management companies, sub- contractor destination service suppliers, travel, logistics and family support, including international schools and cross-cultural experts. This will support not only a company’s sustainable wellness, but also galvanise collaboration and knowledge sharing for whatever the future holds. The reality of war in Europe in
the twenty-fi rst century heralds the end of the silo approach to managing people. Dialogue must prevail across disciplines and industry sectors to enable rapid, clear communication and trust in expertise built up over decades to come to the fore. As highlighted by Andy Rhodes
“ Humans just aren’t cut out to live in a state of perpetual VUCA and, by recognising this, we are better equipped to start doing some practical things to help. The paradigm shift we need to make in a crisis is to see work as an opportunity to make our lives better, not worse.”
ANDY RHODES, FORMER CHIEF CONSTABLE OF LANCASHIRE CONSTABULARY,
in his chapter, Rich Hanson’s three human needs provide the framework for a strategic response to a crisis:
experience of the people nearest to the work. “Secondly, a good plan will have
already brought together the people with the right skills, experience and passion you are going to need to work through the daily, hourly challenges created by a pandemic. You will have a team – even if it is in the loosest sense of the word – and therefore you will be able to rapidly gain a broader range of perspectives. This, as well as the connections back into vital areas such as HR policy, occupational health and staff networks.”
CALL TO ACTION FOR THE NEXT CRISIS Surely international organisations can learn from this approach, leverage their networks and utilise more fully now and in the pandemic recovery the vital experience of the Global Mobility team and their myriad suppliers across relocation
1. Safety – threats to physical, psychological and fi nancial safety
2. Connectedness – reduced connectedness and increased isolation
3. Purpose – the potential to distract us from the organisation’s purpose.
The original industry sectors that created the need for global mobility professionals, such as oil, gas, energy, mining, constructure and infrastructure, the automotive sector, the fi nancial services and consultancy companies, all have decades of success in supporting multiple generations navigate risk on an almost daily basis and respond rapidly to crisis whether geo-political, environmental or operational. Maslow’s hierarchy of needs
starts with shelter and food, and it is the global mobility team
MANAGING WORKPLACE HEALTH AND WELLBEING DURING A CRISIS
How to support your staff in difficult times
Cary Cooper & Ian Hesketh
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