The business case for personal preparedness Why employee preparedness is important to your bottom line
Carol Dunn <ul><li>2Resilience </li></ul><ul><li>City of Bellevue Emergency Preparedness Division </li></ul><ul><li>Previo...
Today <ul><li>With Today’s Competition, every person is essential </li></ul><ul><li>Increasing Resiliency through adopting...
Large or small, you are your people <ul><li>Competition: Essential or gone </li></ul><ul><ul><li>Knowledge </li></ul></ul>...
Planning for Disasters is Good Business <ul><li>Risks of being caught by surprise: </li></ul><ul><ul><li>43% small busines...
Business Suffers when employees can’t work <ul><li>Productivity </li></ul><ul><li>Project Timelines </li></ul><ul><li>Sale...
Disasters are inevitable….
 
 
 
Disasters are inevitable….
…The outcome entirely up to us <ul><li>Degree of disruption </li></ul><ul><li>Level of difficulty recovering </li></ul>
Degree of Disruption <ul><li>Ability to get to work </li></ul><ul><ul><li>Transportation disruptions </li></ul></ul><ul><u...
Difficulty Recovering <ul><li>Individuals have risk of long term difficulties: </li></ul><ul><ul><li>Self or loved one in ...
Possible Long Term Effects <ul><li>Depression </li></ul><ul><li>Absenteeism </li></ul><ul><li>Reduced performance </li></u...
Avoid long term trauma by reduce the likelihood of employees being traumatized <ul><li>Risks Identified and Reduced </li><...
Adopt business process best practices <ul><li>Leadership </li></ul><ul><li>Communication and Data </li></ul><ul><li>Intern...
Leadership <ul><li>Clarity </li></ul><ul><ul><li>Provide guidance on expectations: </li></ul></ul><ul><ul><ul><li>What fun...
Employment Policies <ul><li>Flexibility-Increase ways people can work: </li></ul><ul><ul><li>Cross Functional Teams  </li>...
Communication and Data <ul><li>Increase ways to access Data: </li></ul><ul><ul><li>VPN, Shared Servers, Off site data stor...
Internal services <ul><li>Payroll-Move away from issuing checks </li></ul><ul><ul><li>Electronic </li></ul></ul><ul><ul><l...
Human Resource Management <ul><li>Orientation:  </li></ul><ul><ul><li>Establish expectation of personal preparedness with ...
Employee Support and Development <ul><li>Employee Health Plans:  Build Emotional Resilience </li></ul><ul><ul><li>Pre Disa...
Service Delivery <ul><li>Integrating risk reduction into service delivery adds value for customers/clients </li></ul><ul><...
Strategic Planning <ul><li>Mindfully Move Ahead </li></ul><ul><ul><li>Hazard Assessment always included with planning: don...
After a Disruption <ul><li>Provide a safe harbor-family, animals </li></ul><ul><li>Be a source of information: what to exp...
Making it happen <ul><li>Start by finding business activities that are ‘almost there’ </li></ul><ul><li>Introduce the conc...
Now, go do it! <ul><li>Questions, Brainstorming help </li></ul><ul><ul><li>Carol Dunn </li></ul></ul><ul><ul><li>[email_ad...
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The Business Case to Prepare

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Disasters are inevitable, the outcomes aren't.
Our subconscious does it's best to distract us from taking objective view on future risks. Anyone who gets passed the psychological block can see that it is easy to avoid loss when actions that can reduce disruption are taken in advance. Unfortunately, they often don't recognize that others just can't see that. Motivating a company to prepare won't work by just trying to point out the existence of future risks, you need to build a strong business case.

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The Business Case to Prepare

  1. 1. The business case for personal preparedness Why employee preparedness is important to your bottom line
  2. 2. Carol Dunn <ul><li>2Resilience </li></ul><ul><li>City of Bellevue Emergency Preparedness Division </li></ul><ul><li>Previous </li></ul><ul><ul><li>American Red Cross: Serving King & Kitsap Counties </li></ul></ul><ul><ul><ul><li>Program Manager Community Disaster Education </li></ul></ul></ul><ul><ul><li>Ernst & Young, London </li></ul></ul><ul><ul><ul><li>International Privatization, former Soviet Union </li></ul></ul></ul><ul><ul><ul><li>Change Management </li></ul></ul></ul><ul><ul><ul><li>Business Process Re-engineering </li></ul></ul></ul><ul><ul><ul><li>Financial Modeling, Feasibility Studies </li></ul></ul></ul><ul><li>MSc Management Boston University, London </li></ul>
  3. 3. Today <ul><li>With Today’s Competition, every person is essential </li></ul><ul><li>Increasing Resiliency through adopting Company Wide Best Practices </li></ul><ul><li>Steps you can take to grow resiliency within your organization </li></ul>
  4. 4. Large or small, you are your people <ul><li>Competition: Essential or gone </li></ul><ul><ul><li>Knowledge </li></ul></ul><ul><ul><li>Technical skills </li></ul></ul><ul><ul><li>Training </li></ul></ul><ul><ul><li>Relationships </li></ul></ul>
  5. 5. Planning for Disasters is Good Business <ul><li>Risks of being caught by surprise: </li></ul><ul><ul><li>43% small businesses never reopen. Of those that do reopen, only 29 % are still operating two years later </li></ul></ul><ul><li>Benefits to Risk Reduction Activities </li></ul><ul><ul><li>$1 mitigation $4 saving to society </li></ul></ul><ul><ul><li>Long term reduction of risks can lower insurance </li></ul></ul><ul><ul><li>Reduced Loss of Capital </li></ul></ul>
  6. 6. Business Suffers when employees can’t work <ul><li>Productivity </li></ul><ul><li>Project Timelines </li></ul><ul><li>Sales </li></ul><ul><li>Client Care </li></ul><ul><li>Relationships </li></ul><ul><li>Internal Services: Payroll </li></ul>
  7. 7. Disasters are inevitable….
  8. 11. Disasters are inevitable….
  9. 12. …The outcome entirely up to us <ul><li>Degree of disruption </li></ul><ul><li>Level of difficulty recovering </li></ul>
  10. 13. Degree of Disruption <ul><li>Ability to get to work </li></ul><ul><ul><li>Transportation disruptions </li></ul></ul><ul><ul><li>Dangerous conditions </li></ul></ul><ul><ul><li>Structural damage-work or home </li></ul></ul><ul><ul><li>Care Giving Obligations </li></ul></ul><ul><li>Ability to Access Information </li></ul><ul><ul><li>Potential Data Loss </li></ul></ul><ul><li>Ability to Communicate </li></ul>
  11. 14. Difficulty Recovering <ul><li>Individuals have risk of long term difficulties: </li></ul><ul><ul><li>Self or loved one in mortal danger </li></ul></ul><ul><ul><li>Feeling no where to turn for help, no one offered </li></ul></ul><ul><ul><li>Forced Relocation </li></ul></ul><ul><ul><li>Loss of economic security </li></ul></ul><ul><li>Up to 43% population after large disaster </li></ul>
  12. 15. Possible Long Term Effects <ul><li>Depression </li></ul><ul><li>Absenteeism </li></ul><ul><li>Reduced performance </li></ul><ul><li>Long Term Health Effects </li></ul>
  13. 16. Avoid long term trauma by reduce the likelihood of employees being traumatized <ul><li>Risks Identified and Reduced </li></ul><ul><li>Adequate coping resources </li></ul><ul><li>Access to critical needs </li></ul><ul><li>Plan for caring for core support network </li></ul><ul><li>A job to go back to </li></ul>
  14. 17. Adopt business process best practices <ul><li>Leadership </li></ul><ul><li>Communication and Data </li></ul><ul><li>Internal Services </li></ul><ul><li>Human Resource Management </li></ul>
  15. 18. Leadership <ul><li>Clarity </li></ul><ul><ul><li>Provide guidance on expectations: </li></ul></ul><ul><ul><ul><li>What functions need to continue, how will it be done if the office can’t be used; who will do what if key individuals can’t make it to work, or if access to supplies or data are blocked. </li></ul></ul></ul><ul><ul><ul><li>Provide information on post-disaster steps to take to re-establish communication and access help </li></ul></ul></ul><ul><ul><li>An expectation that individuals will have plans and have taken steps to be ready for disruptions </li></ul></ul>
  16. 19. Employment Policies <ul><li>Flexibility-Increase ways people can work: </li></ul><ul><ul><li>Cross Functional Teams </li></ul></ul><ul><ul><li>Locations </li></ul></ul><ul><ul><ul><li>Different branches/offices </li></ul></ul></ul><ul><ul><ul><li>Home </li></ul></ul></ul><ul><ul><ul><li>Office Suites/Virtual Offices </li></ul></ul></ul><ul><ul><li>Hours: Flexibility </li></ul></ul>
  17. 20. Communication and Data <ul><li>Increase ways to access Data: </li></ul><ul><ul><li>VPN, Shared Servers, Off site data storage </li></ul></ul><ul><li>Increased ways employees can communicate </li></ul><ul><ul><li>Phone, cell phone, email, text/messaging, internet, website, teleconferencing, Employee Networks, Automated Emergency Check In, Emergency Hot Line </li></ul></ul>
  18. 21. Internal services <ul><li>Payroll-Move away from issuing checks </li></ul><ul><ul><li>Electronic </li></ul></ul><ul><ul><li>Debit Cards </li></ul></ul><ul><li>Employee Tracking </li></ul><ul><ul><li>Give Employees a way to contact you if main number is disrupted </li></ul></ul><ul><ul><li>Phone lists, company credit card activity, log-ins </li></ul></ul><ul><ul><li>Have a plan for Needs Response </li></ul></ul>
  19. 22. Human Resource Management <ul><li>Orientation: </li></ul><ul><ul><li>Establish expectation of personal preparedness with tools to help. </li></ul></ul><ul><ul><li>Explain policies and resources during disruptions </li></ul></ul><ul><li>Relocation Support: </li></ul><ul><ul><li>Provide hazard information with relocation support </li></ul></ul><ul><ul><li>Welcome gift: Disaster Supplies Kit </li></ul></ul>
  20. 23. Employee Support and Development <ul><li>Employee Health Plans: Build Emotional Resilience </li></ul><ul><ul><li>Pre Disaster access to counseling and support </li></ul></ul><ul><ul><ul><li>Train Coping Skills </li></ul></ul></ul><ul><ul><li>Encourage Post Disaster Counseling </li></ul></ul><ul><li>Special Funds: Disaster Fund </li></ul><ul><li>Employee Networks: </li></ul><ul><ul><ul><li>Discussion Sites, CERT Groups, Care Networks, Resource Sharing </li></ul></ul></ul><ul><li>Training and Education: Include Disaster Response Skills, Emergency Preparedness, First Aid, CPR </li></ul>
  21. 24. Service Delivery <ul><li>Integrating risk reduction into service delivery adds value for customers/clients </li></ul><ul><li>Convey expectations to suppliers that they must demonstrate their plan to handle disruptions </li></ul>
  22. 25. Strategic Planning <ul><li>Mindfully Move Ahead </li></ul><ul><ul><li>Hazard Assessment always included with planning: don’t locate in dangerous areas without a safe structure—don’t assume! </li></ul></ul><ul><ul><li>No new systems that don’t have built in redundancy and protections </li></ul></ul>
  23. 26. After a Disruption <ul><li>Provide a safe harbor-family, animals </li></ul><ul><li>Be a source of information: what to expect, what resources are available </li></ul><ul><li>Emphasize that you are an active part of the communities recovery </li></ul><ul><li>Encourage people to talk: provide support about what to emotions everyone can expect </li></ul><ul><li>Remember that the experience continues after the media focus </li></ul><ul><li>Be flexible—get people back and working, but don’t expect them to act as if the event never happened, don’t count time away </li></ul>
  24. 27. Making it happen <ul><li>Start by finding business activities that are ‘almost there’ </li></ul><ul><li>Introduce the concepts based on the business benefits, best practice examples </li></ul><ul><li>Find ways to make things easy </li></ul>
  25. 28. Now, go do it! <ul><li>Questions, Brainstorming help </li></ul><ul><ul><li>Carol Dunn </li></ul></ul><ul><ul><li>[email_address] </li></ul></ul><ul><ul><li>@caroldn </li></ul></ul>

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