Have a bottom-up approach to support your top-down efforts

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crisis managementResponding quickly to a crisis certainly requires top-down leadership, but adapting to change also requires allowing room for decentralized initiatives . Several Chinese companies have managed to balance these two approaches by offering a top-down structure that can be adapted on the ground by their employees.

Huazhu, which owns 600 hotels in 400 Chinese cities, set up special crisis management teams to monitor daily compliance with procedures and address issues arising from top-down directives. In addition, the company leveraged its internal communications application, the “Huatong” app, to ensure its afghanistan mobile database and franchisees were provided with the necessary information on time. This initiative allowed franchises to adapt the guidelines to their local circumstances.


Create a safe climate for your employees
employee crisis managementDuring a crisis, it's difficult to obtain clear information as the situation is constantly evolving. Also, advice from authorities is sometimes absent, contradictory, or outdated. That's why it's important to know how to provide your employees with new work resources supported by clear and consistent information from management.

How to do this? Many Chinese companies have proactively implemented support for their employees. For example, China's largest kitchenware manufacturer (Supor) has established specific measures and procedures for its employees: limiting interactions in canteens, health screenings for its employees and their families, etc.



Integrate more flexibility into your different activities
crisis management flexibilitySome sectors are harder hit by the crisis. For example, the restaurant industry, where employees are truly unable to carry out their activities. How can these sectors respond? By being creative!

Instead of considering furloughs and layoffs, some Chinese companies have assigned their employees to new activities, such as helping to implement a recovery plan for their company or leasing them to other companies.

For example, to counteract their significant loss of revenue, more than 40 hotel, restaurant and cinema chains released their teams to large groups such as the Hema group (a new supermarket chain owned by Alibaba) which was in need of new employees following the explosion of online shopping.