THE STRATEGIC HR MANAGER

Sanjeewaka Kulathunga discusses the role HR professionals play during a crisis

Almost as soon as the COVID-19 pandemic was contained in the island, Sri Lanka began facing its worst economic crisis due to hyperinflation and an escalating external debt burden that decimated its foreign exchange reserves.

This critical time drastically changed both the social and political landscapes of the country, and it’s evident that this situation has caused havoc in the lives of all Sri Lankans across the land.

The prolonged economic crisis has put human resource (HR) professionals and business leaders under pressure to accomplish corporate objectives amidst enormous challenges.

Businesses are seeking new ways in which to engage their staff, drive productive performance behaviour and retain employees – while assuaging their grievances and the distress caused by economic pressures.

HR should have the prime responsibility to steer their fellow employees through this economic upheaval. They can promote both the organisation’s vision and mission, and the wellbeing of the workforce, through cohesive engagement.

Most organisations are struggling to maintain their day-to-day business activities under this heavy economic pressure. They have to make tough decisions such as cost reduction in welfare benefits, laying off employees and so on.

As a result of shortages of fuel and other necessities, daily power cuts and the resultant negative impact on employees’ lives, businesses are compelled to focus on how tasks can be performed productively without adequate resources and time to prepare for an unexpected transition.

Employee motivation, engagement and satisfaction have long been major priorities in human resource management. These have a strong influence on individual employee performance in an organisation.

In Sri Lanka however, the economic collapse has put a lot of strain on people regardless of their job or position in the orga­nisation. Increased anxiety and stress levels have been wreaking havoc on employees’ mental and physical wellbeing, as well as performance.

It’s vital that human resource managers play a role in alleviating economic and social pressures on employees by creating opportunities for them to communicate their concerns, issues and solutions as a group. Taking care of the workforce is not only a humanitarian act but also a sustainable HR practice.

In this case, the mental wellbeing of employees can only be improved through a collaborative effort and mutual understanding between human re-source leaders and workers in these challenging times.

Core values should be frequently outlined in corporate strategies and displayed on communications platforms. These must be converted into tangible and productive performance behaviour for employees.

Today, uncertainty surrounding the economic crisis should motivate corporate and HR leaders to uphold core values, and take care of the basic needs of employees.

It is essential to provide the workforce with a sense of certainty and security, and to demonstrate organisational commitment to corporate values. Ultimately, authentic dedication to core values in the business environment becomes a visible testimony of whether those are a true reflection of the organisational ethos or merely words in a document.

Workers need to be comforted during times of uncertainty. If their earnest demands aren’t taken into account, they may lose confidence in both corporate and HR leadership. Doubtful speculation may have a detrimental impact on both individual and organisational performance.

Regular communication with the workforce is essential for addressing their economic concerns and social issues. This also helps build mutual trust in business operations and refocus attention on getting the job done.

In an economic and social crisis, a human resources department can act as the main channel for internal communications. It can ensure that business websites or intranet sites are updated with vital information such as HR policies and procedures, employee contact lists and organisational announcements whenever necessary.

The human resources department can also collaborate with top leadership to ensure that crisis communication is consis­tent across the organisation and provide feedback from staff to management to make modifications in the messaging.

HR managers in Sri Lanka are facing enormous difficulties, and should be innovative in crafting human resource measures and policies that can deliver on promises to employees according to the core value system.

Following proper ethical guidance, HR leaders must be conscious of and sensitive to the prevailing economic crisis, and its inevitable impact on organisational performance. They must create a sense of certainty and comfort for every employee – regardless of their position or role – through a sustainable HR strategy.