Despite the rise of natural disasters in the United States, one in four companies still are not prepared to protect their employees in a crisis, according to a survey by Fusion Risk Management. Disasters not only damage the business, they disrupt lives, and employers must be ready to safeguard their people before, during and after an emergency.
A written emergency plan is an essential start, but it is not enough to truly address the risk. To build true resilience, organizations must approach disaster planning as a continuous cycle rather than a checklist activated in the moment. By preparing before a crisis, responding effectively during it and supporting employees in the aftermath, employers can protect their people, ensure compliance and speed up recovery.
The following outline of a three-phase approach highlights key areas where businesses should focus: employee safety, communication, compensation and leave. By preparing on all of these fronts, companies can protect their workforces and recover faster, both legally and operationally.
Before the Storm: Preparing to Protect Employees
Protecting the workforce is an important role of an employer during a disaster and effective response begins long before any warning is issued. Employers that take the time to anticipate risks and create detailed plans are better positioned to protect their employees and operations. Laying the groundwork in advance ensures that the organization can act quickly, safely and within legal guidelines when a disaster strikes.
Employee Safety in Emergency Planning
Under OSHA, employers have a duty to maintain a safe workplace, and that responsibility still applies in the face of natural disasters and other crises. Emergency action plans should anticipate likely regional threats such as hurricanes in Florida and wildfires in California. While no one can predict when a disaster will strike, employers can certainly plan for what to do if it does. Preparing for natural disasters mitigates against legal risk, protects employees and, if effectively communicated to employees, can promote a positive culture in which employees feel personally valued.
An emergency plan should answer these questions:
- Where will employees be during a disaster?
- When and how will operations close or reopen?
- What safety protocols are in place for on-site or essential workers?
For detailed guidance on risk-specific planning, a wide range of free resources are also available, such as OSHA’s How to Plan for Workplace Emergencies and Evacuations.
Communication Planning
Communication often breaks down during a disaster. In the Fusion Risk Management survey, 26% of employees identified insufficient communication channels during a crisis as their company’s Achilles heel. Clear, proactive messaging builds trust, gives employees confidence in the plan and can prevent confusion and frustration. To ensure clear and effective communication, before a crisis hits, employers should:
- Maintain up-to-date employee contact rosters
- Designate primary and backup communication leads
- Implement mass alert systems via text, email or phone, if feasible
Training
Keeping the emergency plan updated and tested is just as important as having a plan in the first place. In the Fusion Risk Management survey, only 59% of U.S. employees said that they had participated in an emergency drill or simulation. Additionally, 20% of employees reported they had received no training for emergencies at all. These preparation gaps not only put employees at risk, but also increase the overall risk to the organization during a crisis.
During a Disaster: Keeping Employees Safe and Informed
When disaster strikes, quick and clear action is critical. This phase is all about execution—putting plans into motion to protect employees, maintain communication and ensure legal compliance. A well-prepared organization can minimize disruption by staying focused on safety, clarity and accountability in the moment.
On-the-Ground Communication
Clear and direct communication helps reduce the risk of confusion, panic and physical danger during a crisis. Employers must be prepared to clearly and promptly communicate: whether to evacuate or shelter in place; what, if anything, to bring; and whether operations are paused or continuing.
For employees off site, update them on the business status and their expected return date. The more you can clarify expectations, the better employees can respond and focus on their well-being.
Wage and Hour Compliance
Legal obligations do not stop during a storm. Wage and hour compliance protects both employees and employers in that it provides guidance for employee pay. Under the Fair Labor Standards Act, non-exempt employees must be paid for hours actually worked. If they are sent home or are unable to work, pay is not required unless they are at work but cannot perform duties, like in the event of a power outage. Exempt employees must receive their full salary if they work any part of the week.
Employers may require employees to use PTO during closures, but policies should be clearly communicated in advance to avoid confusion or complaints. Missteps in wage law can lead to lawsuits and employee mistrust, especially in times of stress.
After a Disaster: Supporting Recovery and Compliance
The impact of a disaster does not end when the storm clears or the fire is contained. In the aftermath, employees may face ongoing personal and professional challenges. Employers must be ready to support recovery, manage leave requests appropriately, and ensure ongoing compliance with labor and disability laws. A thoughtful post-crisis plan helps restore stability and rebuild trust.
Requests for Leave
Once a storm passes, many employees will deal with damaged homes, family needs or personal trauma. While there is no legal requirement to provide time off for personal repairs, laws like the Family Medical Leave Act (FMLA) and the Americans with Disabilities Act (ADA) may apply. FMLA covers serious physical or mental health conditions or caregiving responsibilities. ADA may require accommodations up to and including leave for mental health issues or long-term injuries.
It is critical to understand aspects of these laws that may be triggered by a disaster. For example, an employee may be protected by both the FMLA and ADA if a family member is injured in a disaster. An employee may also be protected by both if they are diagnosed with depression following a catastrophe. Ensure HR staff are trained to process these requests quickly and compassionately. Assign backup contacts to maintain response continuity if someone on your team is unavailable.
Disasters are unpredictable, but an organization’s responsibility to its employees is not. A strong plan should cover every phase of the crisis, and can ultimately help ensure legal compliance, strengthen trust and support your workforce when it matters most.