Embedding BCM within the organisation’s culture
Developing an embedding programme for your organisation Ian Charters, FBCI ianc@continuity.co.uk
What is embedding? • Leadership, Awareness and Training (GPG2013) – Available in Arabic
• Strategic and process integration • Where is it in ISO 22301?
Achieving a BCM-friendly environment • Create support by changing attitudes and behaviours • Improve capabilities of development and response by developing skills • Keep things up to date • Outcomes – Make best use of limited resources – Tasks done willingly and with understanding
Changing attitudes and behaviours • Relate to individual’s concerns: – Top management – strategic objectives – Middle management – performance review – Sales and marketing – opportunities – All staff – job protection, aspirations Make BCM interesting and attractive!
Examples of Embedding • 5 minute justification of BCM to the Executive • Staff competence • Staff resilience and awareness
Selling BCM to the Executive • Choose your three key messages e.g. – Incidents happen – no-one is immune – BCM is an investment – not a cost – Strategic decisions can increase resilience
• Structure your message delivery for each – Issue – Evidence – Action
Selling BCM to the Executive • Incidents happen – no-one is immune – (Issue) An incident could disrupt us: • A disruption is costly and could lose customers
– (Evidence) It is an executive issue • Concern about power cuts or sandstorms • >50% of surveyed had a weather-related incident
– (Action) Executive should take action to: • Ensure we understand the time imperatives of our business operation • Have up to date plans and alternative facilities available at all time
Selling to the Executive • BCM is an investment – not a cost – (Issue) Is this right? • We could be damaging our profitability by not investing in BCM and governance
– (Evidence) • Our customers are questioning our resilience so we might lose market share • Stock market analysis show positive correlation between governance spend and profitability
– (Action) • Ensure that BCM budgets are maintained
Selling to the Executive • Strategic decisions affect BCM – (Issue) Executive decisions affect BC capability • Resilience can be enhanced or lost by change
– (Evidence) Local examples? • Geographical separation is a key tenet of BCM • Resilience is cheaper if ‘built in’
– (Action) Involvement • Request that BCM should be involved at an early stage in major organisational changes
Lots of kilometres
Competence • Competence of staff – – – –
Identification of requirements for role Development of competence Measurement and recording Motivation to improve
Competence • Competence is made up of: – Education and training – Experience – application of skills and knowledge
• Identification of requirements by role – BCM programme skills • Programme management, BIA, Exercising…
– Response and recovery skills • Incident management, decision making
• Gap analysis by individual/team
Competence • Competence is developed by, for example: – Formal training • Courses • On-the-job
– Informal training • Forums and seminars • Self-study
Competence • Measurement and recording – Assess performance • Tests / Self-evaluation • Observation / Assessment • Group exercise • Recognition of professional qualifications
– Record formal and informal training – Seek certification? – BCI’s Continuing Professional Development (CPD) records
Competence • Record training and experience • Set and monitor targets Name
Exercise 4/12
Pierre
1
Abdul
2
Ian
Exercise 10/12
Basics Training
BIA training
TOTAL
Annual Target
4
5
3
8
10
3
3
9
5
3
2
5
5
3 3 3
Nadia 1=aware ; 2=participant ; 3=involved
Competence • Motivation may be achieved by: – Financial incentives • Performance review
– Desire for personal improvement • New skills, interest
– Professional advancement • Recognition, job security, exposure to senior management
– Community recognition • Visibility, volunteering ethos
• Find the individual’s motivation
Staff resilience • Increase resilience of staff • Gain appreciation of care by staff • By example, raise awareness of need for business resilience – Data back-up – Process recovery
BC Awareness week – end-March each year
Staff resilience • Stay-in? – Water, medication, light, heat, food?
• Get out? – Medication, Contacts, Insurance, Keys
• Relation to business: – Ensure ability to function at alternative location: • Information, equipment
Why a programme is required • • • •
Resource planning Date availability Interrelationships between these activities Interrelationships with other programmes However.. take advantage of awareness-raising opportunities!
Conclusion • Embedding programme should: – Deliver a clear message – Relate to individual’s needs and motivations – Be measureable and be documented
Questions to the audience • Could you justify the BCM programme to your senior management in five minutes? • Do your BCM team have the competence to undertake their roles? • Do your staff know what to do if something unexpected happens? • Have you got some ideas to take away to achieve the above?