1. Employees: The Forgotten Element in Enterprise Risk Management Presented by: Ann Coss, CEO Personal Recovery Concepts C: 586-530-4557 E: ann@personalrecoveryconcepts.com Personal Recovery Concepts, LLC Copyright 2010. All rights reserved.
2. Your Weakest Link Personal Recovery Concepts, LLC Copyright 2010. All rights reserved.
3. Technology Efficient and operationally lean AND more fragile and prone to disruption Personal Recovery Concepts, LLC Copyright 2010. All rights reserved.
4. Processes Fundamental shifts in organizational processes Personal Recovery Concepts, LLC Copyright 2010. All rights reserved.
5. People But what do I do? What am I empowered to do? Am I even available to respond? Personal Recovery Concepts, LLC Copyright 2010. All rights reserved.
7. In reality… Continuity is all about the peopleyou rely on and their readiness to execute under a wide array of circumstances Personal Recovery Concepts, LLC Copyright 2010. All rights reserved.
8. State of Human Resiliency 75% of continuity plans in place do not support human resiliency 93% of Americans don’t have a plan Only 39% of small businesses have any plan at all Source: IBM, Global Services, July 2006, White Paper - In the spotlight: the human side of business continuity planning. Citing a recent Forrester study of NA and European BC planners and decision makers. Personal Recovery Concepts, LLC Copyright 2010. All rights reserved.
9. Building Human Resiliency Human logistics Most directly links to the capability sub-factors Human Resilience Most directly links to employee availability Personal Recovery Concepts, LLC Copyright 2010. All rights reserved.
10. Preparedness in All Five Dimensions Sample Framework Applied Personal Recovery Concepts, LLC Copyright 2010. All rights reserved.
11. Summary Two components improve the planning cycle: Personal Impact Analysis Uncovers critical facts about your workforce so that areas of concern are addressed in emergency response and recovery plans. Personal Continuity Plan Provide support and guidance to all staff in developing family support plans which will increase personal and family preparedness throughout the organization and support employee availability during a continuity event. Federal Continuity Directive 1, Annex A, Page A-4, Bullet #25 Personal Recovery Concepts, LLC Copyright 2010. All rights reserved.
12. You eat the elephant by beginning to plan at the foundational level: The peoplerelied upon to execute! Personal Recovery Concepts, LLC Copyright 2010. All rights reserved.
13. Whitepaper You may request Personal Recovery Concepts supporting whitepaper on today’s topic by emailing me at: ann@personalrecoveryconcepts.com Personal Recovery Concepts, LLC Copyright 2010. All rights reserved.
14. Questions? Presented by: Ann Coss, CEO Personal Recovery Concepts C: 586-530-4557 E: ann@personalrecoveryconcepts.com Personal Recovery Concepts, LLC Copyright 2010. All rights reserved.
Notes de l'éditeur
Welcome and Thank you for giving your time to me today.My name is Ann Coss and I am the CEO of Personal Recovery Concepts. For those of you who are not familiar with our organization we have been studying personal logistics for over a decade and its impact throughout the entire logistical chain.Now there is an elephant in this room, it’s pink and has big polka-dots and no one is paying any attention to it!So, lets gets started!
Organizational readiness and the ability to execute on a given mission has always taken the form of People, Process and Technology. Together, these three pieces are the cornerstone for logistics whether we are discussing day to day activity, the continuity of your supply chain, or emergency management practices.And we have made valuable links in technology and processes for the improvement of joint logistical efforts, but often the unrecognizable weak link – or the elephant in the room is people – In other words, whatever your mission, you will rely on people to execute the plan.And for those of you in emergency management who have focused so strongly on technology and processes you must also recognize that it is people that are your strongest asset in managing and recovering from an emergency. Let me demonstrate….
Lets look at technology…Our supply chains have become more global and technology and process have made us more efficient and operationally lean, but at the same time we’ve actually become more fragile and prone to disruption. For example, in Iowa a contractor severed a fiber optic line that disabled Northwest Airlines’ reservation system – AND Half-way around the world KLM Royal Dutch Airlines who code-shares with Northwest Airlines systems – was forced to ground flights in Singapore. I’m not even sure I want to know what that cost.But back in our more “manual days” a disruption in a ticketing system from half-way around the world would not have grounded those flights. People would have made sure those flights left as scheduled. In some ways, we were actually more resilient back then.Now lets look at processes
we can’t anticipate every little scenario that may happen and plan for it, we now see fundamental shifts to move from risk management activities to everyday organizational resilience. Resilience is a strategy that acknowledges risk as a given and manages to an organizations capability to overcome any disruption.Ask yourself, if KLM had planned processes for a local server disruption would they have had to ground those flights when a fiber-optic cable was cut half-way around the world? In other words, by planning for more common everyday disruptions the organization -- by default is more capable of responding and recovering from larger disruptions.With that said, the issue for an organizations ability to respond and recover from a disruption is still dependent on a person.For instance,
So, lets take a look at the third piece of the pie….No matter how much we try to buy our way out with high-tech communication and information systems it will only take us so far…its people and their ability to lead and make decisions during an emergency that will result in mission success or mission failure.Best practices now emphasize the role of people…Do they clearly understand their roles and responsibilities? Ask yourself, Can each person answer the question, what do I do?Next, they need to be empowered with authority to act upon that understanding…Again, can they answer the question what am I empowered to do? Let me give you an example, in Henry vs. Brit this was a Beef processing plant had a major ammonia leak, the employees had been trained to evacuate immediately and that emergency personnel would enter with breathing apparatus to evacuate any one left behind. Sounds good right…but the plant routinely used subcontractors during peak processing times. Sure enough subcontractors were present on the day of the major ammonia leak. A subcontractor tried to carry out an individual who had collapsed. The subcontractor and the individual did not make it. The Beef processing plant was sued on several counts, and one of them was the fact that their training did not include subcontractors. The beef processing plant lost to the plaintiffs.Communications and clarity is something that is often absent during an emergency. Individuals (internal and external) must clearly understand their role and empowerment.And the last question that you have to be able to answer “is that individual even available?”. It does not matter if they work for you or your vendor – you still rely on them for successful execution.
The reality is that Disasters impact everyone.If the people that work for us, OR their household, OR their extended family, are personally impacted by a disaster, can we realistically expect them to come to work and perform? The University of Minnesota conducted a four part study in human behavior under conditions of catastrophic events. They concluded that people will not be available until the safety and security of their loved ones are confirmed. This point was made very clear, during Hurricane Katrinia, where Carle Jackson, Criminal Policy Advisor for the Louisiana Commission on Law Enforcement reportedA major lesson ….is that first responder personnel cannot function at best efficiency if they are worried about their own families. The role of law enforcement, fire, EMS, and other front line personnel is highly stressful. In situations where these local responders are uncertain about the welfare and even survival of their families, that stress level is raised to the breaking point. During Katrina this point was tragically made when a New Orleans police officer committed suicide after finding his family dead in their home. Other officers left their duty assignments to check on and evacuate their families.
In reality …read the slideSo, ask yourself, are the people you are relying on ready to discharge their duties?
If your not sure the answer to that question, let me give you some facts: According to Forrester, 75% of all plans in place do not support personal preparedness. And according to the Preparedness in America Survey Released in June of 2009 conducted by FEMA we know that only 1% of the population has a complete second set of identification and that only 3% have documented their financial accounts or assets.Couple this report with the American Red Crosses that Only 7% of Americans have taken any basic preparedness steps - AND what that means is that 93% of your workforce is not ready or resilient. Or that 93% of your community is not ready or resilient, 93% of our supply chain is not ready or resilient….Factor in that 39% of small businesses have no plan at all. Again, most large organizations ---and I would say the govt. is large -- depend on small businesses within their supply chain - their readiness equates to your ability to maintain operations.Ladies and Gentleman…this is the elephant in the room! People are not prepared and we think because they work for us that they will show up and perform and this is simply….NOT TRUE. We are all mothers, brothers, sisters, aunts and uncles before we are our uniform or our job! We all bleed red.So, now that we understand the problem, lets talk about a solution that you can build upon.
There are two levels in planning that will solve this gap and build human resilience within an organization.The first key component relates to Human Logistics at the organizational level. What information do you need to know about your people that will affect your organizations ability to respond and recover.For instance, St. Vincent’s Catholic Medical Center learned on 9/11 -- the day that have to provide medical surge capability, that 62% of their emergency department nurses were spouses or partners of first responders in the New York City Region. I know they would have planned differently had they understood this single demographic about the people that worked for them.For those of you who are not familiar with this planning concept – it is often referred to as a Personal Impact Analysis (PIA). It uncovers the critical facts that affect how an organization plans for people and their roles in emergency, response and recovery.The Second Key Component is human resilience and that relates to employee availability. This is accomplished through a Personal Continuity Plan which prepares employees with the mechanism to develop and validate a personalized emergency plan based on their workplace and home based roles and responsibilities. This allows employees to fulfill their responsibilities faster and with greater focus given the added confident in the safety and security of their family and the pre-planning for their own recovery.Now, lets take a look at both these components in more detail.
Now you can see how big this elephant really is, but what you need to know is that all the basic principles for resilience already exist. The missing link is that they need to be implemented and executed one more layer down.So when you help your employees (internal or external) prepare they will know what to do both at work and at home.
SO in summary, there are two key planning components that should be incorporated into your planning cycle.That of the Personal Impact Analysis Read from slideand a Personal Continuity Plan for those relied upon (Read from slide). Follow FCD 1These are not new concepts – just ones that we have not implemented. I believe, and research indicates, this is because no one had developed the actual framework on how to do this effectively and without stepping over privacy lines. This is what our organization spent over a decade solving…we know how to make this happen. And now today, it is my hope that you have a framework on which to understand and build upon as well.
To receive a copy of the slides utilized in todays speech and a supporting White paper – you can do this by emailing me at ann@personalrecoveryconcepts.com.Alternatively, you may bring me or leave your business card with our helper today and I will make sure our office sends you this information electronically. Please think green before printing either.
That’s a wrap for me …Now lets take some questions.
