Building resilience: the five enablers of a healthy, adaptable workforce

Gillian Pillans

Research Director, Corporate Research Forum

Amid ongoing disruption, resilience has become a defining capability, both for individuals and the organisations they work for. Yet, resilience doesn’t happen by accident. It requires intentional design, investment and leadership.

Research by Corporate Research Forum (CRF) identifies five enablers that underpin sustainable employee wellbeing and act as levers for building long-term resilience: (1) creating a culture of health; (2) leadership role modelling; (3) designing work for wellbeing; (4) enabling line managers to support wellbeing; (5) effective communication.

Organisational culture

Organisational culture plays a pivotal role in shaping wellbeing. In cultures where toxic behaviours go unchecked or excessive demands are the norm, standalone initiatives are unlikely to succeed. To create the conditions for wellbeing to flourish, organisations must encourage open conversations, foster psychological safety and consider wellbeing in business decisions.

Leadership commitment and role modelling

Leadership commitment and role modelling are essential. When senior leaders prioritise wellbeing and speak openly about their own challenges, they help break stigma and set the tone for the wider organisation. Educating leaders on the link between wellbeing and performance helps them become credible, proactive advocates.

To create lasting change, wellbeing must
move beyond standalone initiatives.

Line managers

Line managers are the frontline of employee experience. Their day-to-day interactions can either support or undermine wellbeing. Training managers to spot early warning signs, hold supportive conversations and signpost resources is critical to building resilience at scale.

Job design

Job design also matters. Well-structured roles — with clarity, autonomy, manageable demands and supportive relationships — enhance health and engagement. In contrast, poor job design creates stress and hinders performance.

Communication

Finally, communication is key. Employees must know what support is available, how to access it and feel encouraged to engage. Tailored, consistent messaging, supported by storytelling and strong branding, can help make wellbeing programmes visible, relatable and impactful.

To create lasting change, wellbeing must move beyond standalone initiatives and become embedded in how organisations perform today and build for the future.