We live in a world that is constantly increasing in complexity on all axes, whether it is economic, social, or political. Given this persisting uncertainty and unpredictability of our ever-evolving times, the importance of fortifying the organisation for greater stability and resilience cannot be emphasised enough. While for the most part we cannot know what the future truly holds, one thing is certain - enterprises of today need to be prepared for unexpected curveballs and brace themselves to withstand anything. A resilient enterprise is not one which merely possesses the ability to bounce back from setbacks, but one which is prepared to pivot and turn challenges into opportunities for growth. Organisations can develop a culture of resilience in the same way that individuals can learn to develop personal traits of resilience.

This brings us to the question, who or what is responsible for the creation of a resilient workplace? The onus of this task cannot be placed entirely on one actor or a group of actors alone - it extends beyond individual or leadership strength and demands collective action, and an intentional mindset. This ultimately boils down to the culture of an organisation - the building blocks of its values, the attitudes it shapes, and how it functions. Here, I am outlining some facets of organisational culture which in my opinion are essential to build resilience within organisations of the future.

The power of purpose

The culture of an organisation can only emerge when there is a clearly articulated and well understood purpose and vision. An understanding of the big picture - that the work we do extends beyond the routine and bottom line; instead, it adds value to the lives of people, be it through contributing (in any manner) towards making lives healthier, more sustainable, or more safe and convenient. This can be a tremendous anchor and a source of great inspiration and gratification. This has shown proven results for business outcomes, employee satisfaction, as well as employee retention. The spirit of purpose can be a driving force for exceptional performance and creative thinking, even in adverse times, thus creating a resilient organisation.

Leadership Mindset

The role of the leader including frontline leaders in today’s dynamic workplace environment has evolved tremendously. Key leaders, including frontline leaders, often have the ability to steer the organisation in the direction of resilience and to serve as a catalyst. To do this they need to demonstrate optimism, integrity and open communications. Today, the leader must exemplify and embody the company’s vision and purpose. This sets the tone for the organisational culture and then flows through the length and breadth of the organisation. The head of the organisation needs to be accessible and open to communication across the board. ‘Empathetic Communication’ has emerged as a cornerstone for a successful leader as it is the driver of greater inclusivity and removal of hierarchical barriers, particularly when making important decisions. This therefore makes space for transparent two-way communication which fosters trust and a feeling of belongingness, which in-turn results in employees feeling valued. Moreover, this is one of the most effective ways of understanding employee sentiment, gathering valuable feedback, which can then feed into future improvement measures and policy related decisions as well. Organisations which implement skip-level communication mechanisms, enabling greater access and opportunities to communicate with the more senior members (managers’ managers for instance), can successfully bring this theory into practice. 

In this context, there are several fundamental shifts in the workforce. The increasing participation of younger generations - millennials and Generation-Z - within the workforce has had a mounting influence on this paradigm shift. The workplace no longer represents a transactional space, rather an extension of themselves - a community where their voices are heard and counted, and values echoed. The impact of empathetic communication on their employee motivation and retention cannot be overstated. Above all, organisations that understand the pulse of their employees, and demonstrate empathy, will ultimately have gained unwavering loyalists and advocates.

Innovation & creativity embedded in the organisational DNA

Encouraging an innovation and creative mindset across the organisation becomes essential to strengthen its foundations. Sometimes the best ideas can come from the most unexpected quarters. Today we fully understand that organisations cannot rely on a hierarchical framework wherein the senior or more experienced members wear the thinking caps, and the execution is managed on the shop floors, since this would mean missing out on a unique opportunity to tap into fresh and out-of-the-box thinking. Further, honing the workforce’s creative and innovative problem-solving skills can be of great restorative value in the face of change or disruption. Creating a culture that encourages experimentation, idea-sharing and calculated risk-taking can drive the organisation forward even in uncertain times. From an employee retention perspective, it plays a significant role in boosting their confidence and overall experience in knowing that they are given the freedom to try something new and expand their horizons without the fear of failure or negative consequences. Therefore, learning and skill development opportunities must be made available across all levels of the organisation through training programs and resource banks that encourage team members to access lateral and vertical learning opportunities.

Sustainability gaining priority

In today’s climate realities, governments and enterprises all over the world have galvanised to address and mitigate the challenge with concrete targets and a plan of action. Instilling sustainable practices within the organisation today has evolved from being a mere ‘factor’ to a core strategic consideration and growth driver. The ideals of eco-consciousness and sustainable practices need to be instilled on a cellular level within the organisation. Moreover, showing tangible results on climate action by the organisation also serves as a strong employer branding tool as increasingly, people want to associate with brands which demonstrate shared values (ties back to purpose).

To summarise, an organisation’s resilience is strengthened by the overall wellbeing of its people, which is determined by the organisational culture. Building a resilient culture at work involves fostering adaptability, open communication, and support. When employees feel heard, valued, included, and feel that the organisation is taking into consideration their individual professional growth within the larger system, they are more inclined to perform better and work with the success of the organisation in mind. It also goes without saying that these factors contribute to improved employee satisfaction and retention as well. This not something to be achieved in silos, with teams working independently of one another. Collective action is key, and in this context, the scope and relevance of the HR function has also widened tremendously - as dispassionate custodians and facilitators of organisational values and culture.