BUSINESS CONTINUITY AND THE MANAGEMENT OF EMPLOYEE IMPACT

Business Continuity:  It’s about your people.

Terrorist attacks on New York and Washington.  Avian Flu.  SARS.  Hurricanes  Refinery explosions.  School shootings.  IT theft.  The world has become a scarier, more complex and less predictable place for businesses of all kinds.   As a result, organizations are developing increasingly sophisticated systems for ensuring the recovery and continuity of services and  business operations in the face of events that disrupt operations and threaten the security and health of the workforce.  But in order to ensure business recovery, organizations must have a workforce that is healthy and able to focus on the critical tasks of recovery, often under conditions of severe stress and loss.

Disasters, whether of human or natural origin, have direct impacts on the health and job functioning of employees.  Furthermore, they produce an emotional impact that can have an immediate and long-lasting effect on workplace morale, personal and family life, and employee loyalty.  Most organizations now provide psychological counseling in the aftermath of a traumatic event, but the increased levels of risk and the more complex and global nature of business requires that counseling be delivered as part of a comprehensive approach to “Human Continuity.” 

Seamless integration with your Business Continuity Planning.

The Braverman Group will help you be prepared to sustain your organization, mission and people in the face of acute trauma, shocking loss, and ongoing stress.  

Like other essential aspects of crisis management, such as emergency response, restoration of physical structures, communication infrastructure, or information technology, the management of human needs requires special procedures.  We will assess your current readiness and work with you to integrate the following essential capabilities into your Business Continuity and Emergency Management Plans

• Plans, systems and resources to preserve individual and organizational health and functioning during the emergency and business recovery periods.
• Systems to monitor the ongoing health of individuals and work organizations.
• Multidisciplinary teams to ensure two-way internal communications:  to be, in effect, the “eyes and ears” on the organization, coupled with methods for responding to the information coming in.
• Appropriate protocols to respond to the acute and ongoing needs of employees and their families.
• Methods to support management ranks in their efforts to maintain business operations through the recovery phase.