It is not likely that a “light switch” approach to work resumption can be used in which all levels of service can resume together. Continued from Page 10 Crises affect people differently. This fact should be accepted and catered for in the BCP process. Great care should be exercised with regard to asking staff to carry extra heavy workloads in a crisis. The crisis might crush the spirits and confidence of some of them. Organisations should prepare for and have information regarding sources of psycho/social support that could assist staff as needed. In crises, stress comes from many sources, further, the effects of stress may be displayed in any or all of the following realms: physically, emotionally, psychologically or behaviourally. It must be remembered too that some workers may internalise much of their stress. Plan for the reality that such persons might “blow up” without warning to others. In a major crisis or disaster, those at the lowest income levels tend to feel the greatest and most enduring negative effects. This should be considered in the BCP process. Great care should exercised when considering giving such persons a new and or more demanding workload, post event. Employees are human beings first. This means that in a crisis the other spheres of life (spouse, partner, parent, caregiver, friend, relative) will also impact on the persons that we may think of only as employees or workers. Emotionally competent people are able to deal with crises best. CARICAD suggests that training in Emotional Intelligence should be included in the BCP planning process. Ensure that your BCP process has guidelines for resuming work. The guidelines most likely will have to be established on a phased approach. It is not likely that a “light switch” approach to work resumption can be used in which all levels of service can resume together. IN CONCLUSION In addition to the matters described before, successful business continuity will rely on Leadership, Coordination, Teamwork, Public Relations, Information Dissemination, Strategic Alliances and Inter-agency Collaboration, Reporting and Documentation. It is ironic that those are all elements of organisational success on an everyday basis. 11
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