SAN DIEGO -
Are they prepared?
According to health experts, 20% to 60% of the working population in the U.S. might be unable to work if the Avian Flu virus (known as H5N1) were to jump to human-to-human transmission. Presently, humans become infected after handling or otherwise being exposed to infected poultry. The death rate in human cases was 70% in 2006, and has reached 78% in 2007.
David Lubick, head of corporate asset protection for CUNA Mutual Group, said the strength and duration of a potential pandemic is not known, but scientists say the world is overdue.
"The potential Avian Flu pandemic disaster could overwhelm any plans," he told attendees of the CUNA HR/Training & Development Council's recent summit here. "But we need to have a plan."
Lubick said perspective is important. He pointed to SARS, which did not lead to a global pneumonia breakout in 2003, and the Y2K issue, which did not result in planes falling from the sky as some had predicted. Lubick said there are six myths to be addressed in pandemic planning:
1) Panic during a pandemic is common ("Not true," he said).
2) A good communication plan is all that is needed.
3) People easily process information, do so equally, and take action.
4) People will trust and rely on government and corporate voices.
5) Using a one-size-fits-all approach is best.
6) Messages released during the event will be adequate.
A sound pandemic plan has five objectives, Lubick continued. He said the primary goal is to continue operations despite significant unavailability of key personnel.
Other points are: provide employees and their families with prudent guidance, prevent flu from spreading to employees and their families, provide resources for work to be done remotely, and maintain facilities as safe places of employment.
"Credit unions are different," Lubick said. "Some have several branches in the same city; others are spread out. Every credit union needs succession plans for the senior levels of management, and they need to know how to communicate with employees and vendors if offices have to close."
The key, he explained, is policy decisions must be made in advance. Pressing topics will include attendance, sick leave, reporting absence, remote work/connectivity, wellness pay and payroll contingency.
"If credit unions have not begun focusing on these issues, I recommend they do so now," he said. "Cross-train staff for business critical functions, and identify and obtain IT resources for critical functions that can be completed remotely."
A good communication plan will have a prearranged contact method for important announcements such as branch closures. Lubick suggested a hotline for employees to call, a secure intranet or e-mail alerts. He stressed the importance of being fact-based in all communications, and informing rather than alarming.
Several psychological barriers require attention, he warned. These include fear, hopelessness, confusion, and fight vs. flight reactions.
"The best advice is simple: teach employees to practice good hygiene habits. Tell them to wash their hands frequently, cover coughs and sneezes, complete their vaccinations and stay home if they are sick."
Key Components Of A Pandemic Plan
* Create a pandemic team, including the HR and IT departments.
* Educate team members.
* Develop corporate policies.
* Develop response plans with "triggers."
* Identify essential services and functions.
* Create a communications plan for workforce and vendors.
* Create an employee wellness program.
* Develop a flexible recovery plan.
* Test and revise the plan.
