英国酒店业务目前很可能专注于如何处理冠状病毒爆发的影响，但现在也是前瞻性商业领袖应该超越的时间 - 他们恢复计划。毫无疑问，冠状病毒给整个世界带来了重大挑战。这些数字令人惊讶，新闻更新令人难以置信，因此毫无疑问，全球市场已经震撼，高级企业领导者将其视为他们的新最高优先事项。
It is only right that everyone’s primary concern is with preservation of life and it is encouraging that early scientific and anecdotal evidence is that the huge majority of those infected will make a full recovery in a relatively short space of time. However, the number of confirmed UK cases has just passed 100, and sadly one woman in her 70's, who tested positive and believed to previously in ill health, has died. Despite there
每年在英国大约有17,000例与流感相关的死亡，很容易看出，恐惧而不是纯粹的事实和数字会对我们日常生活和企业的表现产生如此重大的影响。我曾在款待和零售等消费行业工作了25年，并且经历了过去的“自然原因”的严重破坏。在2001年，英尺和口腔疾病（FMD）在农业和食物之外产生了深远的影响。据估计，当年我们的旅游业影响了30亿英镑，其成本与我们的公共部门相似。
Post the 2001 FMD outbreak impacted businesses struggled to adapt quickly enough to a new world of changed consumer habits and so prolonged their losses.
当然，关于冠状病毒有差异，但是，2001 FMD证明了人类广泛的恐惧会推动其行为的广泛变化。一些自由意志；有些人强迫他们，并不是所有人都有利于许多业务部门的持续成功甚至生存。我们有充分的理由可以自信而不是自满，即将控制这种病毒，而正常的服务可能会恢复。由于酒店业务领导者可能已经有“灾难管理”计划来应对疫情，我敦促那些相同的领导人现在就开始计划如何在爆发后返回繁荣的利润，因为我相信英国酒店业将看到significant growth post this awful period but it won’t be easy and senior leaders will need to be ready in order to capitalise.
1. Trust Your People:
Your culture is already built on trust and you can prove that your leaders at each level have trusted relationships with their teams so you have good reason to be confident that your team managers will make the right decisions and show the right behaviours. You may have given additional support and training to managers during the outbreak period. That will certainly help.
但是，当爆发的结束时，许多员工可能仍会被感染，害怕重返工作岗位或担心。至关重要的是，所有经理继续在爆发期间所做的出色工作并表现出同理心和理解。并非所有员工都将能够在同一时刻重返工作岗位，即使情况看起来相同，因此请确保所有经理人都保持稳定并表现出信任。
2. Continue with Additional Support for Your People:
灾难管理或避免是在爆发期间的一种可能的方法，在此期间，您的许多员工都会表现出极大的灵活性，忠诚度和勇气。如果这一时期导致收入低迷，那么随着加班时间稀少或不适，您的许多员工可能会遭受较低的收入，无论是不适的还是孤立的。他们的技巧的价值也可能要低得多，并且取决于孩子学校的情况，他们的儿童保育费用可能会增加。在精益期间，许多人可能已经将短期贷款延长了。
让您的员工知道有帮助。如果您提供无息兴趣的员工贷款，请在您的沟通中包括提醒，请指导经理如何通过鼓励每个团队成员互相支持来支持本地和机智 - 有些人会很乐意放弃轮班，而另一些人会渴望多余的时间。
提醒所有员工您的热线工作，如果您现在没有一个，将是设置一个工作求助热线的好时机。
3. Welcome Back Your People:
Once the peak of disruption and fear is over and most of your teams are back in work then, with tact and decorum, celebrate! Encourage leaders to act with freedom within a framework as they have always done and do something locally that shows appreciation for what their team have been through. Also, take time now to prepare how the board will thank everyone. If your style is a letter, then draft it now so you can focus on maximum revenues and profit when the upturn come.
4.保持沟通增加：
No doubt your outbreak plan will have included increasing communications with all team members. Maintain these for at least 3 months following the end of this period.
不是每个人都(员工和客户)会l return to normality at the same rate so keeping all of your team members well informed with a support network to have their questions and concerns answered will make a big difference to the speed at which they return to their best.
5.评估灵活工作的未来：
虽然仅适用于有限数量的角色，但无论您的起点如何，您的企业在爆发期间就会看到更大的摄入量。这很可能带来了您希望继续看到的效率，生产力和士气的新发现。不要以为所有转向灵活工作的人都希望暂时恢复到以前的方式，而要适当地研究适合您的人民和您的业务。无论您决定采用哪种方法，请与您的员工保持清晰，并欢迎他们的疑问。
6.欢迎您的客户：
It is extremely likely that this virus outbreak will result in a downturn in customer numbers and although the level of opportunity this brings will depend on the impact on your people resource there are most definitely opportunities to capitalise on during quieter than expected times. Here are a few:
• Improve your sites: When your customers return you have an opportunity to showcase your physical environments as the best, they have ever been
•解决维护问题的问题，而那些不可避免的对客户体验的破坏
•将可用的资源集中在清洁和卫生标准上
• Bring forward scheduled works such as equipment servicing and decoration
•考虑提出诸如I.T.之类的批发改进或增强供应链（这些将需要特别仔细的计划，考虑到可用的资源以及财务影响）
• Utilise chef resource to participate in future menu development ideas – no doubt already a