As we concluded our 3-part blog series, we look at how leaders can actually show the value in pursuing a workplace culture that emphasizes organizational resilience
As you read through this series, you may have wondered, “What can I really expect from creating a culture of organizational resilience?” The truth is, it depends. After being in this space for a while, the one thing I can tell you is that big budgets aren’t necessarily indicative of success — rather, intentional budgets are.
Recently, I spoke with a midsize accounting firm that had spent more than $100,000 on organizational resilience initiatives in 2024, and while firm leadership believed it was successful and wanted to keep momentum going, they were uncertain of their next steps. When I asked what metrics they used to measure success, they admitted they had only tracked attendance and word of mouth feedback.
If this sounds familiar, you’re not alone. However, this is precisely why many companies fall short in achieving their desired outcomes.
In this final installment of our three-part series on organizational resilience, we’ll explore the return on investment (ROI) you can expect when you intentionally invest in transformational solutions to foster resilience within your company. We will also look at two companies that are benefiting because of their previous investment in organizational resilience.
What are the transformational solutions?
Many professionals dream of the perks offered by companies like Google and often view anything less as inadequate. However, companies can thrive without ping-pong tables in the office breakroom and free bagels in the morning. What employees truly want is balance, demonstrated in time off from work for family and a flexible work environment that genuinely supports them. “You have to meet people where they are,” says Mariya Rosberg, Head of Americas Banking and Financial Services at management consulting firm Oliver Wyman.
What employees truly want is balance, demonstrated in time off from work for family and a flexible work environment that genuinely supports them.
Transformational solutions provide focused, consistent and ongoing support that enables employees to perform at their best. This can include group programs, coaching, training sessions, workshops, and team-building events. The key is sustained effort — one-off happy hours and 30-day walking challenges won’t cut it anymore.
Oliver Wyman launched a group program for women in their Corporate and Institutional Banking practice, designed to address the common challenges that their professionals face. The program provided practical tools to help participants manage both their careers and personal lives more effectively. “We invested in this program because we genuinely care about our people and want them to feel supported,” says Rosberg. “I also liked the idea of creating authentic environments for our team to connect and discuss issues that supersede engagement or rank.”
Legal Services of the Hudson Valley (LSHV), a legal non-profit that serves low-income individuals, took a different approach as its leaders launched a firm-wide program that specifically addressed attorney burnout. “Burnout is a constant concern in the legal profession, and we saw a group program as the most effective way to support our staff,” says Christa Ring, Human Resources Director at LSHV.
While both organizations implemented group programs, their goals, budgets, and cohort sizes varied. However, that’s a good thing — each devised a customized strategy that led to targeted execution and meaningful outcomes.
What to consider as a success
In the previous article, I shared a simple math scenario in which ROI could be measured through retention. However, many other metrics also indicate success, such as reduced sick days, increased revenue or margins, lower attrition costs, higher job satisfaction, and improved ability to handle competing demands. Subtle improvements, such as better presenteeism, communication, stress management, and confidence, are also valuable indicators of success.
Take sick days, for example. Imagine a managing director nearing burnout who takes two days off due to illness. They likely return feeling behind and disconnected. In contrast, with proper coping strategies implemented through organizational resilience programs, that same director may still take time off but would likely recover faster. More importantly, they would return feeling refreshed, better able to prioritize, and more capable of asking for help when needed.
LSHV’s Ring shared an example of an attorney struggling with severe burnout who was on the verge of quitting. Just weeks into the program, this attorney experienced significant improvement in mood and morale, benefiting from the tools provided in the program. While not every investment yields immediate results, this case highlights the direct impact a thoughtfully designed program can have on employee well-being and retention. “After surveying our people, the majority felt their coping skills improved and that they were equipped with better tools to handle challenges,” Ring explains.
Transformational solutions provide focused, consistent and ongoing support that enables employees to perform at their best.
This outcome is common in programs that are focused on building organizational resilience. Rosberg, of Oliver Wyman, witnessed a similar experience. “One of the most notable observations was participants recognizing they had more control, even when faced with challenges and hardships,” she says.
At Oliver Wyman, post-program surveys showed that participants felt they gained clear tools to reframe stressful situations and improve their boundary-setting skills. Rosberg also mentioned how participants found relief in their newly founded ability to openly discuss sensitive topics with colleagues, which fostered a supportive working environment. “In the long run, I see this as a way to build diversity in our pipeline.”
Success in these programs occurs when both the employer and employee benefit. It doesn’t have to look a certain way externally; it simply requires meeting the needs of both parties. One additional success both Rosberg and Ring noted is the longevity of the investment, as employees continue to reference and benefit from the original program months and years after its initial launch.
When measuring the success of an organizational resilience program, two key points are important. First, not all employees will engage fully. “Keep in mind that not everyone will practice or internalize the strategies,” Ring cautions. “But even if a few employees achieve better balance in their lives, we’ve succeeded.” Second, success is an ongoing process that requires continuous effort; however, once the initial momentum is built, it’s easier to maintain the benefits achieved.
Making organizational resilience your company’s reality
Organizational resilience goes beyond quick fixes — gone are the days when a $150 massage gift card or a team bowling event could save your workforce. It’s about genuinely supporting your people through challenges and not ignoring them. In order for your organization to thrive in the next five to 10 years of uncertainty, now is the time to act. Here are few key steps you can take now:
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- Finalize your budget and intentional goals.
- Develop a strategic plan that addresses your top priorities and incorporates the key decisions from earlier in this series.
- Get the support needed to achieve a positive ROI.
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While this may feel like an additional burden given all your company’s existing challenges, it’s essential. You can’t wait for talent to leave or for bad press to surface — you need organizational resilience now. If you’re still unsure how to proceed, reach out to a well-being consultant who can guide you through the process and ensure your company achieves the ROI you’ve been striving for.
Cultivating a culture of organizational resilience doesn’t have to be a daunting undertaking — it can be an easy win-win.
You can read the complete 3-part Organizational Resilience series, here.
