Human Capital Issues – COVID-19 and the hidden monster

Get ahead of the human capital issues before it gets the best of your business.

It’s easy to let human capital needs take a back seat to other pressing issues you’re facing during COVID-19. But without a healthy, motivated, and committed team to do the work, nothing else matters. By giving underlying people issues the attention they deserve now, actively assessing the impact of the situation on your team, and taking steps to ensure the continued and future ability of the people and skills you need most, you dramatically improve your ability to handle the crisis. And you may emerge even stronger in the aftermath.

For every manufacturer, the capabilities, availability, mindset, and health of the team—both in the leadership ranks and on the shop floor—are critical factors in weathering the crisis as well as the recovery period. While human capital issues might not be screaming for your attention, you can be sure they are lurking beneath the surface.

3 critical Steps to get ahead of your human capital challenges

Take the Pulse of Your Front Lines
Look for Leaders Who Shine, and Start a Plan to Develop Those Who Don’t
Plan for Various Scenarios and Be Ready to Execute

Read the article and download the COVID-19 Human Capital Checklist to start addressing human capital problems before they become too monstrous to manage.

Frequently Asked Questions

How did COVID‑19 fundamentally impact human capital in manufacturing organizations?

COVID‑19 fundamentally impacted human capital by disrupting workforce availability, stability, and engagement all at once. The article explains that manufacturers faced absenteeism, safety concerns, rapid changes in work practices, and emotional stress across the workforce. These pressures exposed weaknesses in leadership, communication, and management systems that were previously masked during more stable operating conditions.

Why did workforce challenges during COVID‑19 affect operational performance so quickly?

Workforce challenges affected performance quickly because human capital is tightly linked to daily execution. The article highlights that when employees are uncertain, disengaged, or stretched thin, productivity, quality, and delivery suffer almost immediately. Without clear expectations, consistent leadership presence, and disciplined management routines, disruptions in staffing translated directly into operational instability.

What lessons should manufacturers apply to strengthen human capital after COVID‑19?

The article emphasizes that manufacturers must intentionally strengthen leadership, communication, and daily management to build workforce resilience. Clear expectations, visible leadership, and structured routines help employees stay aligned and engaged during disruption. By embedding these practices into how work is managed every day, manufacturers can reduce risk, improve retention, and better withstand future shocks to the workforce.

Meet the Expert

Shannon Gabriel

Vice President, Leadership Solutions PracticeEmail Shannon

Shannon Gabriel is Vice President of TBM’s Leadership Solutions practice where she leads the organization’s comprehensive approach to labor strategy, change management and leadership development that impact top-line growth and improve organizational culture.