Business in an uncertain world: The post-September 11th workplace. (Management Trends).

On September 11, 2001, our senses were jolted to a new and horrific workplace reality: terrorism. Although the cataclysmic attacks on the World Trade Center and the Pentagon did not occur on our own soil, their fallout and aftershock brought the Canadian business and financial worlds to an abrupt though temporary halt.

Several months have passed since these horrors took place and our sense of vulnerability may have diminished somewhat; however, there is no doubt that Canadian workplace safety and security issues have been ascribed increased importance. While most Canadian firms had reasonable security and emergency measures prior to the tragedy of September, it sometimes takes a real-life disaster to make one re-evaluate the efficacy of one's own company safety and security protocols.

"For our firm, I think it has reinforced a lot of the HR practices and principles we have in place around safety and security, training and development, and employee assistance programs," explains Kathleen Christie, director of human resources at the Toronto office of Deloitte & Touche. "We also learned as an organization just how strong our commitment is to one another and our business. We had 250 peopLe travelling in the United States on September 11th, and only a few around New York, but everyone showed concern and jumped in, trying to help track them down."

Aside from her firm's commitment to its people and their safety, Christie believes that the events of September 11th have heightened the importance of ongoing communication which, she says, they had already been strong in. "We also capitalized on our employee assistance program (EAP) "she adds. "Our provider had information on how to talk to your children about terrorism and how to get support from the program if you're feeling stressed or traumatized by the events around us."

"While our firm's emergency policies and procedures are in place," continues Christie, "this has been an opportunity to reinforce them, update them and make sure people know and understand them."

The importance of an up-to-date and effectively-communicated disaster plan cannot be overstated, according to Linda Smith, senior vice president, senior partner and general manager of Fleishman-Hillard Canada Inc., an international communications firm. Smith's firm has taken a very proactive role in its own disaster planning strategies, as well as assisting other companies in creating, maintaining and updating theirs.

"It's one thing to have adequate plans in place," says Smith, "but crisis preparation also means having them up to date. We remind our clients to update their plans every six months because structures, people, stakeholders and issues change, and you want to stay in touch with the outside experts."

"The other side of crisis preparation," says Smith " is crisis simulation -- thinking through what you would do if your building was bombed. For example, where you would go and where people would meet. People need to think of alternative sites and how to quickly get a head count."

An integral part of that crisis simulation exercise has to do with the readiness and preparedness of the management team. "For instance," says Smith, "a company we work with might have a very good plan, but what about the management team -- are they ready? A one-day crisis simulation can frequently make the difference in having an issue managed well. You want to be sure you are benefiting from the collective experience of an experienced management team, and crisis simulation is generally the easiest way to get that experience."

Smith also points out that while a lot of management consultants do risk communication as it relates to operations, it needs to be married with the communication side. "Management consultants work to establish how quickly manufacturing and operations can resume after a crisis, while we create a plan for immediate communications," she says.

And in this day and age, a company without a crisis plan could face some very difficult if not embarrassing consequences that could damage its reputation. Shortly after assuming her position at the Toronto Fleishman-Hillard office, Smith recalls reading about a competitive agency in New York whose operations were shut down because of a building problem. "They had no crisis plan and the press coverage was all about the irony of the situation."

Smith's plan is a very simple, frequently updated plan, which is available online. "It looks at things like key messages and how to get in touch with everyone. In the event of a real-life crisis, it is important to resume operations as quickly as possible," says Smith. "If everyone leaves and goes home, it's much harder to regroup. Our alternative meeting site is a nearby hotel," says Smith. But Smith is also quick to point out that nowadays, companies have to take their crisis planning a few steps further, considering where they would go and what they would do if that alternative site was destroyed. "If you look at the magnitude of the World Trade Center destruction, where blocks and blocks of businesses were affected, you have to question whether the scope of your plan is as comprehensive as it could be."

With offices in New York and Washington, Fleishman-Hillard's staffin those cities experienced the September 11th ordeal first-hand. "For people in our New York and Washington offices, it was traumatic," says Smith. "These are people who live, commute and meet with clients in the city. Although our emphasis is to serve our single client's needs, immediately after any emergency incident, the priority is on making sure people were safe. Once that is known, resources are mobilized to ensure business can resume."

Like everyone else, the Fleishman-Hillard Toronto office evacuated the building and sent people home on September 11th. "Although we are not in a large building, we are located downtown in a large city. But by mid-day, most of us were assisting clients. Today, crisis communication and operational resumption following a crisis can be achieved much more easily. With strong server capabilities, intranet files can be retrieved and people can service clients," says Smith.

Crisis communication capabilities, however, are not strictly the domain of communications firms; these tools are becoming widely used across all industries and sectors. Kathleen Christie of Deloitte & Touche remarks that her company recently implemented a firm-wide intranet that enables its employees to get common messages to everyone across the country. In addition, Christie points out that the September 11th events have effected a rethinking of whether employees need to be on planes as much. Prior to September 11th, Christie's firm had already begun to use videoconferencing and Placeware conferencing, a form of data conferencing." "We've been using these conference tools a lot more since the event, however, and I think we're finding that you can get a lot of business done that way," she adds.

Christie's observation is now mirrored by many firms who are viewing the September 11th event as a catalyst to rethink business travel policies in response to employee concerns about air travel safety. As the teleconferencing communications technology becomes less expensive and more user-friendly, it is likely that virtual meetings, conference calls and data conferencing will replace a lot of business travel, while addressing the need to put employee safety first.

But making safety a priority comes with some legal challenges. There can be a fine line between employers seeking to ensure a secure workplace and infringing on an employee's basic human rights. Surveillance practices are one such area. While an employer has a legal right to conduct surveillance, such as monitoring e-mail, conducting searches and criminal record checks, it is also vital to ensure that these measures are not invasive or contrary to privacy rights.

A heightened sense of alert can also be a breeding ground for harassment, discrimination and, in extreme cases, violence against certain employees. Shortly after the September 11th attacks, many people of the Muslim faith expressed concern that they would be targeted by people seeking revenge against the terrorists, who themselves were Muslim.

"Under federal and provincial legislation, employers are required to have harassment policies and to protect staff from physical harm and from any discriminatory conduct, such as racial slurs, threats and exclusion from promotions," says Malcolm MacKillop, partner with the Toronto law firm Borden Ladner Gervais.

MacKillop recommends that if there is a perceived threat of workplace violence, employers should consider redistributing the company's harassment policy, along with a progressive corporate message clarifying your company's commitment to equality and fairness, regardless of a person's ethnic or religious background. In addition, MacKillop recommends conducting sensitivity training for employees to ensure that everyone understands the appropriate level of conduct.

While the long-term repercussions of the U.S.-led war against global terrorism remain uncertain, we do know that workplace safety and security are now high-priority issues. At the same time, we must refrain from overreacting in fear. To that end, perhaps the most challenging battle in the anti-terrorism war is to be waged in our workplace.

Anne Papmeht MA, is a freelance writer and investment research consultant, residing in Toronto and London, Ontario.

RELATED ARTICLE: How Employees Reacted

In the immediate aftermath of the September 11th attacks, much of the workforce was overcome by a stunned paralysis. As the World Trade Center towers tumbled to the ground, attitudes toward work and the workplace seemed to change in an instant. Since then, we have resumed more or less a business-as-usual attitude. Though it is wise to avoid longterm speculation at this point, for the great majority of people there will be a lingering impact of September 11th on how they think and feel, according to Dr. Barbara Moses, best-selling author, international speaker and noted authority on organizational career management.

So far, employee responses have been highly idiosyncratic, notes Moses. "For some people, this has led to a kind of epiphany, causing them to reflect on what they are doing and how they are spending their time. The result of that reflection may make them more committed to finding work that is in synch with their values."

For others, work has become a source of comfort and security. Shortly after September 11th, says Moses, "social observers noticed a tendency towards cocooning, the desire to stay close to home and family, eat comfort foods and surround one's self with small personal luxuries." Similarly, notes Moses, "work has become a sort of cocoon, a source of reassurance and routine, an oasis of stability and sanity in a hostile world."

Moses also notes that collegiality and community have become more important to some employees who relish the opportunity to work with others and be part of a group, and having the comfort of being with people who care about them."

But not all employees have responded with greater engagement in their work and workplace. For some, the September 11th events have precipitated a more disengaged attitude. "Though they want to do work that is pleasant an interesting," says Moses, "they may also become more committed to their friends, families and hobbies. Work is no longer the centerpiece of their identity."

In terms of actual work, many workers are keen on reducing ambiguity in their lives; they want work they can understand and control. "There is only so much unpredictability a person can deal with," says Moses.

Employers are also feeling the ramifications, although, according to Moses, it is difficult to untangle which employ r reactions are a result of September 11th and which are a result of the global recession. "Both occurred at the same time, so there are a lot of things at play here," she explains "Employers have less money and fewer resources, and they are downsizing people."

What employers can do to help their employees at times like these is to be sensitive to the fact that their staff are feeling tired and overwhelmed. "They are feeling the combined effects of uncertainty, recession and trauma. Right now individuals have a need for things that are concrete an bite-sized -- things that they can get their heads around." For these reasons, Moses advises that employers avoid any long-term forecasts or strategic planning for the moment a "there are just too many question marks right now."

(Barbara Moses' latest book is The Good News About Careers (Stoddart).