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Ramtech offer a free IT infrastructure audit (some conditions apply) that will highlight any areas of concern. Ramtech quickly get your business computers & phones working reliably & efficiently so you can get on with business. Introducing Ramtech Computing PTY LTD’s CEO, Founder and Blog Author, Ross MarstonConnect with Ross Marston on Twitter, LinkedIn & Google Plus. A continuity plan identifies methods a company will use to continue operations after being affected by a major event. Human Resources professionals in an organization play an integral role in the creation of continuity plans, and they should be among the core team called on to enact a plan in the event of a disaster. Although each plan should reflect the company's specific human resource reserves and structure, there are four main components to these types of plans.
This aspect pertains to how the company will respond to the continuing effects of the disaster.
The purpose of this Continuity Plan, hereafter referred to as "the Plan," is to provide directions to Human Resources staff, company managers and employees about the policies and procedures for handling a disaster.
The Plan comes into effect only after the highest ranking office in the Company's main office at the time of an event declares the event to be a disaster. Once declared, the Human Resources Manager will call for emergency assistance to the appropriate authority and assist employees in evacuating and ensuring that all employees are accounted for. HR Matters is a trusted resource for expert human resource management tips, techniques, explanations, compliance-related information and more.
The list of natural and manmade disasters with which businesses have had to contend early in the 21st century is long. Human capital resiliency can be defined as an organization’s ability to respond and adapt rapidly to threats posed to its workforce. Many forward-thinking companies are already considering the impact of short-term interruptions in normal business activities and identifying appropriate actions to sustain vital business processes in the event of a crisis.
Additionally, the threat of a worldwide ‘flu pandemic has driven new issues surrounding human capital resiliency into the spotlight. In a crisis, many organizations will be challenged to safeguard and support employees while continuing to deliver the services needed to keep the business operational and revenue flowing. It’s not a matter of if, but to what degree, employee attendance will be affected because of health and safety concerns during a disaster.
Employees who are willing and able to work through a crisis may simply not be able to get to their work location. Employee shock and grief can also lead to increased absenteeism, as well as to higher turnover and reduced productivity.
Mobile phone, landline and other communications networks can be destroyed or become dysfunctional in a disaster, making it difficult to locate employees and share critical information with them. Limited access to critical personnel data, such as emergency contact information, user IDs and passwords, and individual skill sets, can affect your organization’s ability to resume operations after a crisis. Many times, organizational leaders are incapacitated or unavailable during or after a disaster.
The responsibilities for effectively identifying and addressing the human dimensions of your business continuity plan stretch across the organization. Consider what some companies are doing to help lessen employee confusion during disasters: a card displaying two telephone numbers that will be activated in the event of a disaster is distributed to every employee. Your organization should invest in an education program to teach employees how to effectively prepare for and respond to different types of disasters.
In the event that your employees cannot get to their primary work location (such as during a transit strike) or that they choose to work offsite (to avoid risk of infection during a pandemic), make it possible for them to work remotely.
It’s important that your organization identify critical business processes and train appropriate personnel (including partners) ahead of time to execute disaster response plans. Your organization should plan for replacements of key personnel by first identifying business-critical roles, such as those in which people hold important institutional knowledge, provide leadership or cultivate customer relationships. Your organization should consider engaging external business partners to provide short-term talent in situations where employees may not be able to work.
Your HR department should be prepared to deliver core services during a crisis, as well as to monitor and report on the locations of displaced workers. Also, determine how your company’s intranet and other communications technologies can be used to their full advantage for disaster preparation and response initiatives.
Ultimately, preparing for effective disaster response is the responsibility of every individual in your organization. Introducing Pylon Remedy - A dedicated, private cloud based advanced data protection & Business Continuity service that ensures your information is securely protected from events such as disaster, human error, or theft.
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Such events can be of any type, including a pandemic flu, natural disaster, theft of private business information or a fire.
By considering each of these four, business owners and managers will likely cover the majority of their company's needs and be able to develop a sustainable, practicable plan. For example, it will specify the amount of time employees will be able to take off from work and how much help the company will provide.
The "Response Checklist" section of this example can be completed with items specific to your business. ABC Industries, hereafter "the Company," considers a disaster to be any national or local event which prevents employees from performing their job duties as described in their job descriptions. The resulting disruptions have rippled across supply chains, shaken entire industries and taken their toll on employee, customer and partner relations. One way to achieve human capital resiliency is to ensure that your organization has addressed the people-related components of business continuity planning.
Organizations that can build resiliency into their human capital are more likely to protect their most valuable resources and maintain continuous operations in the event of a crisis. They are also looking at long-term trends, such as changes in workforce demographics and customer buying patterns.
IBM has identified three primary areas in which human capital risks associated with crises can be grouped, as shown by the following graphic. Even employees who are not directly affected by a disaster may need to miss work to look after the health and safety of family members who are affected.
Public transportation systems may be disrupted, as occurred during Hurricane Katrina, or international travel restrictions could be in force, as occurred during the SARS outbreak. Proactive counselling may be required to help employees confront emergent issues — and enable them to address the crisis more rapidly, so they can focus on their work and tackle disaster recovery activities. Further, if your offices or other facilities are unsafe to use or inaccessible to some individuals, employees who are used to working at the same location at the same time will find it more difficult to collaborate and tap into their existing social networks. If your payroll system is inaccessible, funds are limited or the staff members who are responsible for payroll are absent, it’s going to be difficult to pay employees in a timely manner. If your organization cannot determine which employees have been impacted by the crisis or how, it will be difficult for decision makers to determine the company’s next steps.
If your company has not engaged in formal succession planning, individuals at all levels may be forced to take on leadership roles or increased responsibilities with little or no preparation. The following framework is designed to help you address the critical aspects of preparing for and responding to the human side of disasters. Consider how policies overseeing sick leave, travel and flex time, for example, can be adapted to apply specifically to times of disaster. Employees can call the first number to leave a message with their location and the second number to join daily conference calls that will begin the day after the disaster. Steps you can take include giving employees accurate, up-to-date information about disaster preparation, regularly updating and posting relevant policies and training employees to implement emergency procedures.
Decide what support services your company should and can offer, and then find appropriate providers to help you deliver them.
Adopting a virtual working environment requires that your company address specific technology and communication requirements, including providing remote access and support, online tools and collaborative workspaces.

A critical part of talent management lies in obtaining organizational buy-in regarding succession plans and leadership development programs, and ensuring that those plans address the potential for both short- and long-term business disruptions.
Make sure that your business continuity plan covers your payroll and benefits administration systems, and that it identifies individuals who can be called on to support both recovery efforts and ongoing operations — and provides their contact information. Your company should work to instil your organizational culture with the values and behaviours that would be beneficial in disasters.
Are you regularly testing its remote and onsite restore capabilities or just hoping for the best?
Specifically, the plan details what the company will do to remain in operation after the disaster.
The ultimate aim of the Plan is to provide the necessary details to permit the Company to resume normal operations as soon as possible after the event.
After declared, the Human Resources Manager will be in charge of implementing and executing the Plan.
Additionally, consider performing a trial-run to ensure that the planned procedures are feasible. Not surprisingly, organizations of all types and sizes are making crisis preparedness and response a key focus of their business continuity planning.
This paper outlines risks related to human capital resiliency that could arise in any crisis and provides a framework for addressing them.
While not anticipated to have immediate consequences, these trends could affect human capital resilience and other aspects of human capital management in the future.
Even smaller-scale disasters, such as transit strikes and blizzards, can significantly impact employees’ ability to get to work. Given the need for close coordination during a crisis situation, the inability to bring people together can significantly hamper the rapid decision-making needed during recovery efforts. Employees may also need disaster relief funding, which requires coordination from a variety of sources. Recovery efforts can be further hampered if your organization cannot locate key personnel or access core business systems, or has not identified or arranged for potential replacement workers. Staffing issues can also emerge as a reduced workforce tries to cope with the demands of an increased workload. As shown, some dimensions are frequently addressed by companies in their business continuity plans, whereas others are just starting to gain visibility.
Also, clearly define your company’s immediate response capabilities, roles and responsibilities, and outline a crisis communication strategy.
Resources that your organization can make available during a crisis include counselling, medical and health services, housing and temporary shelters, child care and supplies. Your company must closely examine its processes to better understand how they can be executed in a virtual environment. Also, cross-train employees on key skills and capabilities so they can take on new responsibilities, if needed. If you outsource critical HR processes to third-party providers, make sure that they, too, are prepared to deal with crises. Assess how well your company promotes trust, teamwork, flexibility and other key qualities; then develop internal programs to strengthen your culture in areas where it is weak. In the absence of a Human Resources Manager, the highest ranking manager will be responsible. Chances are, your organization is taking a proactive approach and continually looking at ways to minimize the impact that potential crises can have on your business processes and technology systems. This paper is also designed to help you begin to assess how well your organization is currently prepared to handle the human dimensions of a disaster. Also, if employees have lost or been displaced from their homes, they will need to spend time finding new housing, and some may even need to move to new locations. Without normal communication channels, maintaining business relationships with customers and business partners may also be difficult.
Skill gaps can also become a problem as workers try to carry out new jobs for which they have little training.
Once a disaster hits, keep policy and situation updates clear and concise, and leverage as many different avenues of communication as you can, including voicemail, intranet sites, conference calls, and television and radio.
Foster mentoring between individuals where experiential knowledge is critical and hard to capture, and initiate job shadowing as an effective technique for building redundant skills between employees. Also, consider allowing employees to nominate colleagues to act as points of contact and change agents in times of crisis.
Yet, even though your company’s business continuity plan most likely serves to protect your company’s physical assets, such as its data, network(s), core business applications and facilities, how well does it address the human side of disasters?
In addition, crises may require changes in employee locations and schedules that are difficult to coordinate in a fast-changing environment.

Phone alert bracelet
Business communication during a crisis
How does communication differ in times of crisis

Comments to “Business continuity human resources”

  1. sican_666 writes:
    Need to look somewhat noticed in humans that suffer.
  2. ROYA1 writes:
    Since they have very little brains, but nonetheless specially.
  3. Gokan_ozen writes:
    Also turn out to be available from FEMA.
  4. crazy writes:
    Fund and can be split into.