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Crisis Communication: Protect Reputation and Trust [EN]
crisis communication | reputation management | crisis PR | internal communications | risk | bad news | media response
5.07 reviews2,784 learners
- Intermediate
- 22h 16m video
- 43 lectures
- English
- Captions
- Updated 2026
Taught by PapaHR ★ 170K students: Courses in Human Resources, HR, SHRM, AI Talent Analytics, HRMS, HRIS, CIPD, Claude, HRCI, PHR, Rewards
- 22h 16m of on-demand video
- 43 lectures across 14 sections
- One-off payment — no subscription
- Lifetime access on web and mobile
- Closed captions (English)
Curriculum
14 sections43 lectures22h 16m total
- Public Relations Evolution: From Press Releases to Reputation Management55:47
- Communication Strategy: Business Goals, Narratives and Messaging31:48
- PR Channels, Communication Processes and High-Impact Team Design34:04
- Executive Personal Brand: Visibility, Thought Leadership and Risk36:39
- Crisis Communication Plan: Response Team, Media and Employee Trust36:15
- Reputation Metrics: Output, Outcome, Impact and Budget Defence27:09
- Human Risk Management: Decisions Under Uncertainty and Research40:54
- Risk Heat Maps, Fraud Triangle and People-Risk Models31:46
- Cognitive Bias, Conflict of Interest and the Human Nature of Risk22:31
- Human Risk Discovery: Individual, Company and Industry Incidents31:46
- ISO 31000 Risk Management: Assessment, Mitigation and Escalation32:54
- Executive Risk: Leadership Maturity, Team Dynamics and Warning Signs25:25
- Risk Culture: Values, Trust and High-Reliability Behaviour28:10
- Three Lines of Defence: Roles, Risk Reduction and Culture Audit27:44
- Better Business Decisions: Visibility, Checklists and Accountability29:19
- Codes of Conduct and Job Descriptions: Assigning Accountability28:28
- Workforce Crisis Management: Hiring Through Visible Problems37:26
- Crisis Compensation Strategy: Payroll, Bonuses and Benefits30:35
- Employee Development Without Budget: Training, Libraries and Mentoring26:36
About this course
This course contains the use of artificial intelligence. Companies do not go quiet in a crisis because they have nothing to say. They go quiet because nobody decided in advance who speaks. By the time you agree the wording, the story is already written Somebody is drafting a statement, somebody else is checking it with legal, and while that happens the version of events settles without you. From then on you are not explaining what happened — you are contradicting an account that already exists, which is a comple…
Before you start
- Responsibility for what your organisation says, or for the people who say it
- No public relations background required
- Willingness to write down what could go wrong before it does
- English at intermediate level or above, since all lessons are in English
- Acceptance that silence is itself a message, and usually the wrong one
Who it’s for
- Communications and public relations leads with no crisis plan written down
- Founders who will personally be the spokesperson when something happens
- People leaders who have to explain redundancies to the people staying
- Marketing managers handed reputation as an extra responsibility
- Executives whose personal profile is now a company asset and a company risk
- Managers who watched a small problem become a public one
- Anyone whose employees learned company news from the press
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