| As the years go by, it seems that more and more, | | | | Phase Two: Implement Key Steps |
| hotels must re-design themselves as it relates to | | | | Here are some key steps that can be organized by |
| managing communications when faced with a major | | | | internal public relations staff or by external public |
| public crisis. Hotels encounter crisis of varying | | | | relations/communications specialists: |
| proportions on a daily basis. Some are of low level | | | | Have a plan relative to all serious crises which can be |
| significance and can be handled internally, with a | | | | reasonably anticipated, including terrorism, accident, |
| minimal amount of communication, written or verbal. | | | | natural disaster, fire, in short anything that has to do |
| Some are so serious, that advanced planning and | | | | with guest or staff safety. Plans with regard to other |
| preparation are not only prudent, but also necessary | | | | issues that can have a negative economic or |
| to ensure quick action under stress. It goes without | | | | perceptual impact on the hotel are also very useful |
| saying that often the seriousness of the crisis goes | | | | tools. |
| hand in hand with the urgency of the timing of the | | | | Rehearse the plan by creating mock exercises and |
| response, the level of public exposure, and the need | | | | evaluate staff accordingly. |
| to act decisively from the start. It is helpful to look | | | | Update the plan as experience indicates, but always |
| at the challenge in phases. | | | | at least annually. An independent audit of the plan by |
| Phase One: Evaluate Internal Capabilities and | | | | a Communications firm is advisable. |
| Preparedness | | | | The first 24 hours of a safety crisis is critical. If |
| The most important element of meeting the | | | | feasible, get top-level management to the scene |
| challenge of any crisis, is the efficiency with which | | | | immediately for a site inspection and initial press |
| the actual crisis is handled. The most important | | | | conference. An internal staff member or a |
| element of handling the public perception of that | | | | Communications firm should be accessible for this |
| crisis, however, is having the right person or people in | | | | purpose 24 hours a day. |
| place to direct communication relative to the crisis | | | | Issue initial statement, always demonstrating |
| while cultivating positive public opinion. Every hotel, | | | | compassion for victims, if any, and set out concrete |
| regardless of size, must ask the question: Do we | | | | steps that indicate the way in which the hotel is |
| have the capabilities, i.e., the staff, skills, tools, and | | | | responding. Limit your spokesperson to one, if at all |
| contacts to direct communications relative to the | | | | possible to avoid contradiction. |
| crisis? An initial internal evaluation of these capabilities | | | | Utilize a pre-established crisis center and enable |
| might look something like this: | | | | pre-established action teams. |
| Does the hotel have the manpower and economic | | | | Set up an 800 (numero verde) number for special |
| resources to hire an employee dedicated to | | | | audiences (immediate family of guests, press, |
| communications and public relations? | | | | government officials, etc.) |
| Does this person speak both the language(s) of the | | | | To the extent necessary, hold daily press briefings at |
| region and the language of the international media | | | | or near the crisis scene. Keep all other key audiences |
| (English)? | | | | updated daily—employees, environmentalists, |
| Has this person received crisis communications | | | | and government representatives. |
| training? | | | | Dispatch Communications or Public Relations |
| Has this person received public relations training that | | | | representatives to crisis center and scene, and |
| qualifies him or her to effectively deal with the public | | | | ensure they have optimum telecommunications |
| and the media? | | | | equipment to keep in touch with key organization |
| Does this person have the maturity to operate | | | | executives and all other interested audiences. |
| efficiently and professionally under extreme stress? | | | | Phase Three: Re-Evaluate and Seek Assistance if |
| Has this person been exposed to crisis in a | | | | Appropriate |
| professional environment and if so, did the evaluation | | | | Of course, this is just a rough outline to give an idea |
| of his or her performance meet the standards of | | | | of the scope of the problem and solution. It is |
| excellence required? | | | | intended to be a departing point for discussion |
| If the answer to any of the above is "no," it may be | | | | internally and/or with Communications specialists. It is, |
| time to consider whether a communications firm | | | | however, the one area in which advanced |
| should be consulted either to perform the internal | | | | preparation is CRITICAL to the well-being of guests |
| training, or to be on call for crisis eventualities in order | | | | and staff and the future economic viability of the |
| to direct the communication at that time. | | | | hotel. |