ST. PETERSBURG, Fla.—In planning for a how the credit union will respond to a natural disaster, staff need to be asked the right questions about their ability to truly support the CU when trouble strikes.
PSCU Business Continuity Program Manager James Green, who has worked with many CUs over the years as they have faced a disaster, said one thing that is commonly overlooked during planning is asking staff the right kinds of questions. Green stressed that the questions have to be phrased correctly so that employees consider what their personal situation may be in the event of a disaster.
Green cautioned that he often sees companies that have planned extensively—addressing factors like off-site data storage and disaster recovery plans for their systems—yet still find themselves unprepared due to staffing issues.
Green pointed out that in a 2014 survey in which company managers were asked, “In the event of a disaster, what percentage of your employees would return to the office once it reopens or would be willing to relocate to a secondary location?,” the most common response (80%) was that staff would say “yes.”
“But history shows that companies would be lucky to have 15% of their workforce return to work or relocate in the event of a disaster.”
Big Risk?
That can present a great deal of risk to credit unions in the event of a disaster that has a long-term impact on an area. He gave the example of New Orleans and Hurricane Katrina in 2005.
“Yes, that is a once-in-a lifetime type of event,” said Green. “But a large number of businesses had to eventually close, or move to another city because even though the company was up and running, it did not have enough staff in the area to run it.”
To avoid that situation, Green encouraged credit unions to include the right kinds of employee questions in their disaster planning.
“I often see that credit unions have asked the wrong questions,” said Green. “They will ask, ‘Could you relocate in the event of a disaster. That is a simple yes/no question, which will usually get employees answering yes, wanting to be team players.”
But what the CU should be asking is how long could a person relocate, to what branches, and what personal issues do they face in the event of a disaster.
“I may quickly have answered yes to that first simple question,” said Green. “But in thinking more closely about my situation—such as I have an elderly mother to take care of or five kids in school—maybe I can’t be gone for more than a week, if at all.”
Accurate Planning
Those kinds of questions, Green said, allow the credit union to accurately plan for how much staff will be on hand when trouble arrives. He said that will help CUs not only line up backup HR resources, such as a third-party call center, but also find ways that will address employee needs during a disaster.
“I have worked with credit unions that have had contracts in place with shuttle bus services, in case employees lose their cars during a disaster or are afraid to take them out due to high water,” said Green. “Now employees have a way to get to work.”
Green said that working out arrangements with local gyms, the YMCA, or schools can help, as well.
“Credit unions may need access to places that have locker rooms and showers,” he said. “Let’s say several staff members don’t have running water, so they haven’t taken a shower in a few days. They will likely be embarrassed to come to work.”
Staff Location
Green added that credit unions should also assess how closely staff live to a specific branch, and attempt to factor in how many employees might be unable to come to work due their home or life being affected by the same disaster that struck the office. Green, too, advised credit unions not to overlook wellness programs and Red Cross services to assist employees with any psychological issues they may face from a disaster.
Green reiterated that employees are often an overlooked aspect of business continuity planning.
“From unique geographical considerations to emotional and physiological side effects of a disaster, there is much to consider when it comes to preparing for what happens to employees during and after a disaster,” said Green.