Sustainable Human Resource Management in Emergencies: The Case of the Lithuanian Logistics Sector

Abstract

The main aim of this article is to evaluate how well sustainable HRM practices support organizational sustainability and staff resilience during crises. This paper examines how responses to COVID-19 and geopolitical concerns have affected the HRM practices of Lithuanian logistics enterprises. This study employed a qualitative research approach, conducting semi-structured interviews with twelve HR managers from prominent logistics companies in Lithuania. The participants selected guaranteed industry-relevant insights due to their experience with HRM crisis management. Using Braun and Clarke’s approach, data were thematically analyzed to find notable HRM projects supporting workforce sustainability under crisis conditions. The findings identify three key HRM methods required for crisis resilience: strategic workforce flexibility, employee well-being and resource conservation, and long-term organizational resilience. The findings show that organizations that implemented flexible work rules, mental health support programs, and digital HRM solutions had higher employee retention and operational continuity. This study also incorporates the resource-based view (RBV) and conservation of resources (COR) theories, underlining the need for sustainable human resource management techniques as both a competitive economic resource and a psychological buffer for employees in crisis situations. This study makes actionable HRM recommendations to help firms establish organized crisis response HRM frameworks, with a focus on flexible workforce management, mental health interventions, and proactive digitization tactics. These results can be used by policymakers and business leaders to institutionalize HRM crisis-ready strategies, thus enhancing labor market stability in challenging environments. This paper contributes to the body of knowledge on HRM crisis management by suggesting a disciplined HRM crisis response model combining actual data from the logistics industry with theoretical points of view. This paper provides a useful road map for HR managers wishing to create strong staff management strategies in difficult times.

1. Introduction

One of the most important aspects of modern businesses is human resources. Motivated and skilled individuals working in a team are able to create the right atmosphere for the success of a company. Human resources are one of the main elements of success in achieving set goals in difficult conditions [1]. However, it is important to recognize not only competent and qualified personnel but also the appropriate method of management [2]. Choosing the right human resources management model for the company’s activities can determine its overall competitiveness in the market [3]. It is for this reason that company managers and owners must understand the importance of human capital. It should be emphasized that it is important not only to choose the most appropriate human resources management method but also to periodically review it by conducting quality research involving personnel and employee satisfaction surveys, providing an opportunity to express opinions or comments, and, if necessary, be able to change the human resources management method [4]. Given that current times are extremely dynamic and difficult to predict, unforeseen situations not only change people’s habits, daily life, and the flow and rhythm of life, but also negatively affect businesses and entities. On the other hand, special cases, such as extreme situations, in which chaos and uncertainty arise, force people to change everything fundamentally, adapting to new conditions and challenges and looking for new alternatives, here and now, in order to overcome the crisis period. Recently, two of the most sensitive global problems—the COVID-19 pandemic and the war in Ukraine—have forced businesses to adapt to unusual and unforeseen conditions. Some of them have failed, while others managed to optimize their activities and continue with minimal losses [5,6]. For example, during the COVID-19 pandemic, politicians and human resource managers had to make important decisions without fully knowing and completely understanding the uncertainty of the disease’s progression and its critical nature. The answers to the main problems often fluctuated between critical healthcare needs and the need to conduct business in other areas without regard to quality [7]. During the war in Ukraine, companies operating in Eastern countries have been forced to respond quickly to the situation and reorient themselves to the markets of other countries. Both the disease and the war caused extreme chaos in the world and society—people were forced to learn to live anew according to the newly established order [8]. In an emergency, businesses often experience chaos. In order to reduce confusion, it is appropriate to follow pre-established guidelines. The events of recent years—the COVID-19 pandemic and the war in Ukraine—highlighted the need to optimize human resource management in the logistics sector [9].

In scientific analyses, greater attention is paid to human resource management [10] under normal business conditions, whereas extreme conditions are almost never examined. While most research on the sustainability of human resource management is usually theoretical and global, this paper investigates a particular economic sector that has been especially impacted by the COVID-19 epidemic and geopolitical events, including the crisis in Ukraine. This makes this study unusual since past studies have typically not included the logistics sector, which is one of the most sensitive sectors during supply chain disturbances.

Therefore, the aim of this article is to present a model of human resource management in the logistics sector in the context of an emergency situation.

This paper looks at the reciprocal interaction between employee well-being and organizational sustainability, therefore contributing significantly to the theory of human resource management. While many past studies have solely looked at how HRM policies impact employees, this study reveals that the long-term viability of a company can depend on employee well-being. This offers fresh ideas on how HRM may not only help to manage crises but also help a company to be stable in the long run. This study underlines the importance of business organization models for sustainability, a field not often investigated in past studies. The findings revealed that companies that embraced digital technologies, more flexible working schedules, and a hybrid model during the crisis kept better degrees of employee well-being and sustainability. This realization can be rather helpful in guiding future human resource management plans.

This article consists of the following structural parts: introduction, review of scientific literature sources, which provides a structured analysis of theoretical aspects of human resource management in the context of emergency situations, materials and methodology, results and discussion sections, and concluding remarks.

The RBV theory helps us to see HRM as a strategic organizational tool that, in a crisis, may turn into a competitive advantage. Businesses that capitalize on worker flexibility, adapt to changing conditions, and improve employee connectivity are more likely to maintain organizational continuity.

According to the COR hypothesis, protecting human resources during crises is critical since their loss might cause long-term operational difficulties. Studies reveal that businesses using job stability plans and psychological well-being efforts have up to 40% less employee burnout [10].

Using these ideas, this study offers a comprehensive strategy for HRM crisis management, combining employee well-being with the strategic stability of the company.

Apart from the theoretical contribution, this study has obvious pragmatic consequences for managers, corporate leaders, and legislators.

For HRM professionals, this study provides guidelines on how to develop resilient HRM strategies that include work flexibility, digitalization, and ensuring employee well-being.

For business leaders, the study findings will help organizations understand how investments in HRM can help reduce employee turnover, improve productivity, and maintain operational stability during a crisis.

For policymakers, this study provides state institutions with evidence-based data on how to develop market regulatory measures aimed at strengthening the protection and resilience of the workforce.

The study findings can be applied not only in the Lithuanian market but also in the international context.

The Lithuanian Logistics Industry: A State-of-the-Art Situation

The Lithuanian logistics sector is one of the most important engines of the country’s economy, closely integrated into international supply chains and acting as a transit hub between Western European, Scandinavian, and Eastern markets. This sector not only contributes significantly to the country’s GDP but also provides jobs for thousands of people; therefore, its continuity has become a strategic priority for both business entities and state institutions. However, the events of recent years—the COVID-19 pandemic, geopolitical tensions due to the Russia–Ukraine war, and other global economic fluctuations—have caused major disruptions to the labor market, forcing companies to reconsider and adjust their human resource management (HRM) strategies. These conditions make the Lithuanian logistics industry a viable case study to better grasp the effect of HRM practices on organizational resilience and worker sustainability amid crises.

Lithuania is among the most significant transportation hubs in Europe based on its geographical position. It connects the European Union with the CIS countries and Asian markets, making the logistics sector strategically important not only at the national level but also at the regional level. According to the Lithuanian Transport and Logistics Association [11,12], this sector generates about 12% of the country’s GDP and directly employs more than 100,000 people. Of particular importance is the port of Klaipėda, which plays a significant role in international cargo transportation operations, as well as developed road, rail, and air transport networks, allowing Lithuania to act as an intermediary in trade flows between the East and West.

Notwithstanding these benefits, the Lithuanian logistics industry suffers major difficulties with the labor market. One of the key problems is high employee mobility and an insufficient workforce. Among the most in-demand roles are drivers, warehouse workers, forwarders, and supply chain management experts; however, their scarcity and high staff turnover jeopardize the stability of businesses. Further complicating personnel management and retention are the high stress levels and burnout rates produced by difficult working conditions and severe workloads in this sector.

Recent years have exposed the particularly vulnerable nature of the logistics sector amid crises. The COVID-19 epidemic has upset supply chains and resulted in workforce shortages, stricter health and safety regulations, and inconsistent workflow swings. To halt the spread of the disease and maintain business continuity, many firms have had to quickly adapt to hybrid work practices, improve remote communication capabilities, and fund employee health initiatives.

Aside from the virus’s implications, the ongoing conflict in Russia and Ukraine has had a significant impact on the operations of Lithuanian logistics companies. Due to sanctions and the reorganization of supply routes, many companies have faced new regulatory and operational challenges that require rapid adaptation. The emotional state of employees has also become a crucial factor—economic and geopolitical uncertainty has increased stress levels, job insecurity, and employee departures from the sector. Research shows that companies that have implemented psychological support programs and job stability measures in a timely manner have experienced lower employee turnover and have been able to maintain higher employee engagement [10].

The analysis of the Lithuanian logistics sector is relevant not only nationally but also internationally, as this sector faces similar challenges as other EU countries, where labor shortages, supply chain vulnerabilities, and the need for crisis management strategies are among the biggest challenges. The context of this study allows us to highlight several important aspects that justify the choice of Lithuania as the subject of an HRM crisis management study:

• The strategic role of logistics in Europe—Lithuania acts as an important transport and logistics center; therefore, the effectiveness of HRM strategies in this sector has an impact on both the local and international supply chain.
• The labor market has certain traits and issues, such as a lack of qualified workers, demanding working conditions, and great worker mobility. Lithuania’s logistics industry presents an opportunity for research on how HRM policies influence employee retention and well-being during crises.

Impact of multiple crises—the Lithuanian logistics sector has faced the COVID-19 pandemic, geopolitical tensions, and economic instability, making it a suitable medium to examine, in detail, how different crisis factors shape HRM policies and strategies.

As this study analyzes HRM crisis management models, Lithuania becomes a suitable context to gain insights that can be applied not only in the Baltic or Central European context but also in the broader international HRM discourse.

Global events in recent years—the COVID-19 pandemic, geopolitical tensions, and economic downturns—have highlighted the importance of human resource management (HRM) in ensuring the resilience of organizations. These challenges have had a particularly significant impact on the logistics sector, which is highly dependent on a stable supply chain, workforce mobility, and regulatory clarity. The crisis has subjected numerous organizations’ human resource management strategies to rigorous examination. These policies include insufficient requirements for employee well-being, limited worker flexibility, and inadequate crisis preparedness measures.

This study was motivated by insufficient scholarly research regarding human resource management strategies within the logistics sector. Last but not least, we wish to assist companies by combining theoretical underpinnings with pragmatic HRM techniques since they require support to effectively manage their personnel during difficult times. These elements also show the scientific and pragmatic importance of the research and help to establish its basis.

This research is primarily motivated by the growing sensitivity of workforce management in crisis situations. The logistics sector is particularly susceptible to supply chain disruptions, staff shortages, and legislative changes, which can result in long-term labor market fluctuations and a human resource crisis.

The epidemic and geopolitical instability have brought about HRM problems, including regular human turnover and labor shortages, which make it difficult to provide stable working conditions.

Rising loads and work instability have been linked to psychological well-being concerns and employee burnout.

Organizations were forced to improvise in the lack of a clear crisis management strategy since HRM methods were unable to fit severe crises.

Studies show that organizations with proactive HRM resilience strategies maintained up to 25% more employee stability during the crisis than those managing HRM reactively [13]. This confirms that effective HRM policies are one of the most important factors that help organizations survive in difficult conditions.

Although HRM is critical during crises, academic research on this topic is limited, particularly in the logistics industry. The existing HRM literature focuses mostly on traditional labor market management approaches, which are not necessarily applicable to dynamic crisis situations and are designed for stable economic contexts.

The main research gaps that this study aims to fill are as follows:

• There is little empirical analysis of HRM strategies in logistics crises, despite the sector being highly vulnerable to external shocks.
• HRM crisis management models are mostly examined only in the service and corporate sectors, without considering industries that require high workforce flexibility.
• There are no structured HRM models that combine both organizational resilience and employee well-being; therefore, this study aims to provide an integrated approach.

Since HRM crisis management is an understudied academic field, this study provides new theoretical and empirical insights that can be applied in both research and practice.

Applying the RBV and COR theories will help this study to produce an integrated HRM crisis management model.

2. Literature Review

Human resource management plays a key role in ensuring business continuity and employee well-being during crises. Although traditional HRM methods focus on operational efficiency and employee development, crisis events necessitate a more strategic and resilient approach. This study examines sustainable HRM practices in the context of crises using two significant theoretical models: the resource-based view (RBV) theory [14,15] and the conservation of resources (COR) theory [16].

The resource-based View (RBV) [14] suggests that firms achieve a competitive advantage by leveraging valuable, rare, inimitable, and non-substitutable (VRIN) resources. Employees, as a core intangible asset, significantly contribute to an organization’s ability to sustain operations in volatile environments. In crisis settings, companies that invest in employee training, digital transformation, and flexible work models enhance their long-term sustainability [17,18]. From an RBV point of view, companies that give sustainable HRM strategies top priority—such as hybrid work models and psychological support programs—are better positioned to minimize operational interruptions and keep critical talent.

Complementing RBV, the conservation of resources (COR) hypothesis [19,20] clarifies how people and companies manage stress by obtaining, preserving, and consuming important resources. During crises, employees experience resource depletion—increased workloads, job insecurity, and emotional distress—leading to burnout and reduced productivity [21]. The COR theory suggests that organizations should implement HRM policies that replenish employee resources, such as well-being initiatives, stress management programs, and adaptive work environments [22]. Companies that fail to conserve employee resources risk productivity loss, high turnover, and weakened resilience.

• By integrating RBV and COR theories, this study conceptualizes sustainable HRM as a dual approach:
• RBV perspective: HRM as a strategic resource for organizational resilience.
• COR perspective: HRM as a tool for employee resource protection and well-being.

This theoretical foundation allows for a comprehensive analysis of HRM practices in the Lithuanian logistics sector, particularly during crises such as the COVID-19 pandemic and geopolitical instability.

In a modern, dynamic society, it is vital to be able to bring employees together for a common goal. One of the most important secrets to the success of organizations is a united team whose employees realize their best qualities. A person’s beliefs, values, and priorities guide them in life [23]. It is these aspects of life that give each person exclusivity and uniqueness. A person is a social being who develops through science [24]. Different abilities, knowledge, skills, and experiences allow a person to become a specialist in one field or another. According to Sinek [25], if “we do not understand people, we do not understand business”, which, in principle, means that human resources are one of the main factors in the successful development of countries and regions [26]. Human resources give impetus to production resources, determine their use, and influence the final result [27]. According to scientific sources, there is no single definition of human resources, so there is no point in looking for one [28]. However, in order to clarify the change in the concept of human resources, it is appropriate to analyze its development, which covers the years 1954–2024. The scientific literature has extensively studied the concept of human resources during this period [13,29,30,31,32,33]. It has been established that during this period, the concept has changed from the potential of a nation being effective only through training and practical activities to the fact that, today, human resources are an element of a company’s success.

It is appropriate to define the criteria for both future and current employees when analyzing the concept of human resources. The components of human resources described by Gižienė and Rečelienė [34] essentially ensure the stability of the company:

• One of the most important components of human resources is education [35]. It provides people with the opportunity to adapt to the constantly changing labor market, innovations, and societal needs. Education promotes critical thinking, problem-solving, and creativity, which are essential values and practical skills. Education also shapes culture and values, contributes to community development, and promotes human resource development in society.
• Experience is an important part of human resources because it enriches people’s abilities and thinking [36]. This not only helps someone to grow from prior mistakes or achievements but also provides a distinctive way of handling problems. Experience builds a good attitude toward demanding circumstances, helps one overcome obstacles, and facilitates simpler adaption and decision-making. Successful communication and teamwork at the corporate or social level depend on social skills and mutual understanding, which shared life events help to develop.
• Possessing a variety of skills, people become competitive in the labor market and contribute to innovation and economic growth [37]. The abundance and diversity of skills allow people to realize their potential and effectively adapt to changing circumstances.
• Competence is a key element of human resources, indicating the ability to effectively perform work or implement tasks [38]. Competent people not only work more efficiently but also significantly contribute to the innovation and growth of the organization. Competencies also create high-quality work and promote cooperation, which are necessary for success and progress.
• Knowledge is an indispensable component of human resources, as it acts as a foundation for personal and collective growth and progress [39]. Accumulated academic and life knowledge allows people to create, understand and learn from the environment, and adapt more easily. Accumulated knowledge shapes the uniqueness of an individual and becomes the engine of cultural, educational, and technological development.
• Motivation is an essential component of human resource management. Motivational measures help create a favorable work environment in which people feel valued and committed to a common vision [40]. In addition, motivation promotes personal development and the desire to deepen knowledge, abilities, or existing skills, which eventually become the basis for not only individual but also collective success.
• Labor relations essentially form the basis for productivity and the general well-being of employees [41].
• Human resources depend greatly on qualifications since they reflect all necessary human abilities, knowledge, and skills, as well as the character qualities or values required for efficient employment [42]. Whether individually or in groups, qualified employees not only help the business to be successful but also encourage its general expansion.

Basically, an employee’s creative, communicative, leadership, critical thinking, experience, and problem-solving capacities define their skills and personal ability [43].

All things considered, human resources in the scientific literature for the years 1954–2024 are characterized as the particular talents, qualifications, and competencies of staff [44,45,46,47]. The company gains a competitive edge in the market and is guaranteed a success factor by the intended application and appropriate coordination of these components. Applying human resource management techniques in the activities of the business will facilitate the definition of the policies for appropriate work and operations; thus, this is implemented. Periodically reviewing these rules and using others or developing new models helps to guarantee the high-quality implementation and results of the management model so that the business may fully realize its possibilities.

In order to define what an emergency situation is, it would be appropriate to analyze the concept. The concept is quite strict and does not have room for interpretation; therefore, it is possible to review the definition of an emergency situation from different sources:

• “An emergency situation is a situation that arises due to natural, technical, ecological, or social reasons or military actions and causes a sudden and serious danger to people’s lives or health, property, or nature or causes death, injury, or property damage” [48].
• “What is an extreme event? It’s an event that is natural, technical, ecological, or social, and it meets or goes beyond the established criteria. It puts people, their property, the economy, and the environment at risk” [49]. The international term “force majeure” could also be considered a synonym for an emergency situation as it is usually used when talking about agreements, contracts, or other written obligations. ”An unexpected event (e.g., war, crime, earthquake, etc.) known as a ‘force majeure’ prevents someone from carrying out an agreed-upon action” [50].

The origin of emergency situations can be due to:

• internal risk factors: radiation, chemical, biological, and transport accidents, natural disasters, influxes of illegal migrants, terrorist acts, etc.;
• external risk factors: threat of war, economic and social instability in neighboring countries, etc.

All of these listed factors can have a negative impact on general public health, the risk of individual and mass health disorders, human deaths, and diseases. Lithuania is developing a special crisis management system to handle emergencies and other special situations [51]. Human resources are a key element of any organization. Some of the many functions performed by human resource management specialists are recruitment and training, assistance in improving qualifications, and a system of employee evaluation and recognition in financial or other forms [52]. Although this is not an exhaustive list of duties, these are some of the most important and basic responsibilities. Due to the dynamic development and complexity of human resources in any institution, companies must be able to adapt to constantly changing environmental conditions and circumstances [53]. The COVID-19 pandemic has re-examined the most important attitudes and qualifications of companies, which has led to significant challenges for human resources. In addition to the uncertainty of jobs, business continuity, and financial concerns, several key stressors may have affected the mental health of employees during and after the COVID-19 pandemic:

(1) perception of their own safety, threat, and risk of infection;

(2) stressful information overload and uncertainty;

(3) quarantine and isolation;

(4) social exclusion [54].

“In every crisis lies a great opportunity” [55]—this phrase perfectly reflects the impact of extreme situations on companies and their human capital. The crisis creates an opportunity for a strategically focused and strong leader to solve the challenge in such a way that it becomes a competitive advantage for the company [56,57]. The strongest and most resilient organizations were those that were able to respond effectively and quickly to the emergency situation. Successful employers are not only well-versed in recruitment, retention, and profit-generation methods but also respond appropriately to the psychological health of employees. This problem is most appropriately applied to the COVID-19 pandemic [58,59,60]. In particular, looking at the logistics and transport sector, similar problems have affected transport managers and forwarders working closely or specifically with the Eastern market in relation to the war in Ukraine [61,62]. This type of emergency situation not only exposes employees to existential issues but also puts them on the brink of burnout. Employees constantly feel stress due to the unknown uncertainties arising from the future, the workplace, and the general fate of the company. According to studies by Paycor Yu et al. [63], stress causes two-thirds of respondents to struggle with focusing on tasks or outcomes during emergencies. Improperly managed stress can cause various physical problems, exacerbate mental health problems, and lead to depression and other mental health disorders. This affects individual work performance, which in the long term negatively affects the performance and productivity of the company [63]. The events of recent years—the COVID-19 global pandemic and the war in Ukraine—have revealed the true importance of logistics during an emergency. Logistics plays a crucial role in such crises: vehicles transport medicines, essential food products, humanitarian aid, or ammunition. According to the authors, the importance of decisions made in the logistics sector at each stage of emergency or disaster management needs to be emphasized [64]. Logistics processes are thought of as a planned series of events and actions that involve different types of flow and their interactions [65,66]. The goal of these processes is to move and store tangible and intangible resources, such as goods, process participants, transactions, and information related to those resources [67]. The flow of physical objects and information can be thought of as a system of interconnected operations called logistics processes [68]. Powers [69] provides the structural analysis of logistics processes as follows:

(1) Transportation [70];

(2) Order acceptance [71];

(3) Customer service policy [72];

(4) Product production and processing [73];

(5) Inventory management [74];

(6) Optimal use of transport warehouses [75];

(7) Cargo processing [76];

(8) Management of non-standard cases [77].

Summarizing the structural analysis of logistics processes, it can be stated that all the listed processes, together as a whole and separately, are very important and cannot function without each other [78]. Properly planned tasks, thoughtful decisions, and choices create a harmonious logistics process that does not cause problems. Therefore, we can assert that logistics plays a crucial role in economic development, growth, and market integration. This has a significant impact on the economic performance of various industries.

Unlike before, the importance of logistics today and the need for its creation and development at the global, regional, and local levels are becoming increasingly important. When it comes to logistics development, most people think about logistics and transport infrastructure, creating an economic environment and facilitating the unhindered flow of goods, people, and capital.

However, ever-growing problems include the workforce, logistics competencies, and skills. This is a labor-intensive activity, and despite the high level of technological development, mechanization, automation, and robotization of processes, the main resources are personnel and labor.

Due to its dynamism and necessity, the logistics sector is one of the most affected in emergency situations. While working, employees worry about whether their jobs will be saved or if the company will survive the crisis.

For people with psychological illnesses, prone to depression, and with various types of commitments, such extreme situations can cause serious health problems. The most notable events in the world today make us think and look for ways to prevent the depletion of human resources—to define a model for performing work and tasks that would ensure continuity of work and allow employees to feel safe and productive and maintain a proper balance between life and work.

Most HRM studies concentrate on the business and service sectors, therefore excluding the logistics sector, which particularly suffers from personnel difficulties during crises [79]. Given their emphasis on physical activities, legal restrictions, and significant staff turnover, logistics enterprises need specific HRM techniques. While sustainable HRM is currently the subject of much research from a business continuity perspective, its impact on employee well-being over the long term has received comparatively little attention [80]. To address this gap, this article will demonstrate how HRM sustainability increases firm longevity and employee resilience. While geopolitical conflicts (e.g., the war in Ukraine) remain understudied in the HRM literature, most studies concentrate on COVID-19 [81]. This paper offers a more general understanding of crisis adaptability by contrasting HRM reactions to health and geopolitical crises. Many firms lack clear frameworks and innovative HRM practices during crises [82]. This paper creates a disciplined HRM model specifically for the logistics industry during crisis conditions.

3. Materials and Methods

This study focuses on the analysis of logistics human resource management, finding out how human resources are organized in an emergency situation. The study aims to identify human resource practices and strategies that are most effective in managing human resources. To achieve this goal, the following tasks have been set: (1) To identify logistics human resource management practices and strategies in an emergency situation. The aim is to conduct a detailed analysis of how organizations in the logistics sector organize and manage human resources when faced with an emergency situation—personnel planning, training, employee safety and well-being, communication with employees, etc. (2) To assess which factors had the greatest impact on the work efficiency and emotional state of employees, and which factors of efficiency (e.g., working from home and a lack of boundaries between work and personal life) and emotional state (anxiety, difficulty concentrating, and lack of motivation) most significantly affected employees. (3) To find out what measures the company has taken to reduce the negative consequences for employees during emergencies. To find out whether the company has paid sufficient attention to improving the work productivity and the emotional state of its employees. (4) To identify the shortcomings of existing human resource management practices and strategies. To identify the shortcomings of human resource management practices and strategies used in emergencies in the logistics sector. This could include poor communication, lack of crisis management procedures, and implementation of flexibility and adaptation measures. (5) To provide practical recommendations and guidelines for organizations in the logistics sector. Based on the results of this study, we provide specific recommendations and guidelines for organizations in the logistics sector on how to improve personnel management practices in emergencies. This could include suggestions for personnel planning, training, crisis management strategies, employee support measures, etc.

Based on the findings, this study aims to provide practical recommendations and guidelines for logistics sector organizations to improve their personnel management practices in the context of emergency situations. To achieve the set goal, a combined method will be applied, consisting of both expert assessments and mathematical calculations.

3.1. Qualitative, Expert Research Conducted by Means of In-Depth Interviews

According to [83], experts are a specially selected group of people who are knowledgeable in a specific field. For this study, 12 open and honest experts were selected, representing different major logistics companies in Lithuania. An expert is a person, a specialist in a specific field, who has studied in a specific scientific or technological domain, has accumulated valuable experience, and is competent to express an opinion on their specific field [84]. Expert research is a special way to gather information in which the professional, practical, theoretical, technological, and other kinds of knowledge of experts are used to look into a certain subject [85]. The expert assessment method is a specific type of survey of a specially selected group of people who know a certain field [83]. An in-depth interview is a method of communication between the researcher and the respondent that creates a mutual connection in order to clarify the topic’s problem without limiting the time or scope of the respondent’s answer [86]. The goal of an in-depth interview is to clarify the answers to the questions of interest so the respondent cannot predict the research direction [87]. In order for interview questions to help achieve the research goal, it is important to assess several aspects: (1) Clearly formulate the topic and what the interview is aimed at; (2) Make the questions relatively simple and clear, and do not raise additional questions for the respondents.

This paper uses semi-structured expert interviews in a qualitative research approach to examine the acceptance of sustainable HRM practices in the Lithuanian logistics industry under crisis. This study employed an exploratory approach to identify evolving patterns and practices in the logistics sector, considering the little attention dedicated to HRM reactions to crises in this sector. Particularly in cases when data on the study object are scarce, qualitative approaches are most suitable when trying to grasp the process and decision-making mechanisms in depth [88].

Semi-structured interviews were used for gathering data as this allowed the researchers to maintain a disciplined series of questions while giving the experts the chance to offer more thorough explanations and unique ideas. To enhance participant engagement and convenience, the interviews were conducted via video conference calls. The interviews, typically lasting 45 to 60 min, were recorded and transcribed for subsequent analysis. This research primarily focused on HRM strategies during crises, methods for ensuring employee well-being, the objectives of digital transformation, and the effectiveness of HRM solutions in uncertain conditions.

Sample selection was carried out using purposive sampling to ensure that HRM experts with practical experience in managing employees during crisis situations participated in this study. The selection included 12 experts chosen according to the following criteria:

• At least five years of work experience in HRM or crisis management.
• Extensive experience managing human resources during geopolitical crises such as the COVID-19 pandemic and participation in decision-making procedures for Lithuanian logistics enterprises.

Data were analyzed using thematic analysis based on the Braun and Clarke [89] paradigm. This study’s key steps were data evaluation, coding, topic identification, review, and interpretation. Two distinct research teams validated the coding procedure and provided participants with summary data to ensure accuracy (member verification), thereby enhancing this study’s credibility.

This study rigorously examined ethical implications, ensuring that all participants provided informed consent and that data protection adhered to GDPR regulations.

3.2. Methodology for Calculating the Average Sustainability Score

• The average sustainability score is a key metric that allows you to assess the level of sustainability of an organization based on the results of several different factors [90]. This score is usually used to analyze the overall sustainability status of an organization and compare it with other organizations or established standards. Below is a detailed methodology for calculating the average sustainability score [91,92,93,94,95]: Data collection. One must gather data from several sustainability angles in order to obtain the average sustainability score. One can gather this material through: (1) Employee answers on environmental projects, well-being programs, stress levels, and working conditions. (2) Objective data from the organization on energy consumption, waste reduction policies, recycling initiatives, or social programs. (3) Expert insights on the organization’s strategies in the field of sustainability. (4) Each dimension provides a separate score, which is included in the final calculation.
• Scoring of sustainability dimensions. Each sustainability dimension is assessed against pre-defined indicators or questions that are rated on a scale (e.g., 1 to 5 or 1 to 10):

(1) Environmental sustainability: measures indicators such as energy conservation programs, recycling practices, and CO₂ emission reduction plans.

(2) social sustainability: measures employee diversity, gender equality, and community involvement.

(3) Economic Sustainability: measures the organization’s investment in sustainability or the proportion of profits allocated to social initiatives.

(4) Employee well-being: measures employees’ stress levels and work–life balance.

The average score for each dimension is calculated using the following formula:

$$Dimensionscore={\displaystyle \frac{\sum _{i-1}^n{Score}_i}{n}}$$

(1)

where: n is the amount of scores in a dimension and Score_i is the evaluation of separate parameters.

• Estimating the general average sustainability score. The final average sustainability score is computed as the average of all the aspects once the average score for every single aspect has been computed. The aggregated outcome is calculated with the following formula:

  $$Avaragesustainablescore={\displaystyle \frac{\sum _{j=1}^{m}D{imensionscore}_j}{m}}$$

  (2)

  where m is the number of dimensions and dimension score_j is the average score for each dimension.
• Standardizing environmental ratings. Sometimes, dimensions might have several connotations or be expressed on several scales. Indicators or dimension scores are therefore normalized to guarantee that they have equal weights in the whole computation. Normalcy is carried out using the formula:

  $${Normalized score}_i={\displaystyle \frac{{Score}_i-{Min}_{value}}{{Max}_{value}-{Min}_{value}}}$$

  (3)

Finding an average sustainability score helps one see the overall degree of sustainability of the company and points out strengths and weaknesses. This approach not only facilitates the comparison of several companies but also helps to establish objectives for future projects aimed at sustainability.

3.3. Methodology for Calculating Predicted and Actual Sustainability Scores

Comparing predicted and actual sustainability scores is an essential part of the analysis to assess the model’s ability to accurately predict phenomena. This methodology includes several key steps, from data collection and model training to generating forecasts and assessing their accuracy. Each step provides important information about the model’s performance and helps identify opportunities for improvement. (1) Data collection and preparation. In the first stage, two types of data need to be collected: (a) Actual sustainability scores are real data obtained from questionnaires, expert assessments, or other reliable sources. These scores reflect the actual sustainability indicators of organizations. (b) Predicted sustainability scores are data generated by a model that has been trained using a training set. These scores are based on input variables such as working conditions, stress levels, or organizational initiatives. All data must be standardized and provided in the same style if one is to guarantee flawless computation and analysis. (2) Model training. However, in order to obtain projected scores, the model must first be trained using historical data. This encompasses the activities that come after it. (a) The categorization of data—the original data comprise two sets: a training set, which typically accounts for eighty percent of the entire data, and a testing set, which accounts for twenty percent of the data. The only data that the model uses to learn is the training data. (b) To further the field of machine learning, two models, including random forest regression, are chosen for further development. The model’s learning is limited to the data used for training. (c) Two models, one of which is random forest regression, are selected in order to expand the capabilities of machine learning. In order to gain an understanding of the connections that exist between sustainability scores and input variables (such as stresses and workload), this model will be taught. (d) Machine learning is advanced with the use of two models—random forest regression and another model. The goal of training this model is to help it understand the factors (such as workload and stresses) that contribute to sustainability scores. (e) The model is evaluated for its ability to predict real values using a test set after training. (3) Predictions regarding performance. The model is trained and subsequently applied to the test data set to generate predictions. Using the provided data, the model can forecast a sustainability score. For instance, the model can predict a low sustainability score if the input data indicate that employees are highly stressed and have a poor work–life balance. (4) Calculation of residuals. The residuals are calculated by subtracting the model’s projected values from the actual sustainability scores. The following formula explains this calculation:

$$Residual=Actual Score-Predicted Score$$

(4)

Negative residuals show instances in which the model overstated the real value.

Positive residuals show situations in which the model understated the real value.

Values equal to zero mean that the model faithfully matched the real result.

(5) Assessing Model Accuracy. Multiple important criteria help one evaluate the accuracy of the predictions of a model: (a) Mean absolute error (MAE):

$$MAE={\displaystyle \frac{1}{n}}\sum _{i-1}^n\mid {Actual}_i-{Predicted}_i\mid$$

(5)

This statistic finds the predictions’ average error:

$$RMSE=\sqrt{{\displaystyle \frac{1}{n}}\sum _{i-1}^n({Actual}_i-{Predicted}_i{)}^2}$$

(6)

The R² coefficient indicates the degree of the model’s explanation of the variance in the real data:

$$R^2=1-{\displaystyle \frac{SSresidual}{SStotal}}$$

(7)

(6) Result visualization. The outcomes are shown on a graph with the vertical axis representing the expected scores and the horizontal axis showing the actual scores, also known as actual values. The red dotted line indicates a perfect match of the predictions to the actual values. (a) Points on the line indicate exactly predicted values, while (b) deviating points indicate prediction errors.

This methodology is important not only to assess the accuracy of the model’s performance but also to identify opportunities for improvement. For example, residual analysis can assist in identifying certain conditions in which the model is most likely to make errors. In addition, model accuracy measurements such as MAE or RMSE provide clear signs for evaluating the model’s effectiveness and comparing it to other methods.

This methodology also allows one to visually comprehend the model’s predictive properties through graphs that compare real and predicted scores. Such analyses provide useful insights for organizations that want to better understand the structure of their data and make informed decisions based on model results.

4. Results

One of the objectives of the study is to find out which emergencies respondents consider to be the most important and which are less important. A ranking form was chosen for the question, where the most important event, in the opinion of experts, is assigned to position 1, and less important events are assigned to positions 2 to 4. The experts were presented with four emergencies: the COVID-19 pandemic, the war in Ukraine, mass worker protests, and terrorist attacks. The results of this question can be presented in a diagram (see Figure 1).

From the presented diagram, it can be stated that the vast majority of experts—eight out of twelve—rank the COVID-19 pandemic as the most significant emergency, as well as the one with the most negative impact, placing it in first place, and the war in Ukraine in second place. In order to determine how the specifics of the respondents’ work changed during the COVID-19 pandemic or after the war in Ukraine began, the respondents described the changes related to the specifics of their work (see Figure 2).

According to the experts, the circumstances of the COVID-19 pandemic and the war in Ukraine have caused a lot of negative consequences throughout the entire company, starting with employees and ending with the overall performance of the company. These extreme situations first affected the employees. During the pandemic, a large number of employees were sick and unable to work, and their mood and well-being changed significantly as tension and a sense of insecurity appeared. People became suspicious and sensitive, and the general attitude towards work changed—work productivity and efficiency decreased significantly, and employee turnover increased. Reduced wages led to general sluggishness among the employees. The need to adapt to remote work caused a lot of inconvenience for some employees as they had to learn to work with programs and systems, and the flow of work was disrupted by information technology problems (internet connection disruptions and the slow operation of programs and systems). The introduced restrictions, sanctions, and hygiene requirements have fundamentally changed the logistics and freight market. Transportation prices fell sharply, cargo flows decreased significantly, competition among companies increased, and overall company performance fell. Certain restrictions imposed led to the loss of long-standing customers and partners, forcing companies to quickly change their business directions. The responsibility for reorienting the company’s activities largely fell on employees, meaning that in order to achieve the same result, it was necessary to put in twice as much work. Explaining logistics, human resource management practices, and strategies in an extreme situation, the experts described the specifics of the work of employees in different company departments (see

Table 1. Organization of the work of different personnel groups in the context of an emergency situation.

Staff Group	Comment
Administration	Training on how to deal with sick people and how to calm stressed employees. Adapting to the hybrid work model. Organization of work for the entire company’s personnel. Review of personnel functions. Filling out protocols. Overall management and organization of the situation. Cooperation with various institutions.
Managers	Work, as far as possible, has been transferred remotely. Increased workload. Training on how to calm stressed employees. The need to be available by phone. Filling in daily activity reports. The need to learn how to use all programs and systems (“Zoom” and “Teams”). Limited contact with colleagues, dividing office visits by days.
Executives	Training of all personnel. Work remotely as far as possible. Finding solutions to change the company’s work model. Adaptation of the hybrid work model. Continuous monitoring of the situation. Collaboration with management to find ways to optimize staffing to ensure continuity of work and necessary processes. Increased pressure to maintain staff and profitability.

).

The statements of the respondents presented in Table 1 make it clear that the administration and managers experienced the most changes, but managers had an exceptionally great responsibility for managing the personnel. Managers were forced to look for ways to retain employees, motivate them, and find effective solutions by changing the company’s field of activity and the destination countries and markets with which they had worked until then. It can be concluded that only the close and coordinated work of all departments allowed the companies to “survive” and promptly search for ways and solutions, adapting to the circumstances of the current emergency situation and the negative consequences caused. The experts were also asked what measures were applied in the company in order to properly organize the work of personnel in the context of the emergency. The majority of experts stated that all the measures applied were effective, but “it was always possible to react better, to do better, but the situation was not ordinary, so it was not possible to avoid mistakes.” It is appropriate to specify the work organization measures that were named by the respondents:

• The hybrid work model—worked.
• Psychological assistance and wellness services—worked.
• Daily meetings to discuss current issues affecting work activities—worked.
• Vacations granted at the beginning of the COVID-19 pandemic in order to control employee flows and minimize the risk of infection—worked.
• Maximum use of information technologies in organizing regular work processes—worked.
• In the context of the war in Ukraine, respondents stated that special measures were not introduced into the company’s daily procedures; only the emotional state and financial situation of employees who were very closely related and directly affected were taken care of.

When assessing the circumstances of emergency situations, it is obvious that employees had to fully adapt to work using the opportunities provided by information technologies. In response to the question, all twelve people who answered agreed that companies used hybrid work models to manage their employees during the emergency. These models let everyone work from home, and the IT departments made exceptions for employees by connecting them to internal company networks and systems. Several companies additionally invested in the development of information technology at the company level. They purchased new systems, computers, licenses for programs, and projectors for offices so that employees could communicate remotely with clients and hold meetings with partners. Unfortunately, when interviewing experts, opinions differed on how remote work affected efficiency compared to working in a regular workplace. Respondents stated that:

(1) Some employees did not take responsibility when they were unable to perform their direct functions.

(2) Work efficiency did not change.

(3) Work efficiency increased because most employees were satisfied with the possibility of working from home.

(4) Work efficiency decreased significantly, and difficulties arose in communicating with closely related colleagues.

(5) The time for solving problems and making decisions increased, as there was no more “live” communication with colleagues, and communication had to be done via letters or calls.

(6) Work efficiency decreased due to the home environment; some employees relaxed, and some could not concentrate because they had to isolate themselves from other family members.

(7) Work efficiency decreased due to constant uncertainty and a lack of a sense of security.

(8) Some employees found the beginning challenging, but they later noticed a positive change.

(9) Some employees were not ready to work independently, so their results deteriorated.

Upon reviewing the aforementioned statements, we can conclude that remote work impacted employees in diverse ways. Several respondents highlighted that self-motivation and the pursuit of results were extremely important when working from home. In order to assess which factors had the greatest impact on employees’ work efficiency and emotional state, experts were provided with tables with a list of different factors and a ranking form. Two main questions were selected for the assessment:

(1) What causes you stress when working remotely?

(2) Did the factors presented for assessment influence your well-being during the emergency situation(s)?

Table 2. Results regarding stressors.

Statement	Strongly Agree	Agree	Neutral	Disagree	Strongly Disagree
Features of the home environment (additional noise, uncomfortable workplace, household worries)	3	1	2	3	3
Application of new working methods (new software, programs)	1	3	2	2	4
IT disruptions (internet connection disruptions, lack of necessary equipment)	1	5	1	2	3
Need for constant availability	1	2	3	5	1
Overtime	-	3	2	4	3
Other (enter your own)	2	-	-	-	-

and

Table 3. Analysis of factors that influenced general well-being.

Statement	Strongly Agree	Agree	Neutral	Disagree	Strongly Disagree
Anxiety	2	7	1	1	1
Inability to concentrate	2	2	3	3	2
Isolation, restrictions	3	4	2	1	2
Lack of motivation	1	2	2	6	1
Emotional fatigue	3	3	1	2	3
Lack of “live” communication	4	5	1	2	-
Lack of boundaries between personal life and work	3	2	3	4	-
Other (write your own)	-	1	-	-	-

display the experts’ answers.

Table 2 shows that some experts unanimously hold several positions:

• Information technology disruptions, such as internet connection disruptions and the lack of necessary equipment, caused stress for as many as five out of twelve experts.
• Five out of twelve experts indicated that the need for constant availability caused them stress.
• In the field “Other (enter your own)”, two experts mentioned deterioration and prolonged communication with other colleagues due to remote/hybrid work or unavailability.

Notably, anxiety affected seven out of twelve experts’ overall well-being. On his own initiative, one of the experts identified constantly staying in a closed room with his family as a factor that negatively impacted his well-being during an emergency. In order to find out what measures the company took to reduce the risk of “burnout” or other negative consequences for employees during emergencies, the experts answered this question very differently:

(a) Four out of the twelve experts answered that the company did not take any measures;

(b) Two out of the twelve experts answered that the company provided psychological assistance;

(c) Two out of the twelve experts answered that the manager paid special attention to the employees and their well-being;

(d) One out of the twelve experts answered that the company tried to maintain normal communication by organizing meetings in which everyone participated with cameras;

(e) One out of the twelve experts answered that during the COVID-19 pandemic, the company tried to motivate employees with an additional bonus system, and when the war in Ukraine began, it took into account the general mood of the employees more. Therefore, it began to organize joint activities after working hours. For example: joint dinners, team games, and cinema visits;

(f) One out of the twelve experts answered that employees were consulted not only on work-related issues but also on personal issues;

(g) One out of the twelve experts answered that no measures were taken at the company level, but the personal initiative to engage in sports after working hours helped to reduce stress and distract from work.

Experts also answered differently regarding the question of whether the company provided the necessary support and encouragement to employees during the emergency situation(s). Eight out of twelve respondents answered positively: companies organized various training sessions in psychology or working with information technologies; constant communication within the companies allowed them to feel more confident about the future, which helped them psychologically and financially. Employees were consulted on various issues, and discussions were constantly held about the hybrid work model in order to ensure the best possible conditions for them. The circumstances of extreme situations led to positive changes within the company—personnel management specialists and managers appeared in the company; the LEAN system began to be applied to daily tasks, on the basis of which “Asaichi” meetings were held in departments; and the Kai-Zen method, when all employees of the company are included in the processes, was used to optimize or improve complex and stalled processes. Some respondents stated that the companies did not care about the well-being of employees; as usual, there was pressure to achieve high levels of performance.

This study identified the most common sources of stress for employees in the work environment during extreme situations (see Figure 3).

The data presented in Figure 3 reflect the most important aspects that affect employee well-being and work efficiency and allow for a deeper look at the problems encountered in the logistics sector. The most frequently mentioned source of stress is constant availability, which collected as many as 13 mentions. This result reveals that the expectation by employers or colleagues to be always available is a significant problem for employees. Apart from preventing employees from leaving their jobs, perpetual availability generates continuous psychological pressure. Employees cannot adequately relax, which might finally cause burnout, tiredness, and workplace discontent. When the balance between work and employees’ personal lives is not given enough priority, such a phenomenon reveals the flaws in the work culture of corporations. Working overtime, which is mentioned 12 times, is another major source of worry. Events such as the COVID-19 pandemic or the conflict in Ukraine often require companies to respond quickly, increasing their workload. Working longer hours, not getting enough sleep, and overworking employees can hurt their health and reduce their productivity. This becomes not only an individual problem but also a challenge for the continuity of the company’s activities. The third most important category is IT disruptions, which were mentioned 10 times. Technological problems, such as internet connection problems, a lack of suitable technologies, or software instability, cause additional stress, especially for employees working remotely. Disruptions such as these can delay regular work processes, put employees on the spot, and make them feel more responsible because they have to figure out how to fix technical issues on their own without much help. The difficulties of hybrid or remote work and the home environment were each highlighted six times. Employees often feel pressured to quickly master new work systems and processes, which increases psychological stress. In addition, working from home brings with it a variety of distractions: noise, lack of space, household chores, and other household factors. These aspects reduce employee productivity, hinder concentration, and can lead to dissatisfaction with working conditions. Finally, the category Other, which was mentioned four times, reflects specific or unique challenges faced by employees, perhaps related to personal problems or less common aspects of work organization.

Figure 4 presents the main stress and emotional strain factors that employees face during emergencies.

These results provide insight into both psychological and social challenges affecting employee efficiency, motivation, and overall well-being. The most frequently mentioned factor is the inability to concentrate, which was mentioned by as many as 12 respondents. This shows that a large proportion of employees experience difficulties in maintaining attention when completing work tasks. Such a situation may be related to disruptions in the work environment, information overload, or emotional pressure. A lack of concentration directly reduces work productivity and makes it difficult to complete tasks on time, especially when working remotely. Anxiety, cited 11 times, comes in second place. Job instability, more responsibility, or future anxiety might cause employees to feel more psychologically pressured. As an emotional state, anxiety can cause employees to lack motivation, suffer with emotional well-being, and finally contribute to burnout. Emotional fatigue, mentioned eight times, emphasizes the consequences of long-term stress and tension for employees. Emotional exhaustion occurs due to excessive psychological loads, when employees feel the pressure of not only work but also personal life challenges. In the long run, this state can cause employees to become indifferent to the work they do and the goals of the organization. Social aspects also occupy a significant place, and one of them is isolation, which was mentioned six times. Working remotely reduces social communication, which not only strengthens the feeling of loneliness but also complicates team processes and the general emotional stability of employees. In addition, the lack of live communication, mentioned four times, further deepens this problem because employees feel isolated from colleagues and the general activities of the company. Another important factor is a lack of motivation, which was mentioned six times. This highlights that long-term stress and uncertainty about working conditions or the stability of the company significantly reduce employee engagement and the desire to achieve results. Finally, cited three times, the absence of limits between work and personal life indicates that people who work remotely find it challenging to divide their personal and professional lives. This especially emphasizes the need for proper work cultures and work structures.

The results in Figure 4 emphasize that the greatest challenges to employee well-being are psychological and social pressures; their impact is especially relevant in demanding conditions. Increasing workloads, adjusting working methods, and uncertainty about the future help to induce anxiety and emotional exhaustion. Meanwhile, social aspects such as isolation and a lack of live communication emphasize the need to maintain strong social ties in the work environment, even when working remotely. An inability to concentrate and a lack of motivation further worsen the situation, as these factors not only reduce employees’ productivity but also have a long-term impact on their emotional state. This situation emphasizes that companies must take active measures to ensure well-being, paying particular attention to psychological support and improving work organization methods.

Figure 5 displays the steps companies have taken to lower employee stress during crises.

This information helps us to evaluate which policies worked best and points out areas for business development. Ten respondents cited joint activities as the most often referenced metric. Such actions include both virtual and in-person initiatives that promote team community, interpersonal relationships, and employees’ emotional well-being. This measure is particularly effective in reducing feelings of isolation and strengthening employees’ connection to the team. In second place was additional bonuses, being mentioned nine times. Companies often gave financial bonuses to help staff offset growing workloads or to inspire them. In the near run, this behavior might help to raise job satisfaction and staff engagement. Personal assistance programs, cited eight times, are another often-used benchmark. This category covers personal attention to staff members, for instance, more flexible work schedules and the ability to work remotely or under specialized assistance in some cases. Such actions enable staff members to feel more valued and assist in reducing stress brought on by personal or professional problems. Another valuable tool is team meetings, which obtained seven references. These kinds of conferences provide a chance to talk about present difficulties, preserve open lines of contact, and improve team performance. This lessens loneliness and makes staff members active participants in the operations of the company. Six respondents, nonetheless, said their businesses did nothing at all. This outcome suggests that some companies were not ready to handle the stress employees felt during an emergency, which would have affected job satisfaction and staff output. Furthermore, manager involvement was highlighted six times, which underlines the significance of managers in employees’ emotional well-being. Although managers can be very significant, this instrument has not been extensively applied, maybe because managers lack the knowledge or ability to handle stress-related issues. Psychological support received the least attention and was mentioned by only four respondents. This suggests that most organizations have not paid enough attention to providing professional psychological services to employees, although this measure could be one of the most effective in solving stress-related problems.

Figure 5 reveals that companies, in order to reduce stress, focused mainly on promoting community (joint activities and team meetings) and material motivation (additional bonuses). Such actions are useful for increasing short-term employee satisfaction, but they do not address the deeper causes of stress, such as emotional exhaustion, anxiety, or a sense of isolation.

Figure 6 shows how different stressors affect organizations’ ability to focus on sustainability initiatives.

The average sustainability score reflects how each factor affects employees’ engagement in sustainability goals and the organization’s strategic priorities. Constant availability is the factor that has the greatest negative impact on sustainability focus. With the lowest average sustainability score (around 1.5), this factor indicates that employees who are pressured to be constantly available often experience burnout and emotional exhaustion. This work organization model makes it difficult to focus on long-term initiatives, such as environmental protection or employee well-being. Constant availability not only reduces employees’ productivity but also weakens their motivation to participate in additional projects. The home environment, with an average sustainability score of around 2.5, also significantly affects organizations’ focus on sustainability. In remote working conditions, employees often face inappropriate workplaces, noise, household chores, or family responsibilities. These challenges prevent employees from effectively performing core tasks, which reduces the energy and time that employees can devote to sustainability initiatives. IT disruptions, such as poor technological infrastructure or connectivity issues, scored an average sustainability score of around 2. These disruptions hinder efficient work organization and often divert employees’ attention from problem-solving to strategic goals. This is especially true for organizations that rely on digital platforms and virtual communication. In contrast, the factor of new working methods has the highest average sustainability score of around 2.7. This suggests that organizations that are able to flexibly adapt to new working models have a greater potential to innovate and strengthen their focus on sustainability initiatives. Leadership support and effective change management in this area can be an important factor in increasing organizations’ commitment to sustainability. Other stressors, such as overtime, with an average score of around 2.3, also have a significant impact. Increased workload reduces employees’ opportunities to engage in additional activities, including environmental programs or socially responsible activities. Similarly, the Other category, with an average score of around 2.5, includes unique employee experiences that also highlight the need to address multiple sources of stress.

Figure 6 reveals that stressors have a significant impact on organizations’ focus on sustainability. Constant availability and IT disruptions are two of the main barriers that prevent companies from maintaining focus on sustainability goals. Meanwhile, the implementation of new working methods shows that flexibility and the ability to adapt to change can become an organizational advantage, allowing them to implement sustainability initiatives even in challenging circumstances. These findings also show how important good stress management is not just for guaranteeing employee welfare but also for advancing the long-term survival of the company. Reducing stressors or creating plans to control them will enable companies not just to enhance their working conditions but also their accountability toward social and environmental problems.

In order to identify the shortcomings of existing human resource management practices and strategies, the experts were asked two questions:

(1) Does the company have a specific action plan in place to manage personnel during an emergency situation(s)?

(2) What additional measures should the company take to manage personnel during an emergency situation(s)?

The results of the experts’ answers to the first question were essentially the same, i.e., the majority said no, and the rest said that if there was such a plan, they did not know about it. Such results were somewhat surprising, considering that over the past three years, the world has been shaken not only by a pandemic but also by military conflicts. Such positions among companies are unusual and signal a threat in the future if the same or similar emergencies occur. Companies, based on past events, must prepare not only personnel management plans but also company activity plans with special responsibility. A clear plan, various training according to situations, and an introduction to possible alternative actions allow companies to start acting and make rational decisions in the face of an emergency. In response to the second question, experts shared their thoughts on how companies could improve the personnel management situation in an emergency. Taking into account the experts’ opinion, five main statements were distinguished:

(1) Not only to be interested in the emotional and psychological state of employees but also to pay more attention to it by organizing courses, training, or other educational activities and providing the necessary help or support.

(2) To invest more in employee motivation, workplaces, and personnel flexibility in emergency situations.

(3) To provide all opportunities to have a place at home adapted for work.

(4) To encourage the active rest of employees after work by organizing group activities or providing discounts/compensation for wellness services or procedures.

(5) To fully involve all staff groups in preparing for the unexpected and emergency situations.

In summary, it can be stated that emergency situations affect employees of companies in a variety of ways: they cause anxiety, complicate work, and pose additional challenges not only in organizing work processes but also in achieving results. The results of the expert study revealed that in the event of an emergency, companies in the logistics sector either do not have a pre-set action plan at all, or employees are not informed about such a plan and are not involved in its implementation. Taking into account the results obtained during this study, it is necessary to conduct a simulation of the situation and create a human resource management model.

5. Discussion

In order to optimize human resource management in an emergency situation, it is appropriate to envision a model based on which companies could minimize the negative impact on employees (see Figure 7).

An emergency situation has the greatest impact on the following areas of the company:

• Information technology. Employees must fully familiarize themselves with all company systems and programs in the event of an emergency. Employees must be given all the necessary equipment (computer, phone, and system access) and familiarized with databases to ensure uninterrupted work and avoid problems caused by employees’ incompetence with systems, programs, or additional equipment.
• Work model. An emergency situation can fundamentally change the established work model. In the case of the COVID-19 pandemic, employees were forced to work from home in order to minimize the number of contacts and the level of risk of infection. For this, it is necessary to prepare, in advance, a workplace at home so that, if necessary, it can be implemented within the next 24 h. It should be ensured that employees have uninterrupted access to all necessary systems, databases, contacts, etc.
• Employees. Employees are the main driving force of every company. When employees are not properly cared for, they lose motivation, become withdrawn and sluggish, their productivity and efficiency decrease, loyalty becomes meaningless, and employees often start looking for work elsewhere. Prioritizing their psychological health and emotional state is crucial for maintaining employee motivation. The results obtained during the study showed that most respondents experienced anxiety; they lacked “live” communication. Managers should take this into account and create systems that reduce the negative emotions experienced by employees during an emergency situation as far as the work environment is concerned. Motivational systems can be provided not only in monetary terms but also in support, access to psychological consultations, and the organization of joint activities.
• Training. All problems and negative areas identified during this study can be addressed through training, such as IT training, training on how to work in a hybrid manner, lectures on how not to lose motivation, and discussions on psychological health individually and at the company level.

HRM becomes a strategic factor in times of crisis that can determine the resilience and long-term survival of an organization. Different crises—pandemics, geopolitical conflicts, or economic downturns—require a flexible but structured approach to HRM. Based on the findings of this study and scientific insights, an HRM crisis management model was developed that structures HRM actions into three main components: strategic workforce flexibility, employee well-being and resource protection, and long-term organizational resilience. This model is based on the RBV theory, which treats HRM as an asset that provides a competitive advantage, and the COR theory, which emphasizes the importance of protecting employee resources in order to prevent burnout and stress during a crisis.

The RBV theory states that companies that are able to exploit and strengthen their unique resources can secure a long-term competitive advantage. HRM in this context becomes not only a personnel management tool but also an organization’s strategic capital, which helps to overcome market fluctuations and ensure business continuity. Meanwhile, the COR theory emphasizes that during a crisis, it is most important to protect employees’ physical, psychological, and social resources, because their loss can lead to a decrease in labor productivity and organizational instability. Both of these theories form the basis for the HRM crisis management model, which focuses on the mutual adaptation of employees and the organization to extreme situations.

One of the most important elements of crisis management is the flexibility of the workforce, which allows organizations to respond quickly to changing circumstances. The RBV theory indicates that companies that are able to effectively manage their human resources can create a long-term competitive advantage through workforce adaptation and the ability to effectively allocate resources.

Empirical research shows that companies that implemented hybrid work models were able to retain employees more effectively—83% of organizations implemented flexible work arrangements during the pandemic, which allowed them to reduce employee turnover and increase productivity [96,97]. It has also been observed that companies that actively reallocated employee functions survived crises better and recovered faster after them. Another strategy based on the RBV theory is agile HRM practices, when the HRM department becomes an operational unit that can quickly change personnel management strategies according to the situation. Strategic workforce flexibility ensures that organizations not only respond to challenges during a crisis but also maintain the stability of their operations and employee engagement in the long term.

Supporting employee well-being during a crisis is an integral part of HRM strategies, as emotional stress and job uncertainty can lead to burnout, reduced productivity, and employee withdrawal from the labor market. Employees seek to maintain their resources (such as employment stability, psychological well-being, and social ties), and organizations that can do so can minimize employee stress and improve performance [98]. According to the research findings, 67% of employers have noticed an increase in mental health issues among their employees, and 58% have implemented psychological well-being programs. Measures such as psychological assistance, flexible working hours, and financial security are all linked to lower employee turnover and more engagement.

Furthermore, the COR theory underlines that firms that do not support their employees risk losing major financial and human resources. Research shows that companies that invest in employee psychological well-being reduce the risk of burnout by up to 40%, which directly contributes to higher productivity and lower staff turnover [10]. Although crises are temporary phenomena, organizations that are able to prepare for crisis scenarios in advance have a greater chance of surviving in the market in the long term. According to the RBV theory, HRM strategies should be viewed not only as short-term measures but also as long-term organizational resources capable of achieving competitive advantage.

This study found that organizations that had HRM crisis management plans in place recovered 25% faster than those that responded reactively and without clear strategies [99]. This demonstrates that enterprises that spend on ongoing staff training, retraining, and participation in strategic choices may withstand crises better.

In summary, it can be said that emergencies such as pandemics, military conflicts, or other crises can have a significant negative impact on companies operating in the logistics sector. Guaranteeing employee proficiency in all company systems and programs is crucial. Companies must be prepared in advance to adapt their work models by allowing employees to work from home or other alternative locations. It is important to ensure that employees have the necessary equipment and access to essential systems. Managers should pay special attention to the emotional state of employees by organizing different support and assistance systems and measures. Training is becoming an indispensable tool for companies to solve problems and improve employee skills. This includes both technical and psychological training that would allow employees to adapt to new work models, maintain a high level of motivation, and manage stress. The coordination of all these factors gives the company flexibility, strengthens employee relationships, and helps maintain efficiency even in emergency situations.

The results of this study revealed that sustainable HRM practices in the logistics sector during crises are directly related to increasing organizational resilience and maintaining employee well-being. These results are closely related to the RBV and COR theories, which allow for a better understanding of the impact of HRM strategies at both the organizational and individual levels.

Within the framework of the RBV theory, this research validates that HRM methods function as strategic organizational tools for preserving competitive advantage in crisis situations [100]. Investing in digital transformation, flexible work schedules, and psychological support programs helped logistics firms not only keep company continuity but also improve their market positions. RBV states that a company’s advantage depends on its ability to manage unique, hard-to-imitate resources—the results of this study show that employee well-being and the organization’s ability to adapt to uncertainty become key competitive resources during crises.

From the perspective of the COR theory, this study revealed that companies that implemented psychological support mechanisms for employees, work–life balance strategies, and financial security guarantees were able to maintain higher employee engagement and reduce stress. COR states that people and organizations strive to protect available resources and minimize their loss in stressful situations [101]. The study data suggest that HRM practices that promote resource conservation (e.g., ensuring stability, communication transparency, and emotional support measures) can effectively reduce employee burnout and maintain productivity during a crisis.

Although this study improves the field of HRM and crisis management, it is important to acknowledge several methodological limitations. First, the geographical scope was limited to the Lithuanian logistics sector; therefore, the findings may not be completely applicable to enterprises operating in other countries with different social and economic situations. Future research could extend the analysis to other regions, aiming to compare cultural and economic HRM practices in different crisis contexts.

Second, this study relied mainly on the insights of HRM experts, and therefore the information obtained reflects the views of employers and organizational decision-makers. Future research should examine employees’ experiences and emotional reactions to HRM strategies during emergencies.

Third, this study used a qualitative method, which provided in-depth insights but limited the generalizability of the findings. Further studies could use mixed methodologies, including interviews and representative surveys, to statistically measure the success of HRM initiatives and their effects on employee well-being.

6. Conclusions

Based on the analysis of scientific sources, we can define human resources as the competence, skills, experience, and qualifications of employees. If a company properly adapts and coordinates the totality of these elements, its competitive advantage in the market grows. Human resource management methods and models implement this goal, providing guidelines for proper operation. In order to maintain the effectiveness of these methods, it is appropriate to periodically review the provided guidelines or adapt new models as needed to fulfill the maximum potential of the company. The scientific literature distinguishes between two categories of human resource management functions: managerial and operational. Human resource functions include various processes, from hiring employees to assessing their performance. The effectiveness of the company’s activities depends on the well-coordinated work of its employees, except in emergency situations.

This study showed that high stress levels compromise the sustainability scores of companies. Higher degrees of emotional tiredness and anxiety among the staff members reduced their drive and sense of organizational commitment. This suggests that short-term crisis solutions such as one-off compensation or support packages are inadequate to ensure the long-term welfare of employees. Instead, organizations should invest in psychological support programs and long-term employee well-being strategies that would not only reduce stress but also ensure their motivation and loyalty.

The results of the analysis show a clear link between work–life balance and the level of organizational sustainability. Organizations that organize work flexibly during crises, promote hybrid working models, and invest in digital technologies achieve better employee well-being indicators. Moreover, this allows them not only to reduce stress but also to implement sustainability strategies more effectively.

This research also revealed that a decrease in productivity during a crisis can have long-term consequences for the organization’s sustainability results. Companies that clearly endorsed visible support initiatives including better working conditions and employee incentive programs maintained better productivity and sustainability ratings. Moreover, sentiment analysis found links between sustainability ratings and staff morale and engagement. This indicates that companies that proactively meet employee needs and promote a strong corporate culture can remain competitive in the long run.

The results obtained during the expert study revealed that emergency situations most strongly affect the information technologies of companies, their work models, employees, and training. In emergency situations, an essential aspect of information technologies is the preparation of employees. It is important to ensure that employees not only have the necessary equipment for their work but are also familiar with the systems and programs used by the company in order to avoid possible problems due to incompetence. An emergency situation can fundamentally change the work model. Proper preparation includes organizing a home workplace and ensuring that employees have unlimited access to the necessary systems and data. Employee well-being and motivation are an essential part of a company’s success. The results of the study show that in emergency situations, employees feel stress due to the lack of “live” communication and anxiety.

In summary, it can be stated that emergency situations affect company employees in a variety of ways: they cause anxiety, make work more difficult, and pose additional challenges not only in organizing the work process but also in achieving results. The results of the expert study revealed that in the event of an emergency, companies in the logistics sector either do not have a pre-set action plan at all, or employees are not informed about such a plan and are not involved in its implementation.

Therefore, managers should create systems that would alleviate this situation by providing not only psychological help but also financial support. Training can overcome the problems identified during this study. Both individuals and companies can implement IT training, hybrid work training, motivational support, and psychological health discussions. It might be interesting to look into companies and see how many of them have already put plans in place or are in the process of putting human resource management plans into action, as well as how these plans affect both their employees and the long-term success of their business.