company’s ultimate goal. This may involve finding a way to continue paying people, as Aaron Feuerstein, owner of Malden Mills Industries, did after a fire destroyed his mill in Massachusetts (Murray, 2003), or it may mean running a smaller operation, or it may mean becoming fully functional by the next day. Approximately 20 million square feet of office space was damaged or destroyed in the World Trade Center and about two-fifths of the Pentagon was shut down. HR professionals coordinated employees’ movement to other offices within their companies and rental spaces in New York and nearby New Jersey and Connecticut. Pentagon employees were moved to leased space near the building (Overman, 2001).