Crisis Management And Hr Adaptation In Times Of Organizational Restructuring

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Crisis Management And Hr Adaptation In Times Of Organizational Restructuring – Too much stress can affect performance and organizational success. However, Through people-centered planning and feedback, organizations can help build employee resilience and adapt them to the business.

The root cause of a crisis is often beyond our control, which can exacerbate stress and its effects on the brain and body. However, People do not always suffer emotional or physical harm. Crises should not define them in a negative way. By reducing stress and increasing resilience, people can cope with challenges and grow adaptively. Through personal motivation and support systems, leaders can not only support employees during crises, but also help them build resilience through uncertainty that will help them cope with future stressors and lead people to amazing results when they do arise. On the other hand, the situation is a crisis. 1

Crisis Management And Hr Adaptation In Times Of Organizational Restructuring

Crisis Management And Hr Adaptation In Times Of Organizational Restructuring

In fact, people spend more time at work than in any other daily activity, and the effects of stress can have a significant impact on work. Indeed, Toxic stress caused by a crisis can deplete individual and broader human capital.

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Personal health; In addition to the visible effects of crises on family and financial stability, long-term toxic stress can affect the part of the brain responsible for executive functions. This negative effect affects working memory; attentional control; Cognitive flexibility and problem solving—the cognitive processes that make people efficient and productive in both their personal and professional lives—can be affected.

Crisis Management And Hr Adaptation In Times Of Organizational Restructuring

In addition, When a crisis spreads, As with COVID-19 and other recent events, Stress can reduce the overall health and productivity of a company’s employees, with dire consequences for the entire business.

In this article, It focuses on how leaders can help their people and organizations adapt after crises by helping individual employees develop resilience. It provides a level of stability during crises and allows a company backed by a resilient workforce to move forward and thrive in a potentially changing world and business environment.

Crisis Management And Hr Adaptation In Times Of Organizational Restructuring

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No matter what your business is, having a workforce behind you can help you rally as an organization to create opportunity when you get through a crisis.

Caring for your people by helping them cope with stress protects the investment you’ve already made in them; This can protect your investment in your business.

Crisis Management And Hr Adaptation In Times Of Organizational Restructuring

Stress is a ubiquitous word and experience. We all know what stress means to us, but how we define it; It doesn’t mean we experience it or react to it in the same way. In fact, there is more than one type of stress, and people’s responses to each type can vary.

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Generally speaking, people like good stress. Research shows that there are three types of stress: tolerable stress and acute or toxic stress.

Crisis Management And Hr Adaptation In Times Of Organizational Restructuring

Unpredictable and uncontrollable events in the world around us can create an overwhelming and relentless pattern of toxic stress that overwhelms people’s ability to cope with everyday stress.

Overwhelm is a toxic stress wave. It is a large, attacks, often without warning; without any useless purpose; Without targeted intervention, it exposes those who experience it to serious mental and physical health consequences.

Crisis Management And Hr Adaptation In Times Of Organizational Restructuring

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When toxic stress builds up or people reach an overwhelming state during a crisis. Active interventions may be needed to relieve stress, along with building resilience in the short and long term. Reducing toxic stressors and increasing resilience enables successful adaptation on the other side of stressful events.

Resilience is often defined as being able to “bounce back” from adversity, but when it comes to toxic stressors during a crisis. We may benefit from a more hopeful definition. Therefore, In building resilience, leaders must have stability on the other side of adversity; or flexible; And they may find it more effective to try to improve their teams’ ability to move forward through the transition period.

Crisis Management And Hr Adaptation In Times Of Organizational Restructuring

Resilience is a mental muscle that needs to be maintained to overcome short-term challenges and compensate for lifelong challenges. Building resilience isn’t always the most enjoyable activity, but if it’s purposefully developed and maintained, it can pay dividends. It’s easier said than done: even though many of us believe that we are very mentally and emotionally resilient. Evidence suggests that we may be overestimating our resilience to stressful events.

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For workers who have not yet developed resilience, the consequences of toxic stress can be shorter and the slippery slope becomes shorter as stressors and durations increase. for example, Lack of sleep due to stress, blood pressure, cortisol levels; Increases inflammation and insulin levels and, over time, cardiovascular disease; It can lead to obesity and diabetes.

Crisis Management And Hr Adaptation In Times Of Organizational Restructuring

Lack of sleep can also lead to memory impairment. Some of the brain disorders that can affect concentration and executive functions include fear, anxiety, and depression. These are areas that regulate anxiety and aggression. It is the ability of workers to learn, It can affect their ability to remember and make decisions and increase their anxiety and depression levels.

The consequences of these negative impacts on organizations are mainly divided into two categories: loss of productivity and direct financial impacts.

Crisis Management And Hr Adaptation In Times Of Organizational Restructuring

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Research shows that stressed workers are significantly less productive than non-stressed workers. One-third of scheduled work hours or reduced productivity at work due to “personeteism”; Research shows that nearly a day is lost every month due to work performance problems. .work more famous cousin, Truancy.

Direct financial impacts include increased health insurance claims; short-term and long-term disabilities; This can include costs associated with increased employee turnover (sidebar, “Employee Experience and Its Impact on Customer Service”).

Crisis Management And Hr Adaptation In Times Of Organizational Restructuring

As stress increases, so can customer service levels. Direct financial impacts include increased health insurance claims; This may include costs associated with short-term and long-term disability and increased employee turnover.

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Companies in the top quartile for employee experience are 25% more profitable than their competitors in the bottom quartile.

Crisis Management And Hr Adaptation In Times Of Organizational Restructuring

Companies that have created a seamless and innovative HR experience experience twice as much customer satisfaction as reflected in their Net Promoter Score.

The link between individual stress and productivity is significant, and when a crisis affects an entire workforce, its cumulative effect can disrupt business operations. However, This outcome is not predetermined; A transition from toxic stress to a more resistant and productive form is associated with the development of resilience. Building resilience is not only an important part of response or planning, but often for crisis situations associated with natural disasters. It is also typically an important part of an organization’s overall employee wellness strategy.

Crisis Management And Hr Adaptation In Times Of Organizational Restructuring

The Secret Of Crisis Management Is Not Good Vs. Bad, It’s Preventing The Bad From Getting Worse.” — Andy Gilman

In particular, Organizations and leaders have much to offer their employees in managing stress and building resilience. within a framework; Organizations can focus on three time frames for interventions to mitigate the effects of toxic stress and build resilience among workers: preparedness; and response and recovery.

In the readiness phase, Organizations can proactively create positive employee experiences and provide resources for employees to continuously manage their stress and build resilience. Leaders can play a key role in the employee experience, including developing psychological safety in the workplace. There are many options for doing so, including providing strong benefits and wellness programs, and even making a difference in communities. They live.. their workers live.

Crisis Management And Hr Adaptation In Times Of Organizational Restructuring

Or you work You feel trusted and respected while maintaining your authenticity while learning and collaborating without fear of negative consequences.

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In the long run, employees thrive in such an environment, where engagement and learning; Manifesting increased productivity and collaboration.

Crisis Management And Hr Adaptation In Times Of Organizational Restructuring

However, အကျပ်အတည်းကာလတွင် စိတ်ပိုင်းဆိုင်ရာဘေးကင်းမှုနှင့်ဆက်စပ်နေသော အပြုသဘောဆောင်သောစိတ်ခံစားမှုများ (ဥပမာ၊ ယုံကြည်မှု၊ ယုံကြည်မှု၊ ဆက်ဆံရေး) သည် လူများကို ပိုမိုခံနိုင်ရည်ရှိပြီး စိတ်အားထက်သန်လာစေရန် ကူညီပေးနိုင်သောကြောင့် ၎င်းသည် ပို၍အရေးကြီးလာသည်။

ဝန်ထမ်းများ၏ သုခချမ်းသာနှင့် စိတ်ပိုင်းဆိုင်ရာ လုံခြုံမှုသည် လုပ်ငန်းခွင်ထက် ကျော်လွန်နေရမည် ဖြစ်ပြီး သုခချမ်းသာ အစီအစဉ်များသည် ပြောင်မြောက်သည်ဟု ထင်ရသော်လည်း ဝန်ထမ်းများ၏ ဖိစီးမှုကို လျှော့ချရာတွင် မည်သည့်အဆင့်တွင်မျှ လျစ်လျူမရှုသင့်ပေ။ နှစ်များတစ်လျှောက်တွင် ခေါင်းဆောင်များသည် ၎င်းတို့သည် ကုန်ထုတ်စွမ်းအားနှင့် အမြတ်အပေါ် ဖိစီးမှု၏ အနုတ်လက္ခဏာဆောင်သော သက်ရောက်မှုများကို လျော့ပါးသက်သာစေသည့် နည်းလမ်းတစ်ခုဖြစ်ကြောင်း ခေါင်းဆောင်များက အသိအမှတ်ပြုခဲ့ကြောင်း မှတ်သားထားရန် အရေးကြီးပါသည်။

Crisis Management And Hr Adaptation In Times Of Organizational Restructuring

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ဤပရိုဂရမ်များ၏ရရှိနိုင်မှုနှင့် ဖြန့်ဝေမှုသည် အလုပ်သမားများအား ၎င်းတို့၏ကိုယ်ပိုင်သုခချမ်းသာနှင့်ပတ်သက်သော ထိန်းချုပ်မှုဆိုင်ရာအတွင်းပိုင်းအချက်အချာတစ်ခုဖန်တီးရန်၊ အပြုသဘောဆောင်သောဆုံးဖြတ်ချက်များချရန်နှင့် အဆိပ်အတောက်ဖိစီးမှုပျံ့နှံ့လာသောအခါတွင် ၎င်းတို့အား အရေးယူဆောင်ရွက်နိုင်ရန် အခွင့်အာဏာပေးနိုင်သည်။

ကြိုတင်ပြင်ဆင်မှုအဆင့်အတွင်း၊ အဖွဲ့အစည်းများသည် မူလကြိုတင်ကာကွယ်ရေးအစီအမံများဟုခေါ်သည် သို့မဟုတ် ပိုမိုကျယ်ပြန့်သောဝင်ငွေ၊ ပညာရေးနှင့် အိမ်ရာအစီအစဉ်များအပါအဝင် မတည်မငြိမ်ဖြစ်စေနိုင်သော လူမှုရေးဆိုင်ရာအချက်များအား ကိုင်တွယ်ဖြေရှင်းပေးသည့် ရပ်ရွာသက်ဆိုင်သူများနှင့် ထိတွေ့ဆက်ဆံခြင်းဖြင့် ၎င်းတို့လုပ်ဆောင်နိုင်သည့် လုပ်ဆောင်ချက်များကို ထည့်သွင်းစဉ်းစားနိုင်သည်။

Crisis Management And Hr Adaptation In Times Of Organizational Restructuring

ဝန်ထမ်းများ၏ သုခချမ်းသာနှင့် စိတ်ပိုင်းဆိုင်ရာ ဘေးကင်းရေးသည် လုပ်ငန်းခွင်ထက် ကျော်လွန်နေရမည် ဖြစ်ပြီး သုခချမ်းသာ အစီအစဉ်များသည် ပြောင်မြောက်သည်ဟု ထင်ရသော်လည်း ဝန်ထမ်းများ၏ ဖိစီးမှုကို လျှော့ချရန်အတွက် မည်သည့်အဆင့်တွင်မျှ လျစ်လျူမရှုသင့်ပေ။

Why Does Business Resilience Matter For Your Organisation?

အကျဉ်းချုပ်အနေဖြင့်၊ အဆင်သင့်အဆင့်တွင်၊ အဖွဲ့အစည်း၏ခံနိုင်ရည်အားကို ပံ့ပိုးရန် အောက်ပါအဓိကနည်းလမ်းများကို ဖော်ထုတ်နိုင်သည်-

Crisis Management And Hr Adaptation In Times Of Organizational Restructuring

တုံ့ပြန်မှုအဆင့်တွင်၊ အဖွဲ့အစည်းဆိုင်ရာနှင့် စီမံခန့်ခွဲမှုလုပ်ဆောင်ချက်များသည် အကျပ်အတည်းကြောင့် အစပျိုးလာသော်လည်း ဤအဆင့်တွင်ပင် အဖွဲ့အစည်းများသည် စိတ်ဖိစီးမှု သက်သာရာရစေရန်နှင့် ကြိုတင်ကာကွယ်ရေးအတွက် တက်ကြွသောချဉ်းကပ်မှုကို ဆောင်ရွက်နိုင်မည်ဖြစ်သည်။ ပထမဦးစွာ ခေါင်းဆောင်များသည် ၎င်းတို့၏ထူးခြားသော လုပ်သားအင်အားနှင့် ၎င်း၏လိုအပ်ချက်များကို ပိုမိုနားလည်သဘောပေါက်ရန် ကြိုးပမ်းရမည်ဖြစ်သည်။

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