The highly contentious presidential race was called early Tuesday morning by several news sources, with former President Donald Trump being named the winner.

While HR leaders should be tuned in to the major changes Trump will bring to the world of employment, any compliance or regulatory moves won’t come until January, which gives people professionals space to focus on the more immediate concern this week: company culture.

“It’s important to remember there will be no immediate changes,” says Amy Mosher, chief people officer at HCM software provider isolved. “Instead, HR teams should put their energy into employee wellbeing and maintaining a psychologically safe culture.”

That’s because although Election Day itself is over, political divides in the nation and its workforces haven’t, and won’t, vanish, says Kevin Oakes, CEO and co-founder of human capital research firm Institute for Corporate Productivity. They may even continue to deepen, he says.

“The next few weeks are going to be the hardest—harder than the past few weeks,” he says. “It’s going to be challenging for many organizations to work through all of this with a divided workforce.”

However, a distracted, divided workforce will have real consequences for a company’s financial results.

“So,” Oakes says, “a company’s ability to work through this will decide how successful they are long term.”

More from Kevin Oakes: Your workforce hates change. How can you prepare for the future?

Consistency, transparency in communication

To lay the foundation for success, HR should focus on staying consistent this week, says Mosher—particularly around expectations for political conversations in the workplace. Whatever protocols were in place about respectful dialogue leading up to the election must remain—and be continuously communicated to employees.

“Consistency is key to building a respectful company culture, so now is a great time to hold the line and enforce the communication standards outlined by the organization.”

Encourage open, respectful dialogue and ensure employees at all levels understand workplace guidelines around civil conversations, she says.

Leaders can also tie these reminders to company purpose and values—which, Mosher says, can be a consistent, uniting factor amid ongoing division and uncertainty. Communicate the pillars of company culture and ensure employees feel comfortable sharing their thoughts without fear of reprisal.

“When organizations allow employees to address issues head-on, rather than try to avoid the topic, they can avoid any lingering issues that may impact productivity,” she says.

More from Amy Mosher: Brewing cultural magic in the workplace: It just takes the right ingredients

HR should also tackle the stress the election is causing many employees head-on, adds Rachel Marcuse, chief operating officer at culture and DEI firm ReadySet.

“Employees are struggling with the world around them, and they want leaders to show up for them,” Marcuse says. “Saying nothing is no longer an option.”

HR can help leaders “name the stress” that comes with the election, and be ready with resources: employee assistance programs, employee resource groups, even work-from-home options in the event of political violence, Marcuse says.

Helping managers walk the line after Election Day

Managers will be essential in the coming days as leaders look to defuse tensions and maintain respectful environments, says Mosher.

They need “appropriate conflict-resolution” training to effectively help employees keep stress and confrontations at bay—and minimize productivity losses, she says.

Marcuse adds that managers should be equipped with communication strategies to navigate difficult political situations at work, scripts for staff check-ins and resources to support their teams. They should also be given the right tools to maintain healthy boundaries.

“We cannot expect them to be therapists,” she notes.

Managers won’t be immune to the stress and distraction of the election, adds Oakes.

“What we see is that companies with strong, healthy cultures have workforces who understand there’s a purpose they need to follow, the tasks at hand to follow that purpose and managers who really focus on making sure people are staying on task,” he says. “That said, we can’t ignore distractions.”

Managers need to be prepared to walk a fine line—understanding the stress employees may be under while still helping their teams keep their foot on the gas at work.

“Support and accountability aren’t mutually exclusive, and it’s our frontline managers who will be crucial in finding the right balance with staff,” Marcuse says. “Now is the time to really invest in managers to ensure they have the skills and resources to navigate the days after the election and beyond.”

Leaning into uncertainty

As the aftermath of the election plays out in the coming weeks, Mindi Cox, chief marketing and people officer at employee recognition platform O.C. Tanner, says HR should take its own advice and stay focused on the tasks at hand. Regulatory and policy changes will be coming, but business continuity and scenario planning are right in HR’s wheelhouse, she notes.

“It’s an opportune time to reflect on what has worked well in the past and apply that approach to potential future changes,” she says, noting that modeling confidence and calm while planning for yet-to-be-determined outcomes can reverberate throughout the workforce. “Being proactive about the facts of anticipated changes—without additional political commentary—can help alleviate some of the anxiety and stress employees may feel about how the new administration could affect their work lives.”

Patience, Oakes adds, will be essential.

“Patience is certainly something we’re going to need to have as we see how this plays out,” he says. “In the meantime, focusing on what matters for your organization is key.”