- Anonymous contributor
- Rumeet Billan, President and CEO, Viewpoint Leadership
- 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
- 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 as well as personal factors. These factors are outside the control of the organization.
- The mindset, a key aspect of resilience, can be very difficult for the organization to directly impact.
Work resilience is not just something you’re born with. It has to be developed by actively practicing resilient behaviors and through support from 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 portfolio of resilience techniques that employees can access to develop and practice resilient behaviors in the workplace.
This guided implementation is a seven call advisory process.
Guided Implementation #1 - Define your organization’s resilience needs
Call #1 - Align organizational goals with resilience benefits to make the case for action.
Call #2 - Use data to define the current state of resilience and turn data insights into resilience needs.
Guided Implementation #2 - Build a resilience portfolio
Call #1 - Identify goals and metrics for the resilience project and clarify HR’s role.
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.
Call #2 - Build a communication plan.
Call #3 - Plan to monitor and iterate on the project.
Resilience and Sustainability
Create business continuity plans and build organizational resilience. Learn the process of identifying threats and business disruptions, planning how to react, and communicating and launching overall business continuity.
You must be enrolled in this course to play this video
- Title: Resilience and Sustainability
- Number of Course Modules: 5
- Estimated Completion Time: 1.5 hours
By the end of this course, learners will be able to:
- Describe the connection between organizational resilience, employee resilience, and business continuity.
- Define the role of HR in building business continuity plans and resilience behaviors for the organization.
- Outline requirements to build a business continuity plan that includes organizational resilience techniques.
1 to 1.5 CPD hours per course.
McLean & Company is recognized by SHRM and can award Professional Development Credits (PDCs) for the SHRM-CP® or SHRM-SCP®.
The use of this seal confirms that this activity has met HR Certification Institute’s® (HRCI®) criteria for recertification credit pre-approval.