Staff still forced to work excessive hours

Computer Forensics Firm Warns of Web-Mole Threat

Following reports of ‘webjacking’, a new type of crime sweeping the internet, computer forensics experts are urging businesses to investigate its use in industrial espionage cases.

Web-jacking involves planting a Trojan on a PC or server in order to gain access to or steal files, often with criminal intent. Once activated it releases a ‘malicious code’ which effectively unlocks a back-door to PCs and servers.

In today’s cut-throat business environment, there is a rise in cases of companies sending spies into competitors. The moles’ go ‘undercover’ as employees to plant the Trojan directly onto computer hard drives, usually via a portable storage device such as a memory stick. For more information visit Zentek Forensics’ web site or call 0870 7584302.

Change In the Workplace following the 7/7 London bombings

A leading Employee Assistance provider, CiC, hosted an important seminar on Tuesday 20 June. The theme of the day was change in the workplace — the challenges, methodologies and positive outcomes that can be achieved through skilled delivery by informed management.

Kate Nowlan, Chief Executive of CiC, the Kensington based EAP specialising in crisis management, referred to issues that are emerging as the anniversary approaches of the London bombings last July. She raised the question as to whether or not companies had changed workplace practices during the last year. For those organisations who were affected directly, she said, contingency planning had taken on a new poignancy. No longer was it a question of ‘if or when’ a major disaster happens — the reality is that disaster does strike and preparation is crucial.

Immediately after the London bombings, many staff were in a position to walk to work, or take to their bikes. As the summer passed and autumn set in, the majority of people returned to public transport — resigned again to the challenges of bus and underground travel. The particularly British attitude that was prevalent last July (things must go on as usual) has continued. For those who had been exposed to IRA bombs in the past there was a sense of déjà vu — we had been through this before, and would not be intimidated. It may be that Londoners have more gritty resolve in this case — some companies have reported that staff who live some distance from the capital may still hesitate before using the tube when they travel in from the provinces.

Contingency planning has, however, taken on a more urgent profile for many organisations. Those who perceive themselves at particular risk (in the heart of the financial sector in the City and Canary Wharf for example) have upgraded their plans — and insist on regular revision and practice of emergency procedures. Some have taken on board the necessity to put in place serious ‘people’ modules — recognising that it is crucial to take into account the psychological impact that a critical incident can have on employees.

Many firms, however, will still have more robust plans in place which look after relocation of premises, protection of IT systems etc than plans which look after their people. HR teams, OH and Health & Safety Departments, must ensure they are equipped with skills to support staff who may be deeply affected or traumatised by a major emergency. Managers who are able to understand their staff’s reactions and recognise symptoms of normal post trauma distress (sleeplessness, anxiety, panic attacks, irritability etc) are in a much stronger position to support issues such as possible absenteeism, erratic behaviour patterns etc

An essential part of a robust ‘people continuity’ plan is to ensure that a company engages a highly professional employee assistance programme, which can provide 24 hr support (both practical and emotional) to managers and employees. Kate Nowlan contests that many organisations are still not well enough prepared psychologically to deal with the after effects of a major disaster, and would encourage them to implement and EAP if this is not in place.