Extreme closeup of the novel Coronavirus (COVID-19) Courtesy US Dept. of Labor

May 29, 2020 – The COVID-19 international pandemic brings along the risks inherent with any pandemic, while also presenting a ‘real-world’ crisis and opportunities for improvement during this active situation. Now is the time for key management involving governance, risk, human relations, and finance to be on the same page, and constantly evaluating all crisis response processes, establishing or managing impact from remote or work-at-home operations, improving all the critical internal cost and revenue functions, and implementing any of the other applicable aspects of your business continuity plans and pandemic planning.

Threats Never Sleep
Cyber Threats Are Growing and Changing. Join Our Briefing Sessions for Strategies in the “New Normal” for Business.
Post-COVID: Cybersecurity Increased Risk Briefing
Click Date For Details & Register To Attend: Thursday, June 4, 2 PM ET
Since COVID-19 first appeared, NASA’s Security Operations Center (SOC) has tracked:
doubling of hacker and email “phishing” attempts;
An exponential increase in malware / ransomware attacks;
doubling of NASA systems fighting malicious connections.

Click: Download the Pulse Survey Report & Findings with actionable strategies from over 3 months of COVID-19 exercises and drills, run for industry-leading HR, Operations, Risk Managers, and Security executives.

Watch “The New Meaning of Work-Life Balance” Live HR Panel Discussion below in 4 parts, from May 14, 2020, with Mark Dozier, CEO of Critical Path Solutions, Leanne Noskey, VP Human Relations for ONR Inc., and Aric Mutchnick, CEO, Experior Group Inc. – Moderated by Tim Stephens, Chief Strategy Officer, Red Ball Drills.

Work-Life Balance Webinar Part 1 / Work-Life Balance Webinar Part 2

Work-Life Balance Webinar Part 3 / Work-Life Balance Webinar Part 4

Jan 2020 Chinese Screening for COVID-19

We’ve run Pandemic “process, policy and preparation” scenarios since mid-January for a host of issues across every corporate department.  This has been done both on-site, and remotely, as the situation has evolved. Our Red Ball Drills® program quickly uncovered key points, like just a few of these below examples in HR and Risk Management:

  • Working from home has serious implications to staff anxiety.  Even before remote work began, we discovered that companies with an Employee Assistance Program (EAP) or similar, should discuss appropriate counseling for staff.  Additionally, many companies should remind staff now what services are available through the EAP.
  • This event has put HR, Risk and Crisis Management teams at the forefront.  Many teams have difficulty making decisions, mostly due to a lack of established responsibilities and accountability to move things forward.  Now is the time to write or overhaul the pandemic plan you may have been missing.  It can help stop gaps in your current actions and build greater foundation on the steps you’re taking now.

Our highly-focused approach on process, policy and real-time active improvements helps guide your response and decisions for this pandemic in sensible, achievable ways. Many companies and organizations are “activating and working their plans”, but may not know if they have the most effective strategies or proper actions relevant to this current crisis.

Take The Industry Pulse:
https://www.surveymonkey.com/r/QMM7S6M
10 Quick Questions in less than 5 minutes.

Complete THE INDUSTRY PULSE survey using the link above, and you’ll receive back actionable process and preparedness items for your industry, supported by documented improvement over 3+ months of pandemic, business recovery and human relations exercises.

Scenarios, example topics & key exercises being held now across the major business continuity & survival issues:

  • Capital deficiencies and future planning threats which can derail current growth and expected future revenue or affect ROI
  • Immediate risks to managers and employees when operating Below Full Operational Capacity for an extended time
  • According to your business, what is your “customer re-capture plan” after this crisis (incentives?, new marketing spending?, proving physical locations use cleanliness or sanitation measures “above and beyond expectations?”)
  • What work-from-home or tele-work options are viable right now? Do you already conduct business this way? Will your system scale rapidly, and not affect sales and service if you move more volume there? Has it been tested for scalability and resilience? Is this solution viable for an extended period of time? Does it introduce cyber hack risks?
  • Do you have planning in place for food & medical support for employees if they are quarantined?
  • If IT functions continue to disperse, are all the cybersecurity functions in place to remain safe, even with more robust access and activity?

There are also ‘industry specific’ risks like within Hospital / Healthcare operations, where many specific scenarios can help, like:

  • Is there a full plan for the elective surgeries to be cancelled?
  • Are Mutual Aid agreements updated and specific for this threat?
  • Do you have contingencies for ongoing national strains on cleaning supplies, rubber gloves, face masks, or in your personnel’s ability to function safely with less?
  • Click HERE for our Healthcare & Hospital process in use by some of the largest research and teaching hospitals in the US.

Please send us an email, leave a voice message, or visit our social media sites to learn more on our Coronavirus safety and preparedness training sessions. The ability to assess your resilience now is key. Holding non-disruptive and non-traumatic system testing is core to ensuring there is a functioning business after this crisis or future events.