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Build a Resilient HR Team

Equip HR with the resilience techniques needed to support themselves and the organization.

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  • Rumeet Billan – President and CEO, Viewpoint Leadership
  • Simon Blunden – Vice President, People & Culture, GroupHEALTH Benefit Solutions
  • Alexandra Chris, PhD – Program Lead, Corporate Well-Being, Rogers Communications
  • David Collins – President and CEO, TRACOM Group
  • Steve Franklin – Director of Learning and Development, CoBank
  • Dr. Linda Hoopes – President, Resilience Alliance
  • Dr. Joana Kuntz – Director of Applied Psychology, University of Canterbury and her colleagues: Drs. Katharina Naswall and Sanna Malinen
  • Natasha Kuzmanov – HR Director, University Health Network
  • Zaheen Nanji – TEDx Speaker, Resilience Expert and Keynote Speaker
  • Dianne Norman – Director, Organizational Employee Effectiveness, Ryerson University
  • Andra Popescu – Strategist, Change Agent, Thought Leader, D2L
  • Amy Roy – VP People Strategy, Ceridian
  • Denise Williams – Strategy and Performance Specialist
  • Lindsay Witcher – Vice President, Practice Strategy, RiseSmart
  • Building resilience is incredibly complex. It involves the intersection of individual mindsets and behaviors that are impacted by work factors and personal factors. Many of these factors are outside the organization’s control.
  • Mindsets, a key aspect of resilience, are very difficult for the organization to directly impact. To add to this complexity, it's very hard to separate resilience and wellbeing.

Our Advice

Critical Insight

  • Work resilience is not just something you’re born with: it takes awareness and effort to develop.
  • HR teams must recognize the importance of building their own resilience and ensure they are actively practicing resilient behaviors to help meet the many demands of the role and the organization.

Impact and Result

  • Focus on the three key behaviors that are connected to workplace resilience: activate networks, learn to learn, and be flexible.
  • Develop a collection of resilience techniques that HR team members can access to develop and practice resilient behaviors in the workplace.

Research & Tools

1. Define the HR department’s resilience needs

Define the current state of resilient behaviors among HR and determine resilience needs.

2. Select resilience techniques

Identify resilience project goals and metrics, select resilience techniques, and validate them with stakeholders.

3. Prepare to launch

Decide how to introduce the resilience techniques to the HR team, and make a plan to monitor and iterate on the techniques.

Guided Implementations

This guided implementation is a seven call advisory process.

Guided Implementation #1 - Define the HR department’s resilience needs

Call #1 - Use gathered data to define the current state of resilient behaviors among HR.
Call #2 - Turn data insights in HR resilience needs.

Guided Implementation #2 - Select resilience techniques

Call #1 - Identify goals and metrics for the HR resilience project.
Call #2 - Select resilience techniques and prepare to validate them with stakeholders.

Guided Implementation #3 - Prepare to launch

Call #1 - Determine how to roll out your selected resilience techniques to the HR team.
Call #2 - Build a communication plan.
Call #3 - Plan to monitor and iterate on the project.