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A Sample Telephone Tree

SPHR, Kathryn McKee Berrett-Koehler Publishers ePub
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Chapter 2: Developing a Business Continuity Plan That Addresses Human Issues

SPHR, Kathryn McKee Berrett-Koehler Publishers ePub

This chapter covers the following topics:

Planning for unknown events that may affect the workplace is akin to developing system requirements for new software. No matter how many bright minds get together to consider all the contingencies, there will be some potential outcome that you overlooked, never dreamed of, or could not have even imagined.

First of all, you must adopt the mindset of planning for when you’ll face a disaster, not if. This will help you view the planning process as a necessity to your work and business, rather than as an abstract exercise that’s using up valuable time.

Second, you have to put a plan on paper, developing a number of worst-case scenarios along the way. What if the entire building were 34to burn to the ground or be destroyed in an earthquake, tornado, flood, or explosion? What if a disaster happens during rush hour? During peak business hours? After hours? How would each of these situations affect your plans? What if a disgruntled former employee or customer came armed to your offices and opened fire, killing employees and/or others? What if one or more buses, bridges, or buildings were bombed? These dreaded events occur more often than we like to acknowledge.

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Appendix

SPHR, Kathryn McKee Berrett-Koehler Publishers ePub

This is an example of the material that First Interstate provided employees after the building fire described in the Prologue. Mory Framer, the trauma expert, developed it and has given his permission to include it here. This guide should be customized to your organization’s situation, including its ability to provide for outside help.

We hope you will never have to refer to this handout. But if you are ever a victim of a disaster, you can expect to experience aftereffects to varying degrees, and they can last anywhere from six weeks to three months or more.

We also want to alert you that there can be a ripple effect through your family and other loved ones. This handout is designed to help you through the healing process. The acknowledgement of emotional reactions helps shorten recovery time and prevent complications. Reactions can vary widely from one day to the next. Don’t be alarmed by the reemergence of emotions after days or weeks.

Don’t push thoughts and memories of the event away; talk about them. Don’t feel embarrassed about a repetitious need to talk to people.

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Part I: Planning for Disasters

SPHR, Kathryn McKee Berrett-Koehler Publishers ePub
Medium 9781576754207

Chapter 8: Building Resiliency While Helping Hearts and Minds to Heal

SPHR, Kathryn McKee Berrett-Koehler Publishers ePub

This chapter covers the following topics:

Just as you can’t predict when an emergency will hit, you can’t calculate when it truly will have ended in the hearts and minds of your employees. Long after all physical evidence of a disaster is gone, people may still be suffering adverse effects from the experience. This is why flexibility in planning and in executing your plan is important; you need to acknowledge that disasters don’t have neat and tidy endings. You may have to continue to provide expert support and counseling to help employees deal with the trauma and grief and continue on the road to recovery long after the event.

The discussion of emotions and conditions such as anger, weariness, depression, and post-traumatic stress disorder in this chapter is not meant to imply that everyone involved in a disaster will become one of the walking wounded for the rest of his or her working life. Individuals who have been employed for a 112 significant portion of their lives tend to be highly functional human beings. They also tend to be resilient, which means that they are capable of both recovering from disaster and adjusting to change. Our goal is to shorten this period of recovery and adjustment by taking constructive steps.

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