1. Faethm Knowledge Base
  2. Business Resilience Module

Responding to COVID-19 in the short and long-term and build business resilience leveraging the Faethm platform

Faethm helps you reviewing both strategy and operations to increase business resilience in case of future external business shocks, and facilitates an orderly return to work.

People lens

Virtual teaming, working and productivity

  • Consider which employees might remain fully remote in the future. How might we guide and maintain a positive culture and equip our leaders within dispersed team environments?
  • Investigate ways to enable flexible / remote working arrangements in the event of quarantine and check that the necessary infrastructure are in place.
  • How might post-COVID remoteability commitments position our organisation as having a strong, digitally enabled employee value proposition (EVP)?

Business continuity and talent resilience

  • How can more of the workforce be upskilled towards business critical and ‘future proofed’ skills to support their relevance and longevity in the organisation?
  • Accelerate upskilling to cover gaps in the value-creating and / or business critical areas of the business.
  • Investigate the possibility of transitioning / swapping employees with similar skillsets in non-essential jobs to business-critical jobs.


  • Can this broaden geographic talent pools and expand our hiring potential?

Strategic workforce planning

  • Responding to short-term workforce variations
  • Gain full visibility of your people (geography, nationality, visa, etc.) to design the adequate processes and systems to track and move your workforce where required.
  • Run regular workforce profiling to understand where work levels are likely to decrease or increase due to impact.


  • Review and update your HR policies to understand where risks are exacerbated or mitigated and the extent to which this supports or undermines the proposed response (e.g. flexible working, immigration, travel, and other relevant policies and regulations).

Technology lens

  • How might technology investments be reprioritised to better enable remoteable staff, or mitigate against future shock?
  • Which AI & Robotic technologies can support business critical tasks in the future, and reduce the risk of external shocks?
  • Which technologies are available to immediately replace on-site tasks?
  • How do you re-prioritise your automation investment roadmap?

Strategy lens

  • Define clusters of critical activity/work to deliver on the P&L, establish, which employees do this work and which employees across the organisation also have the required skills to support it.
  • Define the current and required jobs in your workforce and the processes/systems which are needed to deliver the response effectively (including changes required to those systems/processes).
  • What non-business critical roles might be divested of as we return from this crisis? Can there be strategic decisions made about core vs. non-essential offerings?
  • How can the organisational structure evolve to accommodate the more distributed workforce?
  • When reviewing long-term automation rates of employees, can the workforce needs be re-evaluated? Can short-term or contract resources be hired in the interim while technologies are being fully implemented?
  • Review and adjust long term real-estate and properties/facilities strategy to understand cost saving potentials for future workforce location and composition.