Wgu Risk Management Business Contingency Plan
State Farm Business Contingency Plan
Xavier Smith
Western Governors University
State Farm Business Contingency Plan
The qualitative risk analysis performed in a previous report identified eight notable risks associated with setting up a call-center presence in Québec, Canada. As those risks are successfully managed, the call center will commence operation and start handling telephonic insurance requests from mostly French-speaking customers. (Only one-quarter of employees at this center will handle English-speaking calls from Canadian customers.)
Because there will be a sole call center in Canada handling 100 percent of the French-speaking calls and one-quarter of English-speaking calls, it will be imperative to establish a business contingency plan, or BCP. Because of the aforementioned propensity for natural disasters in Canada, this plan will address continuity of business in the event of a natural disaster, such as a tornado. The specific areas of business continuity to be treated are
1. Pre-incident adjustments, 2. Ethical use and protection of sensitive data, 3. Ethical use and protection of customer data, 4. Communication plan, and 5. Post-incident continuity.
The goal of this plan is to reduce pandemonium associated with natural disasters’ effects on normative business operations.
Pre-Incident Adjustments
It is important to understand the principal components that contribute to the locomotion of a well-functioning call center. These components include:
1. A functioning telephone-delivery system, also known as a PSTN 2. A functioning networking system for data sharing 3. A functional group of computers for customer processing 4. A functioning electrical system
There are other less-crucial components that contribute to a normative operational environment, such as fax capabilities and office equipment. The focus, however, will be on major components.
It is obvious that a call center requires
Xavier Smith
Western Governors University
State Farm Business Contingency Plan
The qualitative risk analysis performed in a previous report identified eight notable risks associated with setting up a call-center presence in Québec, Canada. As those risks are successfully managed, the call center will commence operation and start handling telephonic insurance requests from mostly French-speaking customers. (Only one-quarter of employees at this center will handle English-speaking calls from Canadian customers.)
Because there will be a sole call center in Canada handling 100 percent of the French-speaking calls and one-quarter of English-speaking calls, it will be imperative to establish a business contingency plan, or BCP. Because of the aforementioned propensity for natural disasters in Canada, this plan will address continuity of business in the event of a natural disaster, such as a tornado. The specific areas of business continuity to be treated are
1. Pre-incident adjustments, 2. Ethical use and protection of sensitive data, 3. Ethical use and protection of customer data, 4. Communication plan, and 5. Post-incident continuity.
The goal of this plan is to reduce pandemonium associated with natural disasters’ effects on normative business operations.
Pre-Incident Adjustments
It is important to understand the principal components that contribute to the locomotion of a well-functioning call center. These components include:
1. A functioning telephone-delivery system, also known as a PSTN 2. A functioning networking system for data sharing 3. A functional group of computers for customer processing 4. A functioning electrical system
There are other less-crucial components that contribute to a normative operational environment, such as fax capabilities and office equipment. The focus, however, will be on major components.
It is obvious that a call center requires