The article explores the workload of employees trained for selected jobs during a crisis, filling the gap in the present research. Global thinking tends to believe that recent surveys examined the means of lessening impacts caused by the pandemic rather than focusing on timely detection and prevention. Our methodology combines socio analysis, bibliometric analysis from the Web of Science database, mathematical statistics of the enterprises' database, correlation matrix, ANOVA tests, and dimensional analysis. Bibliometric analysis revealed the same frequency of the words 'impact', 'performance', and 'innovation'. Mathematical statistics showed that most enterprises did not have to cut salaries given effective government aid. Occasional wage adjustments reflected changes in the workload, seen throughout the size and sectoral differentiations. The double-axed factors, regardless of remuneration, included: 'The overall strategy of the Company and 'Flexibility and responsiveness'. Office workers saw the most significant difference in remuneration consistency, suffering a total wage growth arrest. The top management witnessed only a weaker salary increase, while IT and marketing positions spotted no wage fluctuations. Small enterprises applied a 'work organisation' factor, which was later detected in large companies, leaving no trace in medium-sized organisations. The work concludes by proposing the synergy of digitisation and the circular economy on corporate competitiveness and employees during a crisis.