How to Help Workers Affected by a Global Crisis
When the world tilts — through war, pandemic, economic collapse, or natural disaster — businesses are no longer bystanders. They are not only economic actors but emotional anchors for their employees. Whether it’s an unexpected invasion, a policy earthquake, or the creeping, grinding stress of a deteriorating global order, the effects of a crisis bleed into the workplace. Leadership today demands not just operational foresight, but emotional intelligence and structural support. In this new landscape, helping workers through a global crisis is not just the humane thing to do but an essential part of business resilience.
In 2025 alone, workplace anxiety rose 35%, with burnout and disengagement reaching record highs [1]. Gallup reported that 44% of workers feel burned out “always” or “often” [2]. This is more than simply a morale issue. The businesses that recover quickest are those that support their people most robustly. According to Deloitte, companies with structured resilience strategies saw 26% higher retention during downturns [3].
So how do you lead through the chaos?
Start with understanding
No two employees respond to crises in the same way. Depending on their background, location, or past traumas, the same event may land very differently. “Employers simply don’t know enough about employees’ lives to know who may or may not be affected,” says Tiamo Katsonga-Phiri, a trauma specialist at the University of Denver [4]. A staff member from Eastern Europe may be triggered by conflict in Ukraine. Countless workers with family in the Middle-East right now will be experiencing high levels of stress. Any number of others may carry invisible scars from earlier crises.
To lead effectively, managers must be curious without being invasive. This means asking questions like, “How are you doing today, really?” and being prepared to simply listen. Richard A. Smith of Benton + Bradford Consulting stresses that “attentively listening without judgment will be more impactful than empty platitudes” [5].
Communicate
One of the most repeated pieces of advice from crisis leaders? Say something. Silence — especially from the executive suite — is not interpreted as neutrality. It’s read as apathy or ignorance. “What to say is just one part of the equation. When, where, and how to say it matters just as much,” says workplace culture expert Jessica Kriegel [6].
The key is balance. Leaders don’t need to have all the answers, but they must show they’re paying attention. A McKinsey study found that transparent leadership increased employee satisfaction by 28% during crisis periods [7]. As one Forbes Council member put it, “Employees don’t need perfectly crafted corporate responses — they need human connection” [8].
Mental health
The psychological fallout of global crises is often invisible until it manifests in burnout, absenteeism, or workplace conflict. Symptoms can range from difficulty concentrating to irritability, exhaustion, and disconnection [9]. For many employees, what they need is not a poster about mental health awareness but immediate, confidential support they can access without stigma.
Employee Assistance Programmes (EAPs), and especially International EAPs (iEAPs), are increasingly essential. These offer remote counselling, trauma recovery sessions, grief support, and mental health training for managers — all through a global platform. “An EAP really comes into its own when something happens,” says James Carrick of Engage Health Group. “It’s a way of saying: we’ve got you” [10].
In the wake of Covid-19, many businesses enhanced their mental health offerings, including on-demand therapy, resilience coaching, and subscriptions to mindfulness platforms. Google, for example, embedded resilience training into its onboarding process [11].
But the most impactful gestures are often the simplest. “Empathy, flexibility, and open-door policies are critical,” says Pukar Hamal of SecurityPal Inc. “Let employees speak about what they’re going through without fear or judgment” [12].
Establish operational buffers
During a crisis, productivity will dip. The question is not how to prevent this, but how to soften the impact. Smart leaders build in slack — not just in systems, but in schedules. This might mean redistributing workloads so affected employees can take time off, as suggested by EquityBright’s Kaimen Banda: “It’s about people — if you take care of them, they will return the favour” [13].
Operational buffers also include financial ones. Cherry Sze, founder of Seraph Studio, set up a Crisis Emergency Fund after experiencing pandemic disruption. “A strong financial safety net ensures teams can focus on innovation without fearing downturns,” she said [14]. Transparent crisis funds, paid leave policies, and hardship grants don’t only show care. They reduce attrition and build loyalty.
Even small gestures matter. Providing lunch stipends for employees stuck at home during a natural disaster, or flexible hours for those calling family in conflict zones, can offer moments of relief amid chaos.
Maintain structure — but offer flexibility
Structure is grounding during uncertainty. But rigidity is counterproductive. In times of global upheaval, work routines can be a refuge, but they can also be a burden. Leaders must walk a tightrope between stability and accommodation.
For some, work may provide focus and distraction. For others, it becomes an added stressor. The key is flexibility. Give employees the autonomy to choose what they need, whether that’s more time off, fewer meetings, or just space to think. Flexibility also includes information flow. One team might need daily check-ins; another may prefer asynchronous updates. Leaders must calibrate, not dictate.
Create space for action
Helplessness is one of the most corrosive emotions during a crisis. Enabling employees to take action, even in small ways, can help restore a sense of control. This might mean organising a volunteer day, setting up donation drives, or matching funds for humanitarian causes. “When employees can do something that helps, it is very helpful,” says Barrett [15].
Companies like Michael Stars mobilised quickly during the California wildfires, distributing supplies and directly supporting local aid organisations. Suzanne Lerner, the brand’s co-founder, noted that “action created purpose — both for us and for the community” [16].
Employees don’t expect their companies to solve global problems. But they do expect them to care.
Don’t assume neutrality means inaction
Some crises are logistical: earthquakes, power cuts, pandemics. Others are political or ideological — wars, social unrest, government overreach. These are more difficult to address internally. Emotions run high. Conversations are raw.
But disengaging entirely, particularly when employees are visibly affected, can send a damaging message. Edward Segal, writing for Forbes, argues that “silence can generate rumours or speculation” and create a secondary crisis of trust [17].
This does not mean taking sides. It means acknowledging reality. A simple note from leadership can create a sense of safety, even something as simple as: “We know these events are affecting many of you…”. Providing ground rules for discussions, as Cassandra LeClair of Texas A&M suggests, can also prevent escalation: “Create an environment where employees feel supported without being pressured to engage” [18].
In short: don’t be afraid to name what’s happening. And don’t confuse neutrality with avoidance.
Plan before you need to
Crisis is not an if. It’s a when. Organisations that wait until disaster strikes to design their response plans are already behind. From medical evacuations to communications protocols, the best responses are pre-scripted.
During the pandemic, Timber Trading Agency International worked with Engage Health Group to implement a medical evacuation plan for employees across four countries. When one vulnerable employee in rural Ghana needed emergency assistance, the plan was already in motion [19].
Regular crisis simulations, as conducted by firms like Goldman Sachs, ensure preparedness. According to the Financial Times, businesses that conduct regular stress drills recover 37% faster from disruptions [20].
The future will demand more of employers
The nature of work is changing. So is the role of the employer. As political volatility, climate disasters, and technological disruption intensify, businesses must become centres of not just economic productivity but human resilience.
As Ashira Gobrin, Chief People Officer at Wave, put it during the Covid crisis, “All the skills we’ve focused on developing — empathy, adaptability, critical thinking — are now more valuable than ever” [21]. The future of work will belong to those who treat employees not just as assets but as people navigating an increasingly chaotic world.
This is not a temporary shift. It’s the new leadership mandate.
Because in a time of crisis, people won’t remember the profits you made. They’ll remember how you made them feel.
Sources
[4] https://www.hrdive.com/news/5-ways-to-support-employees-affected-by-global-crises/619687
[8] https://www.forbes.com/councils/forbesbusinesscouncil/2025/03/10/how-leaders-can-support-their-employees-in-times-of-crisis-or-disaster
[9] https://www.hrdive.com/news/5-ways-to-support-employees-affected-by-global-crises/619687
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