In a cold, purple hue, a lone tree stands firm on the side of a rocky cliff. It’s branches are half bare and entirely scratchy. Even where there are leaves. The tree stretches out towards the drop, taking a sharp angle, perhaps searching for sunshine. Cutting into the heavy stone, its roots reach out below the patchy canopy, crawling across the tough terrain, unable to penetrate down.

If you’re reading this, there’s a good chance that you know at least someone in the Middle East. Colleagues. Friends. Family. Possibly even yourself.

If your role is in anyway tied to international mobility, there’s a good chance that you’re affected, at least operationally, by the current conflict.

The safety of your people - whoever they are to you - is inextricably linked with the continuity of your business. Protecting employees is paramount. Maintaining operations remains a top priority. Managing additional compliance while mitigating potential reputational risk adds another couple of props to juggle with.

Crisis management is required.

Smart. Agile. Flawless. Efficient. Resilient.

How this looks in practice will vary between organisations and from one situation to another. In response to the current Middle East crisis, a recent RES Forum session highlighted how HR and Global Mobility (GM) professionals, in collaboration with corporate security teams, are adapting their crisis management approaches in real time.

 

What does this mean in practice?

Particularly for organisations with employees in the region, several common actions emerged:

  • Employee communication and monitoring - regular contact with international mobile employees becomes a priority. Confirmation of location and wellbeing is key. As is communication on local government guidance and details of how to register with embassies. Here, accurate employee location data has proven essential to evaluate risks and provide support.
  • Coordinated crisis management - including HR, GM, corporate security and senior leadership. Responsibilities include risk monitoring and communication with affected employees, plus advising leadership on travel restrictions, relocation pauses and operational changes.
  • Travel restrictions and remote work adjustments - many organisations have suspended travel and paused relocations to affected regions. Flexible working arrangements and / or short-term leave policies have been introduced for those employees who are unable to travel.
  • Evacuation and repatriation - here, planning has been cautiously approached. In most cases, organisations are not initiating mass evacuations. Instead, contingency plans have been prepared, with support given to employees who choose to leave the region. Some organisations have prioritised the safe return of short-term assignees and business travellers, with ongoing monitoring of the situation for longer-term assignees and local staff.
  • Financial and wellbeing support - emergency funds, crisis support lines, access to counselling services. This reflects the growing recognition that geopolitical crises create both operational challenges and psychological strain for employees and their families.

These responses to the current crisis align closely with the RES Forum’s ongoing research. Particularly in response to conflict and crisis, our findings emphasise the need for proactive planning, agile decision-making and strong communication.

 

The growing role of HR and GM

Where crisis response was once typically led by security and risk teams, HR and GM functions now play a far more central role.

Mobility often holds the most accurate (and most essential) data on internationally mobile employees. Mobility also holds the duty of care to these employees. What’s more, mobility coordinates cross-border compliance, relocation logistics and employee wellbeing support.

Already comfortable with juggling multiple props, mobility is increasingly acting as a bridge between HR, security, legal and operational leadership during times of conflict and crisis.

The RES Forum’s SAFE(R) framework highlights this expanded role, positioning GM as a strategic advisor and an operational coordinator, capable of responding quickly - and with agility - to geopolitical disruptions.

 

Unknown unknowns

How do you plan for the unexpected? How can you prepare for the unknowable? If the 2020s are anything to go by, this is exactly what international organisations are expected to do. Crisis planning is no longer a theoretical exercise. It’s a core component of workforce strategy.

For HR and GM leaders, it’s imperative to respond effectively to crises. This is done by building systems that allow your organisation to adapt quickly, while protecting your people. The companies that succeed will be those that combine strong planning with the ability to adapt to changing circumstances.

The Crisis Response Framework at the end of this post offers some high-level guidance to help you prepare for the unexpected. Before then, we’d love to hear about your experience, and learn what it means for your international employees.

 

How are your HR and GM teams responding to the current geopolitical environment? What lessons have you learned from recent crises?

 

 

 

Crisis Response Framework for HR and Global Mobility

SMART - risk intelligence

  • Track location of all global employees and assignees
  • Monitor geopolitical and security developments
  • Conduct scenario planning and risk assessments
  • Maintain real-time employee data and travel visibility

AGILE - crisis governance

  • Activate cross-functional crisis management team
  • Align HR, Global Mobility, Corporate Security and Legal
  • Provide regular employee communication and updates
  • Enable rapid decision-making for travel and relocation

FLAWLESS - operational response

  • Suspend travel to affected regions where necessary
  • Prepare evacuation and relocation protocols
  • Coordinate with insurers, relocation vendors and security providers
  • Maintain clear crisis communication channels

EFFICIENT - workforce support

  • Provide relocation and remote work options
  • Offer emergency financial support where needed
  • Provide mental health and wellbeing resources
  • Support families and dependents affected by the crisis

RESILIENT - organisational culture

  • Prioritise employee safety and duty of care
  • Encourage transparent communication
  • Balance business continuity with employee wellbeing
  • Capture lessons learned to strengthen future crisis readiness