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HR’s role in reputational crisis management is evolving. It’s not just about legal compliance or process, it’s about people, culture, and most importantly trust, writes Amanda Lacey.
When Coldplay’s frontman Chris Martin awkwardly shut down a kiss cam moment that captured a CEO in a compromising position with the head of HR - who is not his wife, at a recent concert, it sparked immediate online scrutiny. What started as a seemingly light-hearted moment turned into a media spectacle dissecting body language, relationship status, and fairly or not, his character. It was a full-on whirlwind and no doubt very satisfying for the person who leaked the story.
Now imagine that same dynamic happening in your business. A CEO or senior leader is caught in a public moment that’s off-brand, off-message, or just plain awkward. Whether it’s a mishandled interview, an ill-judged comment at an event, or personal behaviour that makes headlines, HR is suddenly on the front line.
And while the legal team may be working behind the scenes to assess risk, it’s HR who feels the cultural tremors. Staff chatter. Slack channels light up. Clients ask questions. In today’s ultra-connected world, internal reputation moves faster than external PR. That’s why HR must play a central role in crisis response, especially when leadership, and in this instance, the head of HR, no less, is the centre of the story.
Why this matters
Whether or not the kiss cam moment was a PR issue, it serves as a reminder of how quickly public perception can shift, and how it impacts people beyond the celebrity or CEO in question. If a leader at your company were involved in a similar public-facing controversy, your employees would notice. They’d talk. And they’d be waiting to see what the business does next.
Moments like these test company culture. They also test leadership’s ability to communicate transparently, take accountability, and reassert trust.
Don’t default to silence
The most common mistake? Saying nothing.
It’s understandable. Many HR professionals feel caught between legal constraints, PR teams, and C-suite loyalty. But silence sends a message, and often, it’s the wrong one. Silence can be deadly, and if the narrative is not set, employees will set it themselves.
When staff hear about an incident externally and feel left in the dark internally, it fuels speculation. Even if the situation feels like “a private matter”, if it’s playing out in public, your team is already forming opinions. Without guidance or context, those opinions can fracture culture, erode trust, and, if left unchecked, impact retention.
Even a brief, well-considered internal note like, “We’re aware of the situation and are supporting leadership in managing it responsibly,” can signal that the business is present, accountable, and in control.
HR is not just policy, it’s people leadership
In any crisis, HR needs to act quickly as the emotional intelligence arm of the business. This means more than revisiting the company’s code of conduct or preparing for risk mitigation. It means checking the temperature inside the team.
- Are staff confused or concerned?
- Are people managers equipped to respond to questions with consistency and care?
- Are values being reaffirmed – not just recited?
HR can help leadership strike the right tone: clear, human, and measured. Essential information for the PR team. We don’t need to fuel the fire. But we also can’t ignore it and hope it blows over.
Align with internal comms early
In my work advising on high-profile reputational issues, the strongest outcomes come when HR and internal and external communications work hand in hand. Comms brings the structure. HR brings the nuance. Together, they can craft messaging that is transparent enough to build trust, without exposing the business to unnecessary legal or reputational risk.
Your employees aren’t asking for a press release, they’re looking for reassurance, values, and direction. And often, the HR leader is the one best placed to deliver it.
A moment of discomfort can be a moment of clarity
Whether it’s a Coldplay kiss cam or a conference panel gone wrong, these moments create pressure, but also opportunity. When handled well, they give organisations the chance to live their values in real time. It really can be an opportunity to build.
If you’ve built a culture around respect, inclusion, or transparency, now is the time to show it. That might look like offering team check-ins, sending values-led guidance to people leaders, or even just acknowledging the conversation that’s happening in the background.
When HR shows up with clarity and compassion, it reinforces that leadership is human and accountable.
Conclusion
HR’s role in reputational crisis management is evolving. It’s not just about legal compliance or process; it’s about people, culture, and most importantly, trust.
When a leader’s public moment puts the business in the spotlight, staff are watching. How you communicate internally matters just as much, if not more than what you say externally. Without people, you have no core asset.
Don’t wait for permission. Step in early, partner with comms, and guide your people through uncertainty. Because in the court of internal culture, silence often speaks louder than scandal.
Amanda Lacey is the founder of Popcom, a strategic communications firm that advises law firms, professional services, and C-suite leaders on reputation, media, and internal communication.
