Crisis Communication Plan

Crisis Communication Plan

Introduction

In our society today where social media platforms have become too ubiquitous and that its users have never failed to post negative opinions, especially for any brand or business, it denotes how any company is vulnerable to crisis. And, if companies fail to set any specific plan for responses, they might end up in a disaster. Often, a crisis is termed as times of danger or difficulties and that required essential decisions which will not only facilitate the daily operations of a company but also impact on its reputations. Impact of crisis in an organization varies depending with the types of activities taking place and, as it can inflict potential damage, stakeholders and the industry itself are expected to come up with effective crisis management strategies which, soothe the interest of the society as a whole (Gigliotti, 2016). Especially in such a period in the world where several companies are facing economic recession as a result of Corona Virus Epidemic, it remains vital to come up with communication plan in their route to clarify various operations taking place around the organization.

Coronavirus Disease 2019, which as denoted by World Health Organization has confirmed, recovered and death cases totalling to 5.21M, 2.05M and 338k respectively, is alarming and calls for isolation with ‘one-meter’ activity process which, indeed, affects the daily operation of the business (McKibbin & Fernando,2020). To curb or rather to deal with the incidence, organizations are advised to come up with a communication plan which, will impact on their survival. Communication planning processes take care of clarified channels, activities, materials and audiences the organizations should target in the process of interconnectedness. Hence the rest of this work tends to explain crisis communication processes, starting with the purpose, target, key communication strategies, the delegation of responsibilities, capacities affected and guidelines addressing social media.

1. Crisis Communication Plan

1. Purpose

1. Alarming issues in the safety and health of the employees.
2. Elimination or limitation of opportunity exposures.
3. Establishment of Communication Procedures.
4. Guidelines on Tele-Working

1. Scope

1. Stakeholders
2. Significant workers
3. Shareholders
4. Executives
5. Non-Significant workers

1. Affected Units

1. Monthly earnings, bonus and compensations will be affected
2. Leave and pay will be affected
3. Organization membership training
4. Professional development depending on the faculty one belongs.
5. Business travel because the virus is spread symptomatic people who are in close contact with the healthy ones in form of respiratory droplets, contact with infected persons, objects or surfaces as per, the data published by virologic and epidemiology studies.
6. Personal stakeholders’ meeting
7. Interpersonal communication with any essential member of society.

1. Operation Concept for Coronavirus Disease 2019

1. Seminars and courses will proceed via the help of professional development personnel.
2. Non-significant workers will fit under 100% telework.
3. Leave to be expected by 2022 and therefore roll over leave will be implemented in the next year.
4. Due to social distance strategies rule to prevent the continued spread of COVID-19, in one time, only ten significant workers will be expected to be in the office.
5. Working will follow the newly implemented law; 5 hours in the office and 6 hours through telework
6. Professional social media platforms such as Webex and Zoom app will serve as meeting chambers for team members.
7. Only essential meeting and monthly presentations will take place in the office with not more than two hours.
8. Until 28^th May 2020, no business travel will take place unless there is an emergency. Otherwise, teams are expected to positively adhere to the new plan situated with immediate effect.
9. However, to facilitate daily organization operations, target affected above will be provided with telework resources.
10. In case of any information needed by any social media persons, they should strictly be directed to executive leaders.
11. Lastly, organizational leaders are advised to create group chats in addition to the utilization of Crew App for excellent communication.
12. Only for refresher courses that virtual training will be conducted otherwise, the rest of the courses are cancelled until further notice.

1. Review of Leadership Hierarchy and approval process

1. The top-most leaders will make any decisions henceforth for any adjustment needed for organization operations.
2. They will come up with a strategic conclusion for any emergency responses.
3. That also adds, to any activity that will sustain progress in the organization.
4. Additionally, approval for any act or adjustment of the above-targeted group will come from them.

Conclusion

The above communication plan should be our number one necessity considering the fact that if we fail to communicate efficiently as a team, we might fail to meet the daily objectives of our organization. Let’s not forget our mission and vision as well which, are only degraded based on our ability to articulate our concerns in all the ways possible. Depending on the leadership hierarchy and approval process, every member of the organizations should be answerable based on the crisis communication plan represented above. It is evidence that our prominent leaders are supposed to provide us with transparency in addition to serving as a workforce to effective communication. The process will only take place if we as a team cooperate to the later with the guidelines created above. In the long run, the organization reputation will be protected; the activism of stakeholders responded to and advanced communication apps are greatly used on the later.

References

Gigliotti, R. A. (2016). Leader as a performer; leader as human: A discursive and retrospective construction of crisis leadership. Atlantic Journal of Communication, 24(4), 185-200. https://www.tandfonline.com/doi/abs/10.1080/15456870.2016.1208660

McKibbin, W., & Fernando, R. (2020). 3 The economic impact of COVID-19. Economics in the Time of COVID-19, 45. https://www.incae.edu/sites/default/files/covid-19.pdf#page=52