An excellent article in Backpacker magazine discussed five emotional aspects of preventing deadly threats.
Although the "threats" facing human relations professionals might not be as extreme as dangling from a cliff, we're certainly guaranteed a turbulent future. For related perspectives, see Insights for HR from Various Fields.
Five emotional intangibles for HR survival
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Assess risk — As the article asks, "What's the worst thing that could happen if I do this?" Another helpful question is, "Whose judgment would I be concerned about if things didn't work?"
You should also ask, "What's the worst thing that could happen if I don't do this?" That gives a broader understanding of the risk. For example, a renewed economic downturn would affect the whole company. If the downside is extreme, have a contingency plan: how would HR help manage a 15%–30% drop in revenue?
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Stay calm — The article recommends that you "take control by forcing yourself to slow down." When you're used to running at high speed, stop, breathe, and think.
Give yourself the opportunity to find a calm place for observation and reflection before making major staffing or policy moves.
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Set priorities — "You need to be able to survive the conditions you're in. Assess your situation and determine your most pressing needs."
Not all HR risks are equal. Making a poor hire is a frequent, serious risk; failing to address a damaging performer or an employee who harms the brand on social media is another. Identify the three greatest risks your company faces and document how you will address each.
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Be a leader — In risky times, resist groupthink by discussing scenarios up front. Encourage open discussion of potential problems and responses.
Give each HR team member and relevant manager a specific assignment to focus on during risky periods so responsibilities are clear and action is organized.
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Stay positive — The article notes that "a powerful desire to keep living leads directly to successful survival stories." You don't have to be comfortable to survive difficult situations.
A powerful desire to be a strategic HR leader leads directly to successful career outcomes, so cultivate resilience and a forward-looking outlook.
Risk management is an exercise in logic and emotion. To reduce exposures, HR professionals must use both; consider how external expertise and planning resources can support your efforts, for example by reviewing options like Human Resource Consulting Services Insurance.
Frequently Asked Questions
What should HR prioritize during an economic downturn?
Prioritize cash preservation, critical roles, and legal compliance; identify where reductions or redeployments will have the least long-term harm.
How can HR assess workforce risk effectively?
Use a simple risk matrix: likelihood versus impact for hiring mistakes, turnover, compliance failures, and reputational issues to rank and address risks.
When should HR consider outside help like consulting or insurance?
Consider outside help when internal capacity or expertise is insufficient to plan for large disruptions, or when specialized coverage and risk-transfer options are needed.
How can HR maintain morale while making tough decisions?
Communicate transparently, involve managers in planning, and focus on fair, consistent processes to preserve trust and engagement.