BACKGROUND
This Business Continuity Engagement Plan describes NAIT Emergency Management and Business Continuity Program (EMBC) team consultation and engagement process. It outlines a systematic approach by the EMBC Program team to engage the Business Continuity Coordinators and other business continuity stakeholders to build and maintain a constructive relationship throughout the life of these business continuity plans for the various schools and department across NAIT.
PRINCIPLES
The guiding principles for this engagement plan are to promote a culture of engagement as a standard practice across NAIT, where sharing and collaboration among business continuity stakeholders is the norm. These principles foster an inclusive approach to Business
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• Build collaborative relationships between the EMBP Program, Business Continuity Owners, Coordinator and sub-support groups across the NAIT Community.
• Empower stakeholders to be able to review and adjust their BCP plans bi-annually, with based on industry trends and lessons learned from actual events to keep their BC Plans current and accurate
• Track and monitor progress on corrective actions across the organization
DEFINING STAKEHOLDER ENGAGEMENT
Stakeholder engagement is the process by which an organization involves people who may be affected by the decisions it makes, or can influence the implementation of its decisions. Stakeholder engagement is a key part of the Emergency Management and Business Continuity Program (EMBC) program and achieving one of its key mandate, that is, ensuring that NAIT is able to continue its core services to students and staff during a business disruption. The EMBC Program will adhere to internationally recognized best practices regarding stakeholder engagement, and will use the three-step model approach to developing an engagement program as outlined by the International Association of Public Participation (IAPS). These steps include, confirm the engagement approach, and determine the engagement activities and developing an engagement plan. Figure 1 below illustrates the three-step
Kahn (1990) believes engagement means to be psychologically present when performing an organizational role and it is shown physically, cognitively and emotionally as part of the role performance. He believes that individuals who are engaged keep themselves and their role aligned and it is demonstrated by:
As leaders, enterprises give them authority and require them to act responsibly to create a hospitable work environment by guiding others in practicing mutual respect. Overt or implicit bias in the workplace undermines potential. People of varying ages, genders, ethnicities and regions all have valuable contributions to offer, and as the corporate world draws from a global talent pool, fostering understanding is increasing in importance even for small organizations.
Stakeholder engagement is relevant to any type of organisation: business, public or civil society. It is particularly important in the context of running an organisation responsibly and is integral to the concept of Corporate Responsibility.
With the organisation being open, inclusive and empowering that will achieve good outcomes for the service users and staff alike.
One of the biggest challenges I have observed is clients, showing up for scheduled sessions. Many of the cases I am assigned are optional. Therefore, engagement is difficult to achieve. I will be attending an in-home therapy session with my clinical supervisor and will assist in developing a treatment plan based on his needs and wants. Engagement will occur together when we work with him with this process. Engagement involves establishing a relationship with the client essential for beginning the change process. The needs of the client are identified and included in the assessment process.
We recognize that our success as an enterprise depends on the talent, skills and expertise of our people and our ability to function as a tightly integrated team. We appreciate our diversity and believe that respect - for our colleagues, customers, partners, and all those with whom we interact - is an essential element of all positive and productive business relationships.
... safety and security measures being taken. A systematic procedure for dealing with a crisis, of any magnitude, should be established and should ensure all personnel have a clear understanding about every detail; including the who, the what, the when, and follow-up actions. The interview the learner conducted with the Counslor of Green Sea Head Start School served as an opportunity to discuss specific aspects of the school crisis plan. Furthermore, the learner gained information about the crisis team and the strengths and weaknesses of the current crisis plan. Overall, although no one crisis plan will guarantee that tragedies won’t take place, but a developed approach holds promise that the situation will be handled in the most cooperative way imagined. No school should be without a crisis plan and a well-trained crisis response team (James, 2013).
Focusing on the benefits to the business organisation, this is a very important concept for them to gain their maximum potential profits and the success of the business as a whole.
In this changing world, one that is seeing companies taking advantage of the global economy, words such as diversity and inclusion need to be treated as more than just buzz-words. The principals that embrace diversity and allow for inclusion are critical if an organization is going to succeed in the business world of today and of tomorrow.
In this chapter, so far I have learned the different skills for engagement while working with a client. Engagement is very important to have while meeting with a client, and it is the first step in the planned change process. This step of the process helps establish a relationship between the professional and the client. Engagement is also known as “intake”. Intake conversation is either done over the phone or in person. To demonstrate engagement with your client you must be willing to greet the client in an encouraging way and show interest of your client’s situation. When you first meet with your client, you are able to build a relationship, which starts with greeting. Initiating a handshake and introducing yourself can be done to greet
3. Autonomy and Entrepreneurship: This is about encouraging risk taking and innovation. 4. Productivity Through People: This means that everyone is respectful and enthusiastic towards each other. This creates an atmosphere that enables good work.
This paper critically reviews MacLeod Report (2009), ‘Engaging for Success’ and analysis it’s suitability as an engagement model for the organisations to adapt. Also, this paper suggests an alternative engagement model, which can be applied and adopted by the organisation for achieving their strategic objectives.
In the disaster recovery process, extra attention should also be paid to training any new employees who will have a critical role in this function. Also, the plan should require having the appropriate people actually practice what they would do to help recover business function should a disaster occur. Some organizations find it helpful to do this on a quarterly or semi-annual basis so that the plan stays current with the organization’s needs. Business continuity planning and disaster recovery planning are terms companies sometimes use interchangeably. Although they can be considered related, they are not the same thing.
To succeed also requires, we believe, the highest standards of corporate behaviour towards everyone we work with, the communities we touch, and the environment on which we have an impact.
In order to fully understand the concept of a contingency plan, there are a few aspects which need to be explored. We must first define what a contingency plan is, followed by an explanation of why contingency plans are so valuable. Furthermore, an analysis of the implementation of contingency plans should be performed. Lastly, a comparison of such plans from other industries should be done, in order to comprehend the differences in both purpose and criteria.