HR When Things Are Wobbly
- Rachel Nelson
- Apr 8
- 4 min read
In recent weeks, events in the Middle East have once again reminded organisations how quickly global instability can unsettle the workplace.
Escalating tensions and security concerns across the region have already prompted some organisations to shift employees to remote work and review travel plans in order to protect staff and maintain operations. Some staff who have taken jobs in the region due to start in August are now nervous about relocating and whether their start dates or assignments will proceed.
Even for schools far from the immediate conflict zone, the emotional and practical impact on employees can be significant. Many staff have family, friends, or professional ties in the region. Others are absorbing a constant stream of distressing news. Global crises rarely stay outside the school gates.
For HR and school leaders alike, moments like this are when the human side of leadership matters most.
Recognising the Emotional Impact
During periods of global conflict, employees may experience anxiety, sadness, helplessness, or distraction, particularly if they have personal connections to affected regions.
In international schools and globally connected organisations, this effect is often amplified. A single staffroom might include colleagues from multiple countries, each experiencing the news through a different lens.
Ignoring the situation does not reduce the impact. In fact, silence from leadership can increase anxiety. Research on workplace wellbeing during global crises shows that employees benefit when organisations acknowledge the situation and recognise that people may be struggling.
The goal is not to take a political position. It is to acknowledge the human reality that global events affect the people who make up your organisation.
The Role of Communication
When things are uncertain, communication becomes one of the most important responsibilities of HR and leadership.
A common mistake organizations make during unstable periods is waiting for complete information before communicating. In reality, employees often appreciate simply hearing from leadership, especially since 'complete information' is a moving target that rarely, if ever, arrives.
Sometimes the most honest message is simply: “We do not have an update right now, but we wanted to check in.”
That kind of communication does several things. It reassures staff that leadership is paying attention. It signals that employee wellbeing matters. And it prevents the rumour mill from filling the silence.
A helpful rhythm during uncertain periods might include:
Short weekly updates from leadership
Clear information about what is known and what is still uncertain
Reminders of available support resources
A standing invitation for employees to raise questions or concerns
Even when the answer is “we don’t know yet,” responding matters. Employees are often less concerned about uncertainty than they are about feeling ignored.
Social and Emotional Support Strategies
Supporting employees during uncertain times does not always require large new programmes. Often it is the small, human actions that make the biggest difference.
1. Encourage supervisors to check in regularly
Managers are often the first people employees speak to when they are feeling overwhelmed. Encourage leaders to maintain regular one-to-one conversations and ask open questions about wellbeing.
Simple questions like “How are you doing with everything going on right now?” can open important conversations.
2. Acknowledge that people may be affected in different ways
Some employees may want to talk about the situation. Others may prefer to focus on work. Both responses are valid. Creating space without forcing discussion allows employees to engage in ways that feel comfortable.
3. Remind staff about wellbeing resources
If your organisation has an employee assistance programme, counselling services, or wellbeing support, this is the moment to highlight them. These services can reduce stress and help employees access professional support when needed.
Often employees forget these resources exist until they are reminded.
4. Protect psychological safety
Leaders should reinforce the importance of respectful conversation in diverse workplaces. Global conflicts can trigger strong opinions, but workplaces must remain environments where all staff feel safe and respected.
Setting clear expectations about professionalism and empathy helps maintain trust across teams.
5. Offer flexibility where possible
Some employees may need flexibility to manage family concerns, follow news developments, or support relatives in affected regions. Small adjustments to schedules or workload can reduce stress and demonstrate organisational care.
Clarity for Incoming Staff
For new hires due to join in August, clarity is essential.
These individuals have already made significant life decisions, and uncertainty about their roles or relocation can quickly erode trust. Communicate clearly about where each person stands, confirm whether roles remain secure, and outline current plans.
If plans are still evolving, now is the time to define them. Work through best case and contingency scenarios so there is a clear direction, even if circumstances change. With April already here, having a well considered plan in place is not optional, it is necessary.
Keep the School Steady
Periods of uncertainty test organisational culture. They reveal whether communication is transparent, whether leaders are visible, and whether people genuinely feel supported.
From an HR perspective, the goal is not to eliminate uncertainty. That is rarely possible. Instead, the aim is to create stability in how the organisation responds.
That means consistent communication, compassionate leadership, and a willingness to listen.
Resilient workplaces are not the ones that avoid disruption. They are the ones where employees know that, even when the world feels uncertain, their organisation will respond with clarity, empathy, and steadiness.
And sometimes the most powerful message HR can send during turbulent times is a simple one: "We are here. We are listening. And we will keep you informed, even when the answer is that we do not yet have one."
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