Business continuity and organisational resilience: Preparing your workforce for operational disruption

Recent UK government guidance has encouraged individuals to reflect on how prepared they are for disruption. For employers, this is an opportunity to review organisational resilience and workforce capabilities needed to respond effectively when disruption occurs.

From global pandemics and geopolitical conflicts to cyber-attacks, and extreme weather, organisations are operating in an increasingly uncertain and disruptive environment. The challenge is no longer whether disruption will occur, but how prepared organisations are to respond when it does. Supporting employees’ safety and wellbeing is critical during times of disruption, but employers must also consider how they maintain workforce effectiveness, support managers, and sustain organisational performance.

Our collated resources include a checklist that can help you think through the key considerations and provide guidance on recommended actions during uncertain times.

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Key considerations

The people profession has a vital role in ensuring the organisation is both prepared and equipped for times of uncertainty, as well as sustaining organisational performance during disruption. In October 2026, the UK Government launched Be Ready, the first stage of a three-year campaign, and asked households to be prepared for at least three days of disruption to power, water, phones and technology. Business has a key role to play in supporting the campaign, both by helping employees prepare and ensuring their organisation has the capability and resilience to respond effectively to disruption.

Understanding organisational vulnerabilities

Identify and understand internal vulnerabilities. This involves identifying critical roles, skills, processes and leadership dependencies. HR should work with operational leaders to identify potential single points of failure across the workforce. A key question to ask is ‘What would happen if….’

Critical roles: Is there an over-reliance on a small number of people?. What would happen if one (or more) of those roles was unavailable?
Critical skills and knowledge: Where is the critical skills and knowledge and what would happen if it could not be accessed?
Leadership and decision-making: What would happen if there was disruption in senior leadership? Are there processes in places to enable decisions to still be made?
Workforce availability: Which functions are most at risk and what would happen if they were no longer accessible? Are there transferable skills or opportunities for redeployment across teams?

When examining organisational vulnerabilities test them against a period of 72 hours without power, connectivity or transport.

Line manager capability

The COVID-19 pandemic highlighted the critical role of line managers in supporting employees and ensuring business continuity. During this time, employees were more likely to have regular contact with their line manager than other parts of the business. This placed line managers at the heart of sharing information, supporting employees, and making key decisions. Consider, are your managers equipped to lead through uncertainty?

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Internal communication

In times of crisis, it’s vital to maintain clear and open lines of communication, providing information about the developing situation, sharing any plans that are put in place, and providing details around how to access further support or information. When reviewing communication, consider:

How can information be shared quickly and consistently?
Are communication channels accessible if normal systems are unavailable? Do you have more than one channel you could use?
How will employee concerns be captured and addressed?

Recognise the uncertainty, stress and anxiety that people may be feeling, and give managers the tools to support their teams. Ensure there are sufficient and appropriate voice channels in place for people to raise their concerns, questions or suggestions.

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Redundancy, redeployment and reskilling

Crisis events can lead to commercial difficulties and could mean a need to redeploy or reduce your workforce. If you’re anticipating job cuts as a consequence of a crisis event, it’s important that you act fairly, transparently, within any legal parameters and with compassion. In the first instance, consider other options such as sabbaticals, temporary layoffs and short-time working.

For those looking to redeploy or reskill staff, consider conducting a gap analysis to understand the skills gaps you have. Assess technical as well as transferable skills when reviewing your workforce.

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Conflict management

Crisis events can be emotional and distressing and can lead to increased tensions in the workplace. Employers should seek to proactively manage and prevent disputes between employees and be alert to potential harassment, discrimination and bullying. Clear communication, effective people management and defined processes can help organisations maintain a positive working environment during challenging times.

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Relocation and associated logistics

The situation may prompt a need to relocate staff from affected areas. Employers should stay up to date on news of travel restrictions or disruptions. If cross-border movement is required, take stock of relevant immigration considerations. This includes identifying affected employees and seeking guidance from immigration advisers on what visas may be needed to relocate them. Where crisis events prompt major areas of work to be relocated or outsourced, workforce planning can help you to be strategic in your decision-making.

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Guide: Strategic workforce planning

Employee safety and wellbeing

Crisis events can directly or indirectly affect employees’ safety and wellbeing. Beyond the physical safety of employees, be aware that the event could cause stress and anxiety that affect mental and emotional wellbeing. For example, those not directly impacted may be worried for the health and safety of loved ones, experiencing trauma or bereavement.

Where necessary, consider offering support like employee assistance programmes, counselling and referral to occupational health services. At the most basic level, employers should demonstrate empathy, listen, provide flexibility as needed and encourage self-care.

Reflecting on government guidance, consider practical help for your emaployees, especially for those who may be unable to afford to be prepared. Partner materials and advice are available on the Be Ready website.

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Bereavement and absence management

An ensuing crisis event could mean that employees are grappling with the loss of loved ones and require a leave of absence. If the absence becomes longer term, put in place arrangements to stay connected with them and agree formal return-to-work plans.

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Flexible working

Flexible working arrangements can be useful for supporting employee health, safety and wellbeing through crisis events. Check the options available and consider if it is appropriate in the circumstances to offer other arrangements including remote working, flexitime or reduced working hours. Communicate their availability clearly.

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Factsheet: Flexible working practices
Factsheet: Working hours and time off work
Flexible working resources (including guides and tools)

Reviewing and adjusting your plans

After setting emergency plans in place, regularly monitor developments and assess whether those plans should continue or be revised accordingly. If the crisis situation remains unresolved and ongoing impact to your people and your organisation is anticipated, convene organisational leaders and decision-makers to look at longer-term adjustments, particularly in relation to your workforce. Changes of a more permanent nature will need to be proactively managed.

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