For business continuity professionals, creating a company culture steeped in continuity and resilience can be a battle hard fought. Encouraging an organization to prioritize BC from top to bottom can sometimes be hit or miss. Which leaves many BC and DR managers wondering…"How can I get more of my colleagues engaged in resilience?"

There’s certainly no lack of proposed ideas on how to drive this engagement. Even the Assurance blog has a few articles addressing the topic from different angles. But this time, we’ll focus on something else, something that may be surprisingly effective.

Below, we’ve outline four ways that BC and HR departments can partner together to foster a culture of resilience in your organization.

Partnering with Human Resources to Create a Culture of Resilience

1. Recruiting Executives that Support BC

You’ve heard about "tone-from-the-top" before: enable your C-Suite and Executives to understand the importance of BC, then make them your champions across the organization to help promote, and enforce, the practices and ideologies of resilience to their team members. But, getting this executive level buy-in isn’t always easy. Many companies struggle to engage their C-suite in the urgency of BC and DR. One way to overcome this? Hire executives that are BC champions from the start.

When working with HR to recruit new talent at the executive level, have them search for candidates who have experience understanding of the value of BC. Assess their understanding of how risks can permanently damage reputation and profits, have them give examples of how they’ve been involved in organizational resilience in the past. C-level executives are there to make sure the company survives and thrives.  Valuing and enabling BC should be a major part of that goal.

2. Adding BC Responsibilities to Job Descriptions

A major part of everyday tasks for BC professionals is working with team members from different departments (including operations, customer service and IT) to understand what their key processes are and how they can be recovered in the throes of disaster. These individuals often become the dedicated plan owners for their teams. When these departments have open positions that could involve plan ownership (say an Operations Manager or IT Director), business continuity should be clearly noted in the job description.

Having an interviewee or new hire that is aware of their involvement with the BC/DR team as part of their core responsibilities, sets them up in knowing what to expect. This also enables the HR team to find a candidate that has experience working with BC teams in the past. Working with the individual departments, and the HR team, to include BC tasks in job responsibilities can be a good first step toward creating a culture of resilience.

3. Making BC Education a Part of the Onboarding Process

In addition to recruiting, HR is also a key player when it comes to the education of new hires about the company processes and expectations. In and amongst the educational trainings on office behavior, safety procedures, and more, include a short training video or exam on corporate resilience and continuity. As your company grows, you’ll be adding more team members that understand the importance of BC in your organization from the first day.

4. Partnering Together for Employee Safety

As professionals in BC & DR, the importance of organizational resiliency is always at the top of mind. However, what about human continuity? The BC team can easily be a supporter of the HR programs focused on around employee safety. These events could include active shooter training, a CPR class, or a joint newsletter on preparedness in the office and at home.

Being seen as a partner with the HR team to keep your colleagues, and their families, safe helps employees see the importance of the work that you’re doing on a day to day basis. By connecting on a personal continuity level first, you can then capture attention on a corporate continuity level.

Working with your HR team can increasingly help bolster your organization’s culture of resilience. Together, BC and HR teams can have a symbiotic relationship that benefits both of their goals, and ultimately produce company-wide preparedness.

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Topics: Business Continuity

Scott Williams, VP of Customer Success

Written by Scott Williams, VP of Customer Success

Scott’s focus as the Vice President of Customer Success is a commitment to ensuring business continuity success for every customer. No exceptions. In this role, Scott has oversight of the Customer Success and Professional Services team as well as our award winning Customer Support organization. During his 10+ year tenure with the company, he has made significant contributions to our industry-leading innovation, moving our software solutions and services forward.

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