Joe Wynne is a versatile Project Manager experienced in delivering medium-scope projects in large organizations that improve workforce performance and business processes. He has a proven track record of delivering effective, technology-savvy solutions in a variety of industries and a unique combination of strengths in both process management and workforce management.
Improvements have been made in recent years to contingency and business continuity plans, but there are still problems. Your organization may not have adequately addressed the recovery and restart of projects as well as it has facilities. If you look at the guidance that is available, this is not surprising. Still, your organization, like many others, really has a project orientation and focus, so here are some tips based on lessons learned from recent crises and disasters, emphasizing communications and project needs.
Plan for Multiple Methods of Transmitting Messages to Workers
The general rule is to communicate everything to employees and do it quickly. There are two major reasons: (1) Otherwise they will tend to assume that leadership is failing in its response, and (2) employees can be overwhelmed easily in a disaster and need to have hope their jobs will return soon.
Potential disasters are varied, creating different vulnerabilities for different methods of communicating. Multiple alternatives to communicating make it more likely that one or more methods will be functional or available immediately after a disaster. For example, the plan must deal with the internet not being available, which is generally hard to visualize since it is so relied upon. Some recommended communication alternatives:
An 800 number for workers to call in to hear a voice