Farruh Habibullaev

I’m grounding this in guidance that consistently appears across crisis leadership and employee well-being research from major institutions—especially Harvard Business Review and Harvard Kennedy School—plus established HR practice bodies. “What HR Can and Must Do for Employees in Iran During an Active Political Crisis” M. Bornafar In an active political or social crisis, HR’s role changes fundamentally. It becomes about safety, stability, clarity, and trust. 1) Put physical safety first HR must quickly define minimum viable operations: who is essential on-site, who can work remotely, and which activities can pause. Exposure should be reduced through shift rotation, limited travel, and canceling non-critical meetings. Clear trigger-based decisions (“if X happens → we do Y”) help teams act calmly instead of reacting in fear. 2) Form a small crisis decision cell HR should not operate alone. A lean crisis cell (HR, Operations, Legal/Compliance, IT/Security) enables fast, aligned decisions. This group sets daily guidance on attendance, remote work rules, safety protocols, payroll continuity, communications, and escalation paths—preventing mixed messages. 3) Stabilize the basics: pay and attendance protection In crisis, uncertainty around pay creates the highest anxiety. Payroll continuity, transparent pay dates, and contingency plans build trust. Where possible, short-term emergency support and clear protection for safety-driven absences reduce fear and absenteeism. 4) Communicate to reduce panic, not amplify it Crisis communication must be predictable and factual. One short daily update is better than silence or constant reactive messages. Employees need to know: what we know, what we’re doing, what to do today, and where to ask for help. Manager scripts ensure consistency and reduce rumors. Communications must remain non-political and focused on safety and operations. 5) Apply trauma-informed people management Ongoing crisis is psychologically destabilizing. HR should train managers to recognize overload, respond with empathy, avoid shaming, and offer realistic flexibility. “Always-on” expectations should be reduced, breaks normalized, and confidential support channels clearly communicated. 6) Prevent internal conflict and discrimination Political crises can divide teams. HR must set firm rules: no harassment, no targeting, and no coercive political behavior at work. Safe reporting channels and fast intervention protect psychological safety without policing personal beliefs. 7) Learn weekly and adapt A short weekly after-action review helps identify what broke, what employees struggled with most, and which policies need simplification. This turns crisis response into organizational resilience. Final thought In unstable environments, HR becomes a stabilizing system. The goal is not perfection—it is to help people feel safe, paid, informed, and treated with dignity while uncertainty continues.

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