
The lecture starts with real work: you take one process that cannot stop for a week, write the four roles behind it, put a real name against each one, and find the role nobody owns yet.
This course is built from six disciplines: audit and diagnostics, risk management, succession planning, workforce planning, crisis response and operations management.
The map of the course
A simple dictionary for reading lectures from other fields as continuity work
Three questions to ask after every lecture
A short self-diagnostic that shows which sections to watch first
Download the Continuity Handover Map and fill in one line after each lecture.
Tools in this lecture
Files to download (1)
How an audit differs from analytics and from a compliance check
Five mistakes that turn it into a useless exercise
Three levels: compliance, best practice, strategic alignment
Express scoring: diagnosing maturity in ten minutes
Tools in this lecture
Ready to use on the slides (2)
Models and methods explained (1)
Thirteen sections, the logic of the weights, and the final index
A demonstration on a two-hundred-person company
Four data collection methods: documents, interviews, observation, systems
Getting through 729 items in three days, and turning the result into a report
Tools in this lecture
Files to download (3)
Ready to use on the slides (5)
Models and methods explained (1)
Where the audit sits in the annual cycle: full, focused, continuous
The RACI matrix: who runs it, who supplies data, who implements
Fifteen metrics with formulas and benchmarks
Five typical objections with answers, and the roadmap
Tools in this lecture
Files to download (3)
Ready to use on the slides (13)
How decisions get made under uncertainty
What the last global financial crisis demonstrated
What human risks actually are
The current research on them
Tools in this lecture
Ready to use on the slides (3)
Models and methods explained (1)
The risk heat map
The fraud triangle and the safety triangle
The people-risk model
The risk triangle, applied to a real situation
Tools in this lecture
Ready to use on the slides (5)
Models and methods explained (4)
How decisions actually get made
Cognitive biases that show up in risk assessment
Conflict of interest, and why it is rarely declared
Tools in this lecture
Ready to use on the slides (1)
Models and methods explained (1)
Examples of human risk in practice
The 4I model, and incidents
Risks at the level of one person, and risks at the level of the company
Industry-specific risks
Tools in this lecture
Models and methods explained (1)
ISO 31000 as the standard, and the risk hierarchy
Internal against external risk
Finding and assessing risks
Eliminating, reducing, and escalating them
Tools in this lecture
Ready to use on the slides (6)
Models and methods explained (1)
Management maturity
Dynamics inside a leadership team
The role of the chief executive
The warning signs that precede an event
Tools in this lecture
Ready to use on the slides (5)
Models and methods explained (1)
The cultural context risk sits inside
Building a risk culture rather than a risk policy
Company values, and trust
Tools in this lecture
Ready to use on the slides (7)
Models and methods explained (2)
The three lines of defence model
Who owns what at each line
Reducing risk through the structure itself
Tools in this lecture
Ready to use on the slides (3)
Models and methods explained (5)
Making the invisible visible
Improving the decision process itself
A decision-making checklist
Tools in this lecture
Ready to use on the slides (9)
Models and methods explained (1)
The code of conduct, and what it is for
The job description as a risk instrument
Where accountability actually lands when something happens
Tools in this lecture
Ready to use on the slides (9)
What succession planning is, and its link to strategy
The risks that exist specifically because there is no plan
Cases that worked and cases that did not
Modelling replacement scenarios for a key role with AI
Tools in this lecture
Ready to use on the slides (1)
Models and methods explained (1)
Criteria for selecting key roles
The impact and risk matrix
Competency models and role profiles
Functions with a high risk of departure
Tools in this lecture
Ready to use on the slides (6)
Models and methods explained (1)
The nine-box grid: potential against performance
Interviews, 360 assessment, review, assessment centre
Tools that predict leadership potential
Fairness, transparency, and managing expectations
Tools in this lecture
Ready to use on the slides (4)
Models and methods explained (5)
Individual development plans
Rotations, mentoring, shadowing and projects
Leadership development
Personalised learning paths built for a specific succession goal
Tools in this lecture
Ready to use on the slides (1)
Models and methods explained (4)
Inclusion principles in succession
Communicating with managers and with candidates
Transparency against confidentiality, and where the line sits
The mistakes that derail implementation
Tools in this lecture
Ready to use on the slides (3)
Models and methods explained (1)
Metrics and bench strength
Integrating succession with review and development
Auditing and revising the plans
Dashboards, forecasts and early warning signals
Tools in this lecture
Ready to use on the slides (7)
What workforce planning is, and what it solves
Headcount as both a capability and one of the largest cost lines
Employment types, segmentation, and the full-time-equivalent concept
Gap analysis, and understanding the external labour market
Tools in this lecture
Ready to use on the slides (2)
Models and methods explained (1)
Analysing turnover and retirements
Career transition analysis
Extrapolation, interpolation, Delphi and the nominal group method
The competency matrix for a team
Tools in this lecture
Ready to use on the slides (8)
Models and methods explained (9)
Designing the position itself
Job analysis and workload analysis
Segmentation, and calculating the value of a role
Tools in this lecture
Ready to use on the slides (5)
Models and methods explained (3)
Combining functions and eliminating duplication
Process automation
Internal part-time, project work and matrix structures
Optimising the underlying processes rather than the headcount
Tools in this lecture
Ready to use on the slides (7)
Models and methods explained (8)
Implementing a performance system
Competence management
Using development to raise capacity rather than adding people
Tools in this lecture
Ready to use on the slides (9)
Models and methods explained (6)
The 7B model
Cost-benefit analysis of a headcount decision
Employer brand and the value proposition
Engagement, and total rewards
Tools in this lecture
Ready to use on the slides (16)
Models and methods explained (2)
This course contains the use of artificial intelligence.
399 tools for keeping a business running when a key person, a budget or a plan disappears: 292 ready-to-use files, templates, checklists and scripts, plus 107 models and methods.
Every lesson gives you something to open and fill in the same day, not a theory to remember.
Why continuity plans fail
Most continuity plans are written about the building: the power, the warehouse, the server. Companies rarely lose a building. They lose a person, on an ordinary Tuesday, with two weeks' notice. The process that person ran turns out to be documented nowhere. Nobody can take it over, because no one classified the role as critical. And the team that remains cannot absorb the work, because headcount was set by the budget rather than by the workload. You find all of this out at the worst possible moment, and you start building the plan from a blank page.
What changes after this course
You stop starting from a blank page. You have a scored picture of your current state, a risk register with owners, a named second person for every critical role, a headcount calculation you can defend, a crisis response with the wording already drafted, and a recovery plan for the operation. Each of these is a file or a slide you fill in, not a concept you have to turn into a document yourself.
What is inside: 399 tools, counted file by file
You do not have to take this number on trust. Open any lecture and read its description: every tool inside is listed there by name.
Where the tools are, stage by stage
Who is teaching
I am Mike, the #1 HR instructor on Udemy, with 1,800,000+ course enrollments from 170,000 students, and the author of about 200 books on Amazon. I built the people system at Preply as it became a unicorn and worked at Wargaming, iDeals and Alfa-Bank across 20 years in HR. I hold PHRi, SHRM-CP and HCI sHRBP certifications and represent HRCI in Eastern Europe.
I have experienced how regular drills prepare people to respond to a crisis. At Wargaming, our office occupied 16 floors, and firefighters created smoke in parts of the office before an evacuation alarm. We practised getting out and finding space for everyone, with drills held every six months. After several drills, people were more organised and better prepared to respond to a real crisis. That experience informs the preparedness and response tools in this course.
How the course runs
First you measure where you stand. Then you list your risks and assign owners. Then you find the roles the business cannot lose and build a bench for each. Then you check whether your headcount matches the work. Then you prepare the response for the day things go wrong, and finally you rebuild the operation so it does not depend on any single person. You can also skip straight to the stage you need: every lecture carries its own tools.
What is included
Where to start
Name one person whose resignation this month would genuinely hurt, then write down who would do their work on the Monday after. If you cannot finish that sentence, you have found your first risk, and the first tool to open. Every month without a second person for that role is a month the business runs on luck. Enrol now and start your first lesson today.