Building Organizational Resilience for Disruptive Times

“May you live in interesting times” is a curse we can all relate to. By any measure, the past few years of work have been extraordinary. The pandemic reshaped how and where we work, forcing organizations to rethink everything from collaboration to culture. At the same time, the rapid advancement of AI, climate emergencies, and geopolitical uncertainty are making that roller coaster of disruption feel less like an exception and more like the norm. 

The ability to pivot, adapt, and recover quickly used to be a competitive advantage for businesses. Now, it’s table stakes. Organizational resilience is foundational, which means creating a culture that weathers disruption, supports employees through uncertainty, and emerges stronger on the other side.

HR leaders are in the eye of this particular storm. Whether navigating layoffs, supporting burned-out employees, or managing unpredictable change, human resource teams are responsible for building resilience across an organization. Of course, policies and contingency plans aren’t going to cut it – what’s needed is a whole new approach to cultivating people, trust, and culture with grit.

Companies that prioritize connection, belonging, and psychological safety are the ones that bounce back better from adversity. They also build more engaged, innovative, and prepared teams for the next challenge. As Workhuman Live speakers Adam Grant and Arianna Huffington have emphasized, resilience requires conditions where people can recover, adapt, and thrive.

Now, let’s explore what makes an organization truly resilient and how HR can lead the way.

What is organizational resilience and why does it matter?

Resilience is less about bouncing back than about bouncing forward. If we accept that crises and disruptions are inevitable, organizational resilience allows companies to sustain operations, support employees, and remain agile in the face of change. So, yes, that means not floundering in the face of unexpected events, but it also means actually thriving through them.

At its core, organizational resilience is the ability of people and systems to adapt and respond positively to unexpected change. It’s what separates organizations that struggle through disruption from those that use it as a catalyst for innovation, growth, and deeper employee connection.

Resilient organizations develop strategies that enable them to pivot quickly, maintain stability, and ensure employees feel supported and empowered even in uncertain times. And nowhere is that foundation more critical than for HR.

Why HR is on the frontlines of building resilience

HR is usually the first to get the call when organizations face disruption. From economic downturns and layoffs to shifts in business strategy, HR leaders play a pivotal role in ensuring that employees stay engaged, teams stay connected, and cultures remain strong.

The past few years have made this clearer than ever. When the COVID-19 pandemic forced companies to suddenly adapt to remote work, new policies, and heightened employee needs, HR professionals became the emergency management crisis team overnight. HR was tasked with balancing business continuity and workforce well being in the face of total uncertainty and widespread panic – without a playbook.

But that playbook must be written. To get past triage, HR practitioners need to put in place systems, processes, and mindsets that will help their organizations survive and thrive. 

That means:

• Creating a culture where adaptability is a core competency
• Developing HR policies that empower employees with flexibility and support
• Providing training and resources to equip managers with the tools to lead through change or crisis

As our Workhuman Live speakers have emphasized over the years, the most resilient workplaces don’t avoid challenges but embrace change as an opportunity to grow stronger together.

The science of organizational resilience: What research shows about the ability to adapt

Resilience may feel like an intangible quality, but research tells a different story. Organizational resilience has nothing to do with luck or circumstance. It’s built through deliberate strategies.

Organizational resilience refers to a company’s capacity to anticipate, prepare for, respond to, and adapt to incremental change and sudden disruptions to survive and prosper. This adaptability is crucial in today’s unpredictable world, where businesses face challenges ranging from natural disasters to economic downturns.

Three Strategies for Building Organizational Resilience

Scholars tell us that organizations usually adopt one of three strategies to respond to environmental changes:

1. Defensive strategy – A risk-averse approach that tries to limit exposure to external change. While it can work in stable environments, it often leaves companies unprepared when disruption hits – like, say, a global pandemic.
   
2. Reactive strategy – A response-based approach where companies react to each challenge as it comes. This keeps organizations nimble but can be draining and unsustainable in complex environments.
   
3. Proactive strategy – The gold standard. This approach focuses on forecasting, strategic planning, and using innovation to stay ahead of disruptions. Companies that invest in long-term resilience planning aren’t just reacting to change — they’re shaping their own future.

Benefits of Organizational Resilience 

If resilience sounds like a “nice to have,” you only need to glance at some of the outcomes below to prove it’s a must-have.

• Companies that prioritize resilience see better financial outcomes. A McKinsey study found that firms with strong knowledge-sharing cultures and bottom-up innovation were significantly less likely to go bankrupt during the pandemic. 
  
• Operational performance thrives when organizations are agile. Research on post-COVID-19 business recovery found that flexibility and agility drive better operational performance—proving that rigid structures struggle in volatile times.
  
• Corporate social responsibility (CSR) boosts resilience. Companies that invest in corporate social responsibility (CSR) programs, say researchers, see better long-term performance, fewer financial fluctuations, and stronger crisis responses. 
  
• Supply chain resilience pays off. The pandemic exposed weaknesses in just-in-time supply chains, but firms that prioritized long-term risk management strategies saw higher revenue growth as a result. 
  
• Sustainable businesses are resilient businesses. A broad review of resilience research found that companies that focus on long-term sustainability recover faster from disruptions and adapt more effectively.   
  

According to scholars, resilient organizations share key traits:

• They develop crisis management frameworks that prepare for natural disasters, economic downturns, and geopolitical shifts.
  
• They embed adaptability into their cultures, ensuring employees and business leaders are comfortable with change rather than resistant to it.
  
• They foster high-trust environments where employees feel secure taking risks, making decisions, and innovating in uncertain times.

One of the biggest lessons we can learn from high-reliability organizations – in industries like aviation, healthcare, and emergency response that operate under extreme unpredictability – is that resilience is engineered, not assumed. These organizations succeed because they proactively identify risks, train employees to respond to uncertainty, and prioritize human connections in moments of crisis.

Of course, this kind of resilience isn’t just for companies in high-stakes industries – it’s the same approach that all future-ready workplaces will need to adapt to meet the times we’re in. HR leaders, in particular, will have a central role in applying these lessons to create cultures of resilience that can withstand disruption without losing momentum.

The key elements of organizational resilience

Building organizational resilience means proactively strengthening the foundations that keep businesses, teams, and cultures stable under pressure.

These are the core areas to consider:

1. Risk management and crisis preparation: Resilience starts before a crisis occurs. The most prepared organizations have clear business continuity plans, defined escalation procedures, and a strong understanding of potential risks. HR plays a key role in ensuring employees understand these plans and have the tools to respond effectively.
   
2. Decision-making and problem-solving agility: A resilient organization needs leaders who can make tough decisions under pressure and teams who can adapt quickly without losing momentum. Research suggests that organizations that empower employees with autonomy and decision-making authority in crisis situations are more likely to sustain performance through disruption.
   
3. Culture of resilience and adaptability: A workplace that encourages adaptability at all levels – not just in leadership – is better positioned to navigate change. HR plays a key role in fostering psychological safety, encouraging continuous learning, and embedding resilience training into leadership development.

Organizations that invest in employee well being, mental health support, and trust-building practices are far better equipped to weather adversity and emerge stronger.

How HR teams can cultivate resilience: Practical steps to building organizational resilience  

Uncertainty is exhausting. For HR professionals, organizational resilience isn’t an abstract concept — it’s a daily challenge. Economic downturns, sudden market shifts, and crisis management have made long-term stability feel elusive. But resilient organizations don’t just survive disruptions — they use them as moments to strengthen culture, trust, and adaptability.

• Identify potential risks and create continuity plans: Organizations can’t predict every disruption, but they can prepare for them. HR leaders should work with business continuity teams to create contingency plans that not only protect business operations but also support employees during turbulent times.
  
• Develop leaders who foster a culture of resilience: Strong leaders are key to helping organizations and employees navigate change. The best HR teams prioritize leadership development that emphasizes adaptability, trust-building, and transparent communication. A resilient culture starts at the top, with leaders who model confidence and clarity – even in uncertain situations.
  
• Provide training to develop adaptability and decision-making skills: HR teams should invest in training programs that equip employees and managers with the skills to make sound decisions under pressure. High-reliability organizations train their teams for crisis situations, and while most workplaces won’t face life-or-death emergencies, the ability to stay calm, problem-solve, and pivot is invaluable.

As Trevor Noah – who’s returning to Workhuman Live in 2025 – put it, “We spend so much time being afraid of failure, afraid of rejection. But regret is the thing we should fear most.” Helping employees and leaders embrace change without fear of failure is central to resilience-building.

The role of recognition and trust in fostering resilience

When organizations prioritize recognition and trust, they create the kind of culture that sustains people through difficult times.

Recognition as a driver of resilience

Workhuman’s research shows that employees who feel recognized are more engaged, motivated, and committed to their organization—even in challenging environments. Peer-to-peer recognition reinforces a culture of support, reminding employees that their contributions matter.

Trust: the foundation of a resilient workforce

Resilient organizations prioritize psychological safety. Google’s Project Aristotle found that the highest-performing teams all had one thing in common: psychological safety — the confidence that employees can take risks, voice concerns, and be themselves without fear of punishment. This trust enables organizations to navigate crises more effectively because employees feel empowered to contribute solutions rather than retreat in fear.

As Brené Brown, a two-time Workhuman Live speaker, has repeatedly said, “Trust is earned in the smallest of moments. It is earned not through heroic deeds, or even highly visible actions, but through paying attention, listening, and gestures of genuine care and connection.” 

HR leaders who actively foster a culture of trust – through transparency, empathy, and recognition – are laying the foundation for long-term resilience.

Five ways resilience in organizations helps in times of crisis

Resilient organizations experience tangible benefits, especially in times of disruption:

1. Stronger employee engagement – Employees in resilient organizations feel more supported, reducing stress and burnout.
2. Faster recovery from setbacks – Companies with strong cultures of adaptability rebound faster from crises than their competitors.
3. Higher innovation and problem-solving – Psychological safety encourages employees to propose creative solutions instead of retreating into fear.
4. Lower turnover and greater retention – Employees who feel valued and recognized are more likely to stay, even during uncertain times.
5. Better financial performance – Studies show that organizations that prioritize resilience strategies see stronger long-term profitability and sustainability. 

Lessons from the past decade: Workhuman Live insights on resilience 

What does all this have to do with Workhuman Live? Well, over the years, the event has featured some of the brightest minds in business, psychology, and leadership – each offering invaluable perspectives on resilience in the face of adversity. Here are some highlights:

Over the years, Workhuman Live has featured numerous thought leaders who have shared profound insights on resilience, adaptability, and leadership. Here are some highlights:

Arianna Huffington: Cofounder of The Huffington Post and one of our very first keynotes in 2015, Arianna Huffington advocates for well being as a cornerstone of resilience – and encourages leaders to cut themselves some slack as they pursue it. “We need to accept that we won’t always make the right decisions,” she has said, “that we’ll screw up royally sometimes – understanding that failure is not the opposite of success; it’s part of success.” Her insights highlight the role of embracing failure and prioritizing self-care in fostering a resilient mindset.

Adam Grant: Organizational psychologist and bestselling author Adam Grant was also on the bill at the first Workhuman Live – and will be on the big stage in Denver in 2025. He emphasizes the importance of recovery in building resilience, saying, “Resilience is not about how you endure; it’s about how you recharge.” This perspective underscores the need for rest and rejuvenation to maintain high performance and adaptability.

Viola Davis: The acclaimed actress and producer visited us in 2019 and emphasized the power of authenticity and embracing one’s story as a source of strength. Her wisdom? “The privilege of a lifetime is being who you are.” Davis highlighted that true resilience comes from embracing one’s identity and experiences, using them as a foundation to overcome challenges.

Dr. Bernice A. King: Workhuman Spotlight 2022 panelist, CEO of The King Center and daughter of Dr. Martin Luther King Jr., King has often spoken about the importance of hope and collective action in building resilience. Community, she has said, is intrinsically resilient and bettering:  “Seek out your brothers and sisters of other cultures and join together in building alliances to put an end to all forms of racial discrimination, bigotry, and prejudice. There are people of good will of all races, religions, and nations who will join you in a common quest for the betterment of society.”

Michelle Gielan: A former national CBS News anchor turned positive psychology researcher, Gielan discussed the impact of positive communication on resilience. She and fellow Workhuman Live alumnus Shawn Achor published an article in HBR where they noted, “the key to resilience is trying really hard, then stopping, recovering, and then trying again.”  

Michelle Obama: Former First Lady Michelle Obama, who graced our Workhuman Live stage in 2017, has often reflected on personal growth through adversity. As she has said, “You should never view your challenges as a disadvantage. Instead, it’s important for you to understand that your experience facing and overcoming adversity is actually one of your biggest advantages.” Her words inspire us to view obstacles as opportunities for development. 

Resilience is not just about bouncing back — it’s about bouncing forward. As we’ve learned from the speakers at Workhuman Live, organizations that take a human-centered approach to resilience position themselves for long-term success.

Why attending Workhuman Live is a step toward building resilient organizations

For HR leaders, resilience-building isn’t just about responding to disruption—it’s about proactively shaping the future of work. Workhuman Live is a place where HR professionals come together to tackle tough topics, learn from experts, and build a support network of peers who are navigating similar challenges.

Here’s why Workhuman Live is the perfect environment to explore resilience strategies:

• Gain insights from leading thinkers like Adam Grant on how to foster resilient cultures.
• Connect with HR peers to exchange ideas, share challenges, and find solutions together.
• Participate in hands-on workshops focused on crisis leadership, change management, and human-centered resilience.
• Experience the power of recognition and gratitude at the Gratitude Bar, where you can see firsthand how small moments of appreciation create stronger, more connected workplaces.

HR professionals are uniquely positioned to shape resilience at every level of an organization. The conversations, insights, and tools from Workhuman Live provide a foundation for not just surviving disruption – but actually thriving in it.

Join us at Workhuman Live to learn from experts, connect with peers, and bring back strategies that will make your organization stronger, more adaptable, and more human.

About Darcy Jacobsen

Darcy is a passionate storyteller and champion of workforce transformation, human connection, and recognition-driven culture. As an author on the Workhuman Live Blog, she loves to connect deep research insights with modern workplace dynamics to uncover what really drives engagement, belonging, and happiness at work. With a background in communications and a master’s in medieval history, she brings a unique perspective to her writing, taking deep dives into all topics around organizational psychology and the science of gratitude.