HRM’s Role in Crisis Era Healthcare Resilience,
“If a sudden fuel shortage disrupted your organization tomorrow, what is the first HR action you would take and why?”
Fuel Crises, Global Tensions, and Lakeside’s Healthcare Response....!
Healthcare across Sri Lanka is navigating a volatile mix of global instability and domestic fuel shortages and at the heart of it all sits Human Resource Management (HRM). As geopolitical tensions in the Middle East disrupt fuel supply chains and domestic quotas take hold, hospitals like Lakeside Adventist Hospital must keep services running despite transport disruptions, staff fatigue, and supply blockages. This blog introduces how HRM functions as a strategic resilience engine, not just a support function, and explores how modern HR practices can help organizations adapt to crises while maintaining quality care and employee wellbeing.
Why HRM Matters in a Crisis
In normal times, HRM focuses on recruitment, performance, and training. In crisis times, workforce adaptability and continuity become the primary HRM outputs. Recent research shows that Sri Lankan hospitals already strained by the pandemic are now grappling with an economic and fuel crisis, which has led to staff absenteeism, transport challenges, and shortages of medical supplies (Madiwala Gamage Don, 2024; Wickramasinghe et al., 2025).
Amnesty International (2022) reports that in Sri Lanka, ambulances have queued for fuel, doctors arrive late, and some staff are forced to skip duties due to fuel lines highlighting how the human dimension of supply chains is often the weakest link (Amnesty International, 2022). HRM’s role here is to protect both the organization and the workforce, by designing policies that anticipate shocks, support employees, and maintain service continuity.
Dynamic Capabilities and HRMThe Resilience Framework
A useful lens for understanding HRM in crises is the Dynamic Capabilities framework (Teece, 2007), which emphasizes three core capabilities:
- Sensing change (e.g., anticipating fuel shortages via environmental scanning) - Seizing opportunities (e.g., redeploying staff, piloting flexible rosters) - Reconfiguring resources (e.g., adjusting workflows, reskilling employees)
Recent empirical work on organizational resilience in healthcare confirms that organizations that practice environmental scanning, strategic planning, and change management are more resilient to disruptions (Zhang et al., 2026). These managerial choices many of them HR-led enable hospitals to anticipate, respond, and adapt to crises without collapsing under pressure.
Applying Resilient HRM at Lakeside Adventist Hospital
For Lakeside Adventist Hospital in Sri Lanka, a resilient HRM strategy might include:
- Flexible scheduling and remote support:
Shifts can be adjusted to account for fuel shortages, and telehealth or administrative tasks can be done remotely where possible. A study on HRM strategies for resilient supply chains (Esan et al., 2024) shows that workforce agility and digital HR technologies are key to maintaining continuity during disruptions (Esan, Ajayi & Olawale, 2024).
- Transport and wellbeing support:
Providing fuel allowances, carpooling initiatives, or alternative transport options can reduce staff absenteeism and stress. This aligns with crisis-induced HR practices observed in Sri Lankan hospitals, where perceptions of fairness and support are critical for maintaining employee morale and service quality (Madiwala Gamage Don, 2024).
- Scenario planning and talent development:
Instead of reacting to crises, HR can simulate fuel shortages, supply delays, and staff shortages and prepare contingency plans. A global analysis of resilient hospitals in the Eastern Mediterranean Region (EMR) highlights that scenario planning and surge staff management (e.g., task-shifting, short-term contracts) are essential for sustaining services (Khalil et al., 2022).
HRM in Global Context From Crisis to Best Practice
Resilient HRM is not unique to Sri Lanka. Similar patterns are visible in hospitals across the Eastern Mediterranean and other fragile regions, where HRM practices like flexible staffing, training, and digital HR systems help maintain continuity amid conflict and economic shocks (Khalil et al., 2022).
A 2025 analysis of a tertiary care hospital in Sri Lanka showed that the worst economic crisis since 2022 led to severe shortages of medical supplies, fuel, and staff, but also prompted innovative HRM responses such as cross-training, reconfiguring roles, and strengthening internal communication (Wickramasinghe et al., 2025). These lessons are directly transferable to Lakeside: every crisis can become a learning opportunity if HRM is proactive and reflective.
A Simple HRM Resilience Checklist (Table)
Below is a concise HRM Resilience Checklist for Lakeside Adventist Hospital during a fuel crisis. This can be used as a planning tool and discussion point for future blog posts.
HRM Dimension
Crisis-Response Strategy
Example for Lakeside Adventist Hospital
Workforce
flexibility
Flexible shift patterns, remote
work where possible
Adjusting clinic hours to reduce
fuel use
Employee
wellbeing
Mental health support, transport
assistance, fair policies
Fuel allowances or carpooling for
nurses
Training
& skills
Cross-training, scenario planning,
crisis simulations
Teaching staff to handle supply
shortages
Communication
Transparent updates, feedback
channels, crisis updates
Daily briefings on fuel status and
rosters
Digital
HR tools
HRIS, self-service portals,
e-learning platforms
Online scheduling and training
modules
Critical Reflection HRM as a Strategic Function
Critically, traditional HRM often treats crises as temporary events to be managed, rather than as strategic drivers of change. However, recent research on organizational resilience in healthcare argues that proactive HRM practices such as sensing disruptions, mobilizing resources, and reconfiguring workflows must be embedded into everyday strategy, not deployed only in emergencies (Zhang et al., 2026; Madiwala Gamage Don, 2024).
This shift requires HR professionals to move beyond administrative roles and become strategic partners in organizational resilience. For Lakeside Adventist Hospital, this means involving HR in supply‑chain planning, risk management, and community engagement, not just recruitment and payroll.
References: - Amnesty International. (2022). Sri Lanka: Human rights compliant recovery measures critical to stop spiraling hunger and health crisis*. Amnesty International. https://www.amnesty.org/en/latest/news/2022/10/sri-lanka-human-rights-compliant-recovery-measures-critical-to-stop-spiraling-hunger-and-health-crisis/
- Esan, O., Ajayi, O., & Olawale, F. (2024). Human Resource Strategies for Resilient Supply Chains: Adapting HRM to Global Logistics Challenges. International Journal of Research in Social Sciences and Humanities, 7(1). https://rsisinternational.org/journals/ijrsi/articles/adapting-hrm-strategies-to-the-challenges-of-global-logistics-and-supply-chain-resilience.html
- Madiwala Gamage Don, S. (2024). Human Resource Management Challenges and Response Strategies in Sri Lankan Hospitals Amidst a Dual Crisis Context. Victoria University, Australia. https://vuir.vu.edu.au/49809/
- Wickramasinghe, N., de Silva, A., et al. (2025). Resilience and recovery of a tertiary care hospital in Sri Lanka during the economic and fuel crisis. PLOS Global Public Health, 25(1), e008754. https://pmc.ncbi.nlm.nih.gov/articles/PMC12772611/
True resilience isn’t built in systems it’s built in people. And those people need support now more than ever. Stay connected as we explore how prioritizing mental health can transform the future of healthcare resilienceSee you soon.....
Fuel Crises, Global Tensions, and Lakeside’s Healthcare Response....!
Healthcare across Sri Lanka is navigating a volatile mix of global instability and domestic fuel shortages and at the heart of it all sits Human Resource Management (HRM). As geopolitical tensions in the Middle East disrupt fuel supply chains and domestic quotas take hold, hospitals like Lakeside Adventist Hospital must keep services running despite transport disruptions, staff fatigue, and supply blockages. This blog introduces how HRM functions as a strategic resilience engine, not just a support function, and explores how modern HR practices can help organizations adapt to crises while maintaining quality care and employee wellbeing.
Why HRM Matters in a Crisis
In normal times, HRM focuses on recruitment, performance, and training. In crisis times, workforce adaptability and continuity become the primary HRM outputs. Recent research shows that Sri Lankan hospitals already strained by the pandemic are now grappling with an economic and fuel crisis, which has led to staff absenteeism, transport challenges, and shortages of medical supplies (Madiwala Gamage Don, 2024; Wickramasinghe et al., 2025).
Amnesty International (2022) reports that in Sri Lanka, ambulances have queued for fuel, doctors arrive late, and some staff are forced to skip duties due to fuel lines highlighting how the human dimension of supply chains is often the weakest link (Amnesty International, 2022). HRM’s role here is to protect both the organization and the workforce, by designing policies that anticipate shocks, support employees, and maintain service continuity.
Dynamic Capabilities and HRM
The Resilience Framework
A useful lens for understanding HRM in crises is the Dynamic Capabilities framework (Teece, 2007), which emphasizes three core capabilities:
- Sensing change (e.g., anticipating fuel shortages via environmental scanning)
- Seizing opportunities (e.g., redeploying staff, piloting flexible rosters)
- Reconfiguring resources (e.g., adjusting workflows, reskilling employees)
Recent empirical work on organizational resilience in healthcare confirms that organizations that practice environmental scanning, strategic planning, and change management are more resilient to disruptions (Zhang et al., 2026). These managerial choices many of them HR-led enable hospitals to anticipate, respond, and adapt to crises without collapsing under pressure.
Applying Resilient HRM at Lakeside Adventist Hospital
For Lakeside Adventist Hospital in Sri Lanka, a resilient HRM strategy might include:
- Flexible scheduling and remote support:
Shifts can be adjusted to account for fuel shortages, and telehealth or administrative tasks can be done remotely where possible. A study on HRM strategies for resilient supply chains (Esan et al., 2024) shows that workforce agility and digital HR technologies are key to maintaining continuity during disruptions (Esan, Ajayi & Olawale, 2024).
- Transport and wellbeing support:
Providing fuel allowances, carpooling initiatives, or alternative transport options can reduce staff absenteeism and stress. This aligns with crisis-induced HR practices observed in Sri Lankan hospitals, where perceptions of fairness and support are critical for maintaining employee morale and service quality (Madiwala Gamage Don, 2024).
- Scenario planning and talent development:
Instead of reacting to crises, HR can simulate fuel shortages, supply delays, and staff shortages and prepare contingency plans. A global analysis of resilient hospitals in the Eastern Mediterranean Region (EMR) highlights that scenario planning and surge staff management (e.g., task-shifting, short-term contracts) are essential for sustaining services (Khalil et al., 2022).
HRM in Global Context
From Crisis to Best Practice
Resilient HRM is not unique to Sri Lanka. Similar patterns are visible in hospitals across the Eastern Mediterranean and other fragile regions, where HRM practices like flexible staffing, training, and digital HR systems help maintain continuity amid conflict and economic shocks (Khalil et al., 2022).
A 2025 analysis of a tertiary care hospital in Sri Lanka showed that the worst economic crisis since 2022 led to severe shortages of medical supplies, fuel, and staff, but also prompted innovative HRM responses such as cross-training, reconfiguring roles, and strengthening internal communication (Wickramasinghe et al., 2025). These lessons are directly transferable to Lakeside: every crisis can become a learning opportunity if HRM is proactive and reflective.
A Simple HRM Resilience Checklist (Table)
Below is a concise HRM Resilience Checklist for Lakeside Adventist Hospital during a fuel crisis. This can be used as a planning tool and discussion point for future blog posts.
|
|---|
Critical Reflection
HRM as a Strategic Function
Critically, traditional HRM often treats crises as temporary events to be managed, rather than as strategic drivers of change. However, recent research on organizational resilience in healthcare argues that proactive HRM practices such as sensing disruptions, mobilizing resources, and reconfiguring workflows must be embedded into everyday strategy, not deployed only in emergencies (Zhang et al., 2026; Madiwala Gamage Don, 2024).
This shift requires HR professionals to move beyond administrative roles and become strategic partners in organizational resilience. For Lakeside Adventist Hospital, this means involving HR in supply‑chain planning, risk management, and community engagement, not just recruitment and payroll.
References:
- Amnesty International. (2022). Sri Lanka:
Human rights compliant recovery measures critical to stop spiraling hunger and health crisis*. Amnesty International. https://www.amnesty.org/en/latest/news/2022/10/sri-lanka-human-rights-compliant-recovery-measures-critical-to-stop-spiraling-hunger-and-health-crisis/
- Esan, O., Ajayi, O., & Olawale, F. (2024).
Human Resource Strategies for Resilient Supply Chains: Adapting HRM to Global Logistics Challenges. International Journal of Research in Social Sciences and Humanities, 7(1). https://rsisinternational.org/journals/ijrsi/articles/adapting-hrm-strategies-to-the-challenges-of-global-logistics-and-supply-chain-resilience.html
- Madiwala Gamage Don, S. (2024).
Human Resource Management Challenges and Response Strategies in Sri Lankan Hospitals Amidst a Dual Crisis Context. Victoria University, Australia. https://vuir.vu.edu.au/49809/
- Wickramasinghe, N., de Silva, A., et al. (2025).
Resilience and recovery of a tertiary care hospital in Sri Lanka during the economic and fuel crisis. PLOS Global Public Health, 25(1), e008754. https://pmc.ncbi.nlm.nih.gov/articles/PMC12772611/
True resilience isn’t built in systems it’s built in people. And those people need support now more than ever. Stay connected as we explore how prioritizing mental health can transform the future of healthcare resilience
See you soon.....
This is a very strong and meaningful blog topic because resilience in the healthcare sector is extremely important, especially in times of crisis and uncertainty. I like how you focused on Sri Lanka’s healthcare context, as this makes the discussion more relevant and realistic. The connection between HRM practices and organisational resilience is very important, and your topic has both academic and practical value. It would be even stronger if you included examples of specific HR strategies such as workforce planning, employee wellbeing support or crisis leadership. Overall, this is a thoughtful and impactful blog post. Excellent choice of topic
ReplyDeleteThank you so much for your kind and constructive feedback! You make a great point about including specific HR strategies. Workforce planning, employee wellbeing, and crisis leadership are indeed critical pillars of organisational resilience especially in Sri Lanka’s healthcare context where the economic crisis exposed real vulnerabilities in retaining and supporting the healthcare workforce. Your suggestion has genuinely inspired me to strengthen the discussion with more concrete examples. I really appreciate your engagement!
DeleteThis is a highly relevant and powerful discussion on the strategic role of HRM during crises. I especially like how you shift the focus from routine HR functions to workforce adaptability, resilience, and service continuity, which are essential in the Sri Lankan healthcare context. Linking the fuel crisis to staff absenteeism, transport difficulties, and disrupted medical services makes the human impact of operational shocks very clear. What crisis-focused HRM policies do you think Sri Lankan hospitals should implement first to strengthen workforce resilience and ensure continuity of patient care during future disruptions?
ReplyDeleteThank you for this insightful and encouraging comment. I’m glad the shift toward resilience, adaptability, and continuity stood out to you, especially within the Sri Lankan healthcare context where such challenges have been very real.
DeleteIn terms of priorities, I believe hospitals should first focus on implementing flexible staffing and rostering systems that can quickly adapt during disruptions, alongside reliable staff transport or accommodation support during crises like fuel shortages. Strengthening internal communication systems is also critical, so staff remain informed, supported, and engaged even under pressure. In parallel, embedding mental health and peer-support structures can help sustain workforce resilience over time.
These initial steps can create a more stable foundation, allowing healthcare institutions to respond more effectively while maintaining continuity of patient care.
Thank you again for your thoughtful question it adds great depth to the discussion.
This is a very insightful blog that clearly highlights the critical role of HRM in ensuring employee wellbeing, effective communication, and operational continuity in healthcare during times of crisis.
ReplyDeleteHowever, how can HR in healthcare balance immediate crisis response demands with long-term workforce sustainability, especially under continuous pressure and resource constraints?
Thank you very much for your thoughtful feedback and for recognizing the important role of HRM in healthcare during times of crisis. Your insight is greatly appreciated.
DeleteBalancing immediate crisis response with long-term workforce sustainability requires HR to act both strategically and compassionately. In the short term, clear communication, flexible staffing, and prioritizing staff safety are essential. At the same time, HR should invest in long-term measures such as staff rotation to prevent burnout, continuous training, mental health support, and building a resilient talent pipeline. Even under pressure, small but consistent efforts to support employees can help sustain the workforce over time.
Very relevant for today’s situation..! this highlights how HRM has become more important than ever in managing unexpected crises and keeping organizations stable during uncertainty. In the current environment, proactive HR planning is essential to protect both employees and operations. How can any organization survive modern challenges if HR is not prepared for crisis management?
ReplyDeleteThank you for your thoughtful reflection it really captures the urgency of the topic.
ReplyDeleteI think your question almost answers itself. Without prepared HR systems, organizations may still function in the short term, but they struggle to sustain stability when disruptions intensify. Proactive HR planning through workforce flexibility, clear communication, and crisis-ready policies becomes the backbone that holds both people and operations together.
In many ways, crisis management today is no longer optional for HR; it’s part of its core strategic role.
Appreciate you bringing this perspective into the discussion.
This is a very insightful post on the role of HRMS in healthcare during crisis situations. You clearly highlight its importance well. Do you think HRMS is mainly valuable for improving operational efficiency during crises, or does it also significantly improve employee wellbeing and decision-making quality?
ReplyDeleteThank you for your thoughtful question I’m glad the discussion on HRMS resonated with you.
DeleteI would say it’s not just about operational efficiency. While HRMS certainly helps streamline processes and improve coordination during crises, its value goes much further. By providing real-time data, it supports better and faster decision-making, which is critical in high-pressure situations. At the same time, features like workload tracking, communication tools, and access to support resources can directly contribute to employee wellbeing by reducing uncertainty and stress.
So rather than choosing one over the other, HRMS works best as a bridge enhancing efficiency while also enabling more informed decisions and a more supportive environment for employees.
Appreciate you bringing up such a well-rounded perspective.
This blog really shines a light on how important HRMS is when dealing with healthcare challenges in times of crisis. I especially liked the way you explained the need to keep HR functions running smoothly while also caring for employee well-being and keeping operations stable. Research shows that HR systems are vital for communication, workforce planning, and employee support during disruptions like pandemics or emergencies. The key question is: how can healthcare organisations strengthen HRMS integration to make faster, smarter decisions, while still keeping a human touch in patient-focused environments?
ReplyDeleteThank you for your thoughtful reflection and for raising such a key question.
DeleteHealthcare organizations can strengthen HRMS integration by using it as a real-time decision support tool for workforce planning, shift management, and communication so leaders can respond quickly during disruptions. At the same time, the “human touch” is maintained by ensuring HRMS is used to support staff, not replace human interaction.
For example, automated systems can handle scheduling and alerts, freeing managers to focus more on direct communication, emotional support, and patient-centred leadership. Combining digital efficiency with empathetic leadership ensures both speed and care are balanced.
In short, technology should enhance human connection, not reduce it.
Appreciate your insightful question it adds real value to the discussion.