Business Continuity Plans (BCP) have traditionally focused on sustaining critical operations and protecting physical assets during disruptions, with the goal of minimising downtime. However, recent crises, like the COVID-19 Pandemic, have highlighted that the success of any BCP ultimately depends on its people. While robust systems and procedures are essential, it is the human element that determines true organisational resilience — through a workforce that is prepared, supported, and equipped to respond to crises and disasters
1. Employee-oriented Business Continuity
Employees should be at the heart of business continuity planning. This means developing strategies that consider the diverse needs of your workforce, from on-site essential workers to remote staff, as well as those with caregiving responsibilities or health concerns. Plans should support different work arrangements while ensuring operational efficiency and team cohesion.
2. Staff Preparedness and Training
Effective crisis response starts with well-prepared staff. Beyond basic emergency protocols, regular crisis simulations like Table-Top Exercises (TTXs) also help build confidence and competence. Cross-training staff in critical functions ensures operational resilience when key personnel are unavailable. Regular drills and updates on emergency procedures, coupled with hands-on experience with digital tools and systems, create a workforce that can respond swiftly and effectively when crises occur, reducing panic and confusion during real crises.
3. Communication Protocols
Clear, timely, and effective communication is crucial during crises. Establishing defined channels and chains of command ensure critical information reaches all stakeholders. Develop multi-channel communication strategies that account for potential scenarios, such as power outages and cyber disruptions. Protocols should clearly outline who shares what information, when, and through which channels. This ensures consistency in messaging while being sensitive to cultural or language differences across the workforce.
4. Mental Resilience and Team Support
Crises can take a significant toll on mental health and well-being. Building resilience means providing access to counselling, establishing peer support networks, and training leaders to spot and respond to signs of distress. Regular check-ins, access to mental health resources, and promoting work-life balance help maintain morale and mental well-being during challenging times.
5. Building Team Adaptability
The ability to adapt to changing circumstances is vital for today’s organisations. This involves forming agile response teams that can pivot strategies as situations evolve, empowering staff to make timely decisions and encouraging innovative problem-solving. Regularly reviewing procedures and fostering a culture that embraces change and continuous learning help ensure teams remain responsive and effective during crises.
