McKee and Guthridge scanned what advice was now available to HR professionals and found that the guides didn't deal with the human side of catastrophes. The human side requires special care, consideration, and actions outside of the processes and patterns that typically constitute disaster-preparedness. Being ready to deal with this human factor can minimise all genres of loss that an organisation may encounter.
Sprache
Verlagsort
Zielgruppe
Produkt-Hinweis
Broschur/Paperback
Klebebindung
Maße
Höhe: 214 mm
Breite: 169 mm
Dicke: 12 mm
Gewicht
ISBN-13
978-1-57675-420-7 (9781576754207)
Copyright in bibliographic data and cover images is held by Nielsen Book Services Limited or by the publishers or by their respective licensors: all rights reserved.
Schweitzer Klassifikation
Kathryn McKee began her career in Human Resources at Mattel, Inc. in its early years, where she learned to thrive and survive in a fast-paced Human Resources/Industrial Relations environment. She then moved to Twentieth Century Fox Film Corp and helped create one of the first HR functions in the motion picture industry.
She moved next to First Interstate Bancorp as Senior Vice President of Compensation and Benefits. Kathryn then moved to First Interstate Bank Ltd., as the Chief HR officer of that division, and she then joined Standard Chartered Bank as Senior Vice President and Region Head of HR for the UK-based bank. She now is President of Human Resources Consortia, where she offers consulting on Human Resources strategy, leadership, and executive coaching.
Her leadership and governance background includes serving as 1991 Chairman of the Society for Human Resource Management; and President of the SHRM Foundation, the Human Resource Certification Institute, and the National Human Resources Association. She is listed in Who’s Who in America. She was honored by NHRA as its 1986 Member of the Year; by PIHRA in 1990 with its Award of Excellence in Human Resources; by SHRM in 1994 with its Award for Professional Excellence; and by the Santa Barbara Human Resources Association in 2004 as its Member of the Year.
She loves to write, and her previous publications include the chapter “Moving as the Markets Move: Planning for Resizing,” in Resizing the Organization; “Human Resources: Insurrection or Resurrection,” published in the Human Resource Management Journal; and “New Compensation Strategies for Emerging Career Patterns” with Beverly Kaye, which was published by HR Magazine and won the distinguished William W. Winter Award from the American Compensation Association.
She graduated from the University of California at Santa Barbara and is a graduate of UCLA’s Anderson School of Management Executive Program.
Liz Guthridge specializes in strategic employee and change communication. She is the founder of Connect Consulting Group LLC, based in the San Francisco Bay Area.
A results-oriented, seasoned consultant, Liz has more than 25 years of experience helping companies communicate more effectively with employees to build trust and achieve business goals. Liz excels in helping leaders to confirm, clarify, and communicate what they want to do and to build buy-in from key constituents.
Over the years, she has consulted with companies across a variety of industries facing a range of challenges, including bankruptcy and mergers and acquisitions.
In addition to her award-winning communication consulting for her clients, Liz frequently writes and speaks on communication and change topics. She also advises communication professionals on how to increase the capabilities and capacity of their communication functions.
Before starting Connect, Liz worked for several change management and HR consulting firms, including Mercer Delta, Towers Perrin, and Hewitt Associates. She also worked for Amoco (now BP) in public and government affairs and was a reporter for the Huntington (W.Va.) Advertiser.
Her first job was serving as the first female vendor for the Tulsa Oilers, the Triple A affiliates of the St. Louis Cardinals baseball team. As a crusading junior high investigative reporter she experienced firsthand as a vendor being the subject of media coverage. The job provided other excitement too. She still remembers listening to the organist play Raindrops Keep Falling on My Head as a tornado touched down a few miles from the ballpark.
She holds an MA in communication management from the University of Southern California, Annenberg School for Communication; an MBA from the University of Connecticut; and a BSJ in journalism from Northwestern University, Medill School of Journalism.
Foreword, by Sue Meisinger, SPHR, President and CEO, Society for Human Resource Management
Preface
Prologue
How HR Started Leading—First by Accident and Then by Design
Part I: Planning for Disasters
Chapter 1: Preparing to Lead in the Face of Fear
Chapter 2: Developing a Business Continuity Plan That Addresses Human Issues
Chapter 3: Creating Contingent HR Policies
Part II: Dealing with Disasters
Chapter 4: Taking Care of Employees
Chapter 5: Guiding Managers and HR Staff
Chapter 6: Balancing the Needs of Employees with the Need to Return to Work
Chapter 7: Restabilizing Yourself and the Organization
Chapter 8: Building Resiliency While Helping Hearts and Minds to Heal
Chapter 9: Starting to Prepare Now—Five-Minute Planning Steps
Resources
Literature and Websites
An Outline for Business Continuity Planning
A Sample Telephone Tree
A Sample Wallet Card
Employee Emergency Response Procedures
Suggested Actions to Take at Home
Notes
Acknowledgments
Index
About the Authors