Emergency Preparedness in the Workplace: Beyond the Checklist

In the workplace, emergencies are not a question of “if” but “when.” Natural disasters, industrial

accidents, and public health emergencies have proven the need for businesses to prioritize

employee safety. Regulatory agencies such as the Occupational Safety and Health Administration

(OSHA), the Centers for Disease Control and Prevention (CDC), and the Federal Emergency

Management Agency (FEMA) have published extensive guidelines to support workplace

emergency planning. However, despite these guidelines, many organizations approach

preparedness as a superficial requirement, a checklist to satisfy compliance rather than a deeply

integrated strategy. This paper argues that while regulatory compliance is foundational, true

emergency preparedness requires organizations to implement psychological resilience training,

interdepartmental coordination, and realistic, ongoing simulations. These deeper layers ensure

not only safety but operational stability and employee wellbeing during and after a crisis.

Workplace emergency preparedness begins with regulatory guidelines. OSHA, for

instance, outlines key expectations in its emergency preparedness protocols, emphasizing the

need for written emergency action plans, employee training, and hazard identification

(Occupational Safety and Health Administration [OSHA], n.d.). FEMA (2021) offers a

complementary perspective by encouraging business continuity planning and resilience-building

through the Ready Business program. The CDC (2020) also provides direction, particularly in

occupational settings involving chemical, biological, or natural disaster hazards. These

frameworks offer important steps, such as evacuation plans, communication systems, and

resource allocation.
However, these resources function more as tools than guarantees. Their effectiveness depends

entirely on how an organization integrates them into the culture, behavior, and response systems.

As Della-Giustina (2005) observed, simply having an emergency plan does not ensure employee

familiarity with its procedures or practical application. Thus, while standards are necessary, they

are only the beginning of real preparedness. I teach emergency preparedness to all of our new

employees and I am constantly fighting for more resources and time to make sure the training is

not forgotten as soon as an incident occurs.

Despite availability of preparedness resources, many organizations fail to implement

them meaningfully, when I first started at my current job they had no idea they even needed an

emergency action plan. The National Safety Council (n.d.) warns that numerous companies lack

even the most basic training for employees beyond initial onboarding. According to the

American Red Cross (n.d.), workplaces often delay drills, skip psychological support training, or

fail to tailor plans to specific roles and departments. These gaps lead to confusion, anxiety, and

potential injuries during real emergencies. Since I started 6 months ago there has been multiple

emergencies, including one fatality within the company and they are just now seeing the benefits

of an action plan.

One major flaw in traditional approaches is the reliance on passive documentation over

experiential training. Emergency binders and laminated evacuation maps do little to foster

readiness without corresponding drills, role assignments, or regular revisions. Additionally, many

companies neglect high-impact, low-probability events like active shooter situations, chemical

spills, or in our case an arc flash event, leaving workers unprepared for rare but devastating

incidents.
 Perhaps the most underdeveloped component of workplace emergency preparedness is

psychological readiness. As Brooks et al. (2019) found in their qualitative study, frontline staff

exposed to emergencies often experience long-term emotional distress, particularly in the

absence of mental health support. Post-traumatic stress, anxiety, and burnout are common

consequences of poorly managed crisis response.

Psychological preparedness is not just about post-crisis support but includes preemptive

strategies. Kohn et al. (2014) emphasized the value of integrating personal disaster preparedness

training into public health organizations. Their study showed that psychological resilience

programs increase staff confidence, decrease panic, and improve decision-making during

emergencies. In high-stress environments such as healthcare, this support can directly influence

patient outcomes.

Emergency preparedness cannot be siloed within human resources or safety departments,

it requires holistic, collaborative planning. Walker et al. (2020) developed an interactive

curriculum for emergency medicine residents that included scenario-based training and

department-specific readiness plans. Their findings demonstrated that frequent, customized

simulations improve both individual and group response capabilities.

Iqbal et al. (2022) explored the feasibility of disaster training workshops across Idaho and

found that participants consistently requested more hands-on, collaborative scenarios. Errett et al.

(2015) found that multi-agency exercises improve both communication and role clarity across

local governments. These findings highlight the necessity of interdepartmental and

interorganizational coordination, vital components often left out of minimalist preparedness

programs.
 Another concept is workplace improvement, which empowers employees to shape their

emergency protocols. Kogi et al. (2021) studied these programs and found they significantly

increased preparedness activity engagement. When workers help develop safety plans, they are

more likely to internalize and follow them during real crises. Moreover, integrating ergonomics

into emergency response, such as in evacuation route planning or shelter design, can prevent

secondary injuries during high-stress events.

These approaches not only enhance physical safety but promote a culture of shared responsibility

and attentiveness, bridging the gap between planning and practical application. For emergency

preparedness to be truly effective, organizations must expand beyond documentation and

regulatory checkboxes. Recommended strategies include:

Regular, Realistic Drills

Simulate fire, chemical spill, active shooter, and health emergency scenarios at least quarterly,

with post-drill evaluations.

Mental Health and Psychological Resilience Training

Incorporate mental preparedness into onboarding and ongoing training, including trauma-

response tactics and stress management.

Build emergency response teams that include representatives from HR, operations, facilities, and

security to ensure holistic planning.

Employee Involvement in Protocol Design

Adopt participatory methods that allow staff to contribute insights to emergency procedures.

Ongoing Review and Adaptation

Review preparedness plans at least annually, incorporating lessons from drills, feedback, and

current events.

Emergency preparedness in the workplace cannot remain a symbolic act of compliance.

True readiness requires companies to move beyond policies and binders toward comprehensive,

human-centered systems. By integrating psychological resilience training, fostering collaboration

across departments, and conducting meaningful drills, organizations can cultivate a culture of

preparedness. This approach not only ensures regulatory alignment but also protects lives,

preserves morale, and maintains operations when crises occur. The workplace of the future must

prepare not just for emergencies, but for survival, recovery, and resilience.
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