Business Continuity Planning is often theoretical. After all, we can’t really know what we’ll need until a disruption occurs (and by then, it’s too late for planning!). As a result, we have little choice but to make our best guess as to what we’ll need when something hits the proverbial fan. A previous article discussed the pitfalls of assigning Business Continuity tasks to individuals because of risks to their availability. You should also be cognizant of the limitations of those teams and individuals assigned to carry out recovery tasks.
BC Planning deals with many unknowns: what will happen, when it will happen, how severe the disruption may be. We also don’t know how long the disruption – or the recovery from it – will last. We may assume that assigned teams or individuals will stick with the recovery process until normalcy is achieved. Is that likely? Who knows? But if it isn’t (if, for example, the recovery lasts more than 3 days) what is in our Plan to account for the limitations on assigned personnel? What kinds of ‘limitations’ must be accounted for?
- Time Limits. When using contractors, union labor or hourly workers, certain contractual or legal constraints may limit the number of hours (consecutive or cumulative over a time period) that may be worked. Exceeding those hours may result in penalties or legal action.
- Human Limits. We may think that dedicated responders will do whatever is asked. And they may. But even the most loyal team player has limits. Long hours under stress yield diminishing returns. A tired worker is a more likely be less observant, slower to respond and prone to errors.
- Skill Limits. When a recovery process requires specific skills – and that process takes days to complete, will there be adequately skilled personnel available during the entire process – or will you burn them out in the first 48 hours?
- Attention Limits. Invariably, there is at least one responder (we’ll call him “Bob”) who is assigned to multiple teams. Bob has so many responsibilities he can’t possible pay adequate attention to all of them. Yet, there he is½
How can you plan to avoid the negative impacts of Personnel Limitations?
- Acknowledge Time limits. Understand the legal or contractual limits to which you must adhere – and build compliance into your plans. Split such teams and rotate personnel so you don’t exceed those limits. You may need larger teams (or multiple teams). If the event is short, you won’t need them all – but at least you’ll be prepared for worse.
- Plan Rotations. Give responders a break to stretch their legs and get some fresh air. More importantly, during a long recovery cycle, give them time off to sleep. And not just on cot in a back room. Lack of sleep is the enemy. Rent some nearby hotel rooms, or send people home for 6-8 hours. They’ll return refreshed and sharp. No individual should be indispensable; make sure you have enough trained personnel to accommodate these rotations.
- Plan to Sustain. It’s been said ‘an army travels on its stomach.” Plan to feed the troops – and not just with pizza, candy and coffee. Have menus and contact information from local restaurants who deliver. Better yet: hire a caterer. You’ll be amazed how effectively your team functions on healthy and nutritious food.
- Build a skills bank. For every task that requires specific skills have a list of personnel with those skills. Have them all participate in exercises (even if only as observers) so they’ll know what’s expected of them should the need arise.
- Cross reference Team memberships. Find the “Bobs” in your organization (those individuals assigned to multiple teams). Wherever possible find a substitute for each “Bob” – allowing him (or her) to concentrate on the most important recovery tasks.
Planning to deal with the limitations of your Recovery Teams will assure their effectiveness. The return on that investment will reap benefits for the efficiency of your recovery effort.
