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All of a sudden, you have a totally remote workforce, or you're part of one. You can't walk down the hall to talk to people or call everyone into your office quickly. What is this doing to collaboration? What are you doing to communicate with these workers? Are they productive and happy? What strategies and tools have you made available for them? And how are they interacting with each other? We found a few articles that might help.
Read more ...By Rachel Carter
A crisis management plan doesn’t prepare for every possible emergency; it prepares people to respond in a way that will help protect the life, safety, and security of event attendees.
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Many of you already have business continuity plans for the regular flu season, and the plans for Coronavirus/COVID-19 will run along those same lines. Typically, business continuity planning deals with disruptions that occur sporadically (earthquakes, blackouts, etc.) But pandemic disruptions occur over weeks and months, ramping up and then hopefully slowing down. The World Health Organization now defines Coronavirus as a pandemic. As such, planning for continuity during this time will have some of the same features as regular continuity planning, but there will be many differences. For one thing, HR will play a much more significant role in planning for a pandemic than they usually would in typical disruptions.
Read more ...Your Business Continuity Plan was completed about 18 months ago. Everyone was trained on the plan and it was subsequently tested. Since then, nobody has given business continuity planning another thought. Fortunately, there have been no incidents that required you to use it. But what would happen if the building flooded or burned, data was breached, or an active shooter got into the building? Would the plan still work?
Read more ...Developing a crisis management plan for a meeting or event takes a lot of work and coordination and finishing it is a serious accomplishment. What are you going to do with that plan now that it's finished? Sure, you'll send it around to the C-Suite and other relevant parties, who will no doubt congratulate you (deservedly) on a job well done. Go ahead and pat yourself and your team on the back, but this is no time to rest on your laurels because the job is far from over
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