3 steps for developing a Covid-19 crisis and resilience plan

Universum has released a report outlining some of the steps HR leaders should be taking right now if they haven't done so already.

Universum has released a report titled Shaping Up For The Downturn, which outlines the role talent leaders should play during the economic downturn driven by Covid-19. It establishes the changes that are likely to last beyond the immediate crisis and looks at the steps that recruiters, employer brand managers, and employee engagement professionals should take to continue to be able to manage their people and talent pipeline effectively.

Here are three key takeaways regarding steps that HR leaders should be taking:

1 Publish an Employee Resource Guide

This is a living document that should be accessible to all employees and will mirror many elements of the talent contingency plan. In it, an employer clearly defines to its employees what it is doing about important issues such as workplace safety, travel guidelines, international workers, relevant health insurance and plan administration details such as modifications to existing plans in response to Covid19, wage implications, employee leave guidelines, and any other workplace regulations and protocols impacted by the coronavirus crisis. 

2 Organise an employee resilience task force

Universum recommends that organisations put together an internal task force to bolster the emotional resilience of your employees and offering them immediate relief from the stresses they face. This group will be responsible for understanding how Covid-19 is affecting employees personally, and how your company can help support your workforce and their families during this time. It should also examine employees’ reactions to the company’s short-term, crisis-driven decisions. 

3 Develop a talent contingency plan

Many businesses are in the throes of developing business contingency plans, which address issues such as contractual risks, cash planning, insurance coverage, operational risks, and financial forecasting. Talent leaders must ensure that they are involved in these contingency planning conversations because workforce contingencies are a critical part of the conversation.

These contingencies must include steps for protecting health and safety of staff, including the following: the identification of high-risk or vulnerable employees; staying abreast of and complying with local laws and recommendations; establishing and communicating procedures for when staff feel sick or are diagnosed with coronavirus, and assuring sufficient inventory of safety equipment other essential materials Issuing or updating travel guidelines Developing work-from-home plans and resources.