Framework for Addressing Current Events as an Organization

A common question we receive from clients: How and when should we respond to current and global events?

The most important piece of advice: be prepared with a process in place.

Some firms view current events outside of work as disconnected from the workplace, considering communications on such matters inappropriate. Others fear potential missteps in their responses, and a few may wish to comment but are unsure of the approach. The commonality here is that the organization and leaders are not prepared.

The problem is silence or weak statements from employers can be perceived by employees as indifference.

As the line between work and personal life blurs, employers are recognizing that current events are not just news but social crises affecting their staff and customers, compelling them to acknowledge and proactively address these concerns.

How can organizations respond effectively? While managers play a vital role in interpersonal support, the organization itself must also take action. Such moments define an organization, reflecting its core values in action. A prepared framework ensures thoughtful and nuanced responses. Here is our COMPASS framework, designed for critical thinking during social crises, to guide your response:.

C : How does this crisis connect to our company?

• Is the social crisis directly related to our industry, business, or values? Will our statement add value or relevance to the conversation?

• Does our statement align with our company's core values and principles? Is it consistent with our established corporate social responsibility efforts?

O : What are the potential outcomes of a response?

• What is the potential impact of our statement on our employees, customers, and the public? Could it positively contribute to a solution or awareness?

• Is this the right time to make a statement, or should we wait for more information or context to emerge?

  M : What are the core components of messaging?

• Who is sending the messaging? Who is providing feedback on the messaging? Is it human-centered? Does it take a stance? How does it connect to our company values?

  P : How are we prioritizing employee well-being and safety?

• How might our employees be affected by the social crisis? Does our statement show support and empathy for their concerns?

  A : What are the actions we are willing to commit to?

• Can we back up our statement with meaningful actions or support for affected communities or causes?

• Is our statement consistent with our internal actions and policies, as well as our public image?

• Is our statement, and will our actions, follow relevant laws, regulations, and ethical standards?

  S : What are the expectations of our stakeholders?

• Do our employees, clients, customers, and stakeholders expect us to make a statement? How will they react if we don't?

  S : How will we sustain long-term commitment to addressing the crisis?

• Are we prepared to commit to addressing the issue beyond a mere statement, if it is ongoing or deeply rooted?

The COMPASS framework offers organizations a roadmap to navigate societal crises with intentionality and genuine commitment. Without adequate preparation, employers risk appearing disingenuous or out of touch. It's not just about making a statement—it's an opportunity to showcase your organizational values in a meaningful way.

ModelExpand is a strategic workplace advisory firm that helps companies put their ideals into action. We believe when people thrive, businesses do too. We partner with HR, Talent and DEI teams to design, operationalize, and scale inclusive, people-first cultures to elevate the employee experience and drive business impact. Contact us to learn more.