The Role of HR in Crisis Response and Business Continuity

CHROs representing some of Chicago’s largest organizations met virtually to discuss the role of human resources in business continuity amidst the unprecedented challenges of COVID-19. At the time of the town hall on April 22, Illinois remained under “shelter in place” orders and plans for returning to work were still on an uncertain timeline. 

In this virtual gathering, participants discussed their crisis response plans. To set the stage, Chicago CHROs responded to a survey prior to the town hall indicating the following:

36% are continuing standard business operations at a reduced level

49% expect to return to standard business operations in less than 3 months 

50% report a high or extremely high impact on their organization’s revenue

52% predict a high or extremely high impact on their organization’s budget

The discussion was led by Kane Calamari, senior vice president and CHRO of Ace Hardware; Rebecca Snow, senior vice president of people & organization at Mars Wrigley Confectionery; Michelle Hay, global CHRO at Cushman & Wakefield; and Rusty Bland, senior vice president of people engagement & serving at KeHE Distributors. They represent different sectors and industries and shared their experiences as leaders of global food, retail, and commercial real estate companies.

Immediate Response for CHROs 

CHROs focused on ensuring employee health and safety and transitioning to a remote workforce in the immediate aftermath of the crisis. Now that several weeks had passed with remote work enabled, the CHROs were starting to think about what happens next for their employees. Several talked about the crisis in terms of phases: immediate aftermath, the return to work, and the new normal. 

One CHRO referred to it as COVID-hot, COVID-normal and COVID-new normal to describe not only the phases, but what different regions of a global company could be experiencing. For instance, New York was still considered COVID-hot at the time, while states that were beginning to allow offices to open back up were entering COVID-normal. 

All agreed that there was going to be an extended period of COVID-normal while employers figured out new policies to ensure employee safety – and this “normal” state was not going to look like the previous workplace. 

Employee Communications & Collaboration

The CHROs reflected on a few positive changes in employee collaboration and communications as a result of working from home. One noted that their organization had video conferencing available for ages, but nobody routinely used video for calls until now. Another executive agreed that the “Zoom barrier has been broken,” meaning literally everyone is comfortable with video conferencing at this point. 

The HR leaders are also promoting more engaging and authentic employee communications from live streams with executives to trivia and virtual happy hours. They also stressed the importance of 1:1 meetings and making sure that managers are checking in on the well-being of direct reports, not just running through to-do lists.

Several said they had conducted emotional conversations, such as reassuring essential workers that their workplace was safe and clean. They noted that it’s difficult to communicate that the company is balancing personal safety with the need to try to keep the business running. They expect this to be an ongoing challenge as offices begin to re-open.

If employees are not feeling safe, they won’t be productive.

Future Outlook for HR Leaders

CHROs discussed what the future holds – even though it’s difficult to predict the shifts in behavior that might result from these unprecedented changes to work life. Much about working remotely has gone well, and CHROs wonder what that will mean returning to the office. One noted that even the mindset has changed around remote work for cultures that did not embrace it before. They believe this experience has opened the door to a more flexible work environment.

The relative success of remote work is challenging many norms. CHROs are thinking about what it means for high-touch organizations that were used to travel and face-to-face business. Is that needed now that they’ve succeeded without it? Several had a similar thought about professional development; they had been doing some remote learning but see an opportunity to take it to a new level. Another CHRO noted their virtual town hall got the best feedback of any they had ever done, leaving them wondering why they wouldn’t continue holding them virtually in the future. 

Thoughts from the Community

The Chicago community had a robust discussion about everything from CDC guidance to psychological safety and from bonus pay to performance management. Most HR leaders agreed that they are following CDC guidance and local rules versus creating their own roadmap for workplace re-entry.

They are taking many measures to prepare for employees to return, including creating six-foot workspaces, implementing one-way directions around office floors, showing people where to stop and stand and figuring out policies on masks. HR leaders noted that these steps also create psychological safety, an element they see as crucial for people returning to work.

In terms of goals, it’s nearly impossible to follow the original 2020 plans under the current circumstances. Some will wait for the second half of the year to adjust goals and targets. Several CHROs with essential workers implemented a “service bonus” each week in recognition that those employees were taking risks to come to work.

by CHROs, for CHROs

Join the conversation with peers in your local CHRO community.