Developing a Resilient Workforce
Resilient organizations turn crises into growth, outpacing competitors.
Learn how to cultivate resilience across individuals, teams, and your entire organization to thrive amid uncertainty.
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Discover what resilience truly means and why 46% of workforces demonstrate high resilience
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Learn the attitudes and behaviors that help people cope, recover, and grow from adversity
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Explore how resilience cascades from individual mindset to team cohesion to organizational agility
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From positive attitude and self-confidence
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To trusting relationships and psychological safety
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Shared purpose and adequate resources
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To a learning culture that sustains performance
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Understand the 4 essential drivers organizations must strengthen to build a resilient culture
What is the difference between resilient and non-resilient employees under pressure?
It's important to distinguish how resilient employees respond to adversity versus those who struggle.
Resilient employees bounce back by coping well, recovering quickly, and learning from setbacks. They maintain positive attitudes, confidence in their abilities, and adapt flexibly to new conditions. Non-resilient employees experience prolonged stress, burnout, and disengagement when facing workplace challenges, limiting their capacity to contribute and grow.
"Resilience is about how people perceive adversity as well as how they respond to it."
With 72% of workers experiencing workplace adversity annually, building resilience has moved from desirable to essential.
Focus on environmental factors vs hiring for resilience alone to drive organizational strength.
Resilience isn't just an innate trait—it emerges from a combination of individual attitudes, team dynamics, and organizational conditions. While 66% of self-confident employees are highly resilient versus 31% of others, resilience also depends on psychological safety, trusting relationships, and shared purpose. Research confirms that a holistic, multi-level approach—developing positivity, building social intelligence, and creating supportive systems—yields the greatest organizational impact.
Organizations fail to provide the conditions that sustain employee resilience.
Many leaders overlook critical drivers: only 1 in 3 employees strongly agree their organization provides adequate resources; 2 in 3 lack confidence in organizational purpose; and insufficient knowledge-sharing limits learning. Without these foundations, even naturally resilient people struggle—27% of those with resource gaps remain highly resilient. Most organizations could strengthen resilience by addressing purpose, resources, and learning culture.
Leaders can evoke connected, valued, and empowered to unlock team and organizational resilience.
When teams experience psychological safety and trusting relationships, 77% become highly resilient—nearly double the baseline. Leaders strengthen resilience by: modeling genuine positivity, offering specific praise to build confidence, practicing social intelligence, and ensuring employees feel connected (through relationships), valued (through recognition), and empowered (through autonomy). Organizations amplify this by clarifying shared purpose, providing adequate resources, and fostering continuous learning and knowledge-sharing.
