Building resilience at work: skills backed by evidence

Resilience at work is the ability to cope with pressure, adapt to change and recover after setbacks. It is not a fixed trait. It is a set of skills and resources that people can build, and that workplaces can support or wear down.

This article looks at what research says about resilience training, which skills are most often taught, and how employers can build resilience in a way that is fair and fits with their legal duties.

What resilience means at work

People often describe resilience as bouncing back. A more useful view is bending without breaking, and recovering well afterwards.

Resilience depends on three things working together:

• Personal skills, such as managing thoughts and emotions, and solving problems
• Resources, such as sleep, health, time and money
• Support, from colleagues, managers, family and community

Resilience can also change over time. The same person may cope well one year and struggle the next, for example during illness, caring responsibilities or a restructure.

This matters because a resilient person in a harmful job can still be harmed. And a well designed workplace makes it easier for everyone to cope.

What the evidence says about resilience training

In 2018, researchers from UNSW Sydney and the Black Dog Institute published a systematic review and meta-analysis of resilience training in BMJ Open. They combined results from 11 randomised controlled trials.

They found a moderate positive effect of resilience programs on measures of resilience. Programs fell into three groups:

• cognitive behavioural therapy (CBT) based programs, which teach people to notice and change unhelpful thinking and behaviour
• mindfulness based programs, which train attention and awareness of the present moment
• mixed programs combining both

All three types showed benefits, and the authors concluded that programs combining CBT and mindfulness appear to have a positive impact.

A 2019 meta-analysis of The Working Mind, a Canadian workplace mental health program now offered in Australia by Mental Health First Aid Australia, found moderate reductions in stigma and increases in self-reported resilience and coping. The authors noted a randomised trial was still needed.

Limits of the evidence

The number of high quality trials is still modest. Many studies use self-report questionnaires and short follow up periods. It is less clear how long benefits last, or how much training changes outcomes like sick leave. Good programs are honest about this.

Skills that help

Most evidence-based resilience programs draw on CBT and mindfulness. Common skills include the following.

1. Noticing and questioning unhelpful thoughts

Under stress, thinking can become rigid or catastrophic, such as “I always stuff things up”. Learning to notice these thoughts and weigh up the evidence can reduce distress and help you respond more flexibly.

2. Structured problem solving

Break a problem down, list options, choose one to try and review how it went. This helps turn worry into action.

3. Attention and calming skills

Brief mindfulness practices, slow breathing and grounding exercises can help settle the body’s stress response and bring attention back to the task.

4. Recovery habits

Regular breaks, switching off after work, sleep, physical activity and time with people you care about all help the body and mind recover from demands.

5. Seeking and giving support

Talking with trusted colleagues, asking for help early and offering support to others are part of resilience, not a sign of weakness.

6. Values and meaning

Connecting with why your work matters can help during hard periods. When work repeatedly clashes with your values, that is a signal to raise, not something to simply push through. Our article on moral injury at work explains why.

Resilience is not a substitute for safe work

A common concern from staff is that resilience training suggests the problem is them. That concern is fair if training is offered instead of fixing the work.

Australian work health and safety law expects employers to manage psychosocial hazards, such as high job demands, poor support and aggression, at their source. Safe Work Australia’s model Code of Practice sets out this approach.

In Victoria, the psychological health regulations go further. WorkSafe Victoria explains that information, instruction and training can only be used on their own when no other control is reasonably practicable, and must not be the main control when controls are combined.

So resilience training is most useful as one part of a wider plan. It can help people cope with the demands that remain after the work has been made as safe as reasonably practicable.

How leaders and teams can support resilience

Resilience is also built, or worn down, by everyday team life. Leaders can make a real difference without running a formal program.

• Protect recovery time. Avoid routine emails late at night, make sure people take leave, and plan cover so breaks actually happen.
• Keep demands realistic. Check workloads regularly and reprioritise when new work arrives.
• Debrief after hard days. A short, structured team chat after a difficult shift or incident helps people make sense of what happened and spot anyone who needs more support.
• Make help seeking normal. Talk openly about using support services, and share information about your employee assistance program often, not just at induction.
• Notice changes. Someone who becomes withdrawn, irritable or unusually tired may be struggling. A private, caring check-in can open the door.
• Build connection. Teams that know and trust each other cope better with pressure. Our article on psychological safety in teams has practical ideas.

For example, a manager in a busy community service might combine a team resilience workshop with a review of case allocation, a fortnightly group debrief and a clear plan for covering leave. The workshop gives people skills, while the other changes reduce the load those skills have to carry.

What a good workplace resilience program looks like

• Built on evidence. Content draws on approaches with research support, such as CBT and mindfulness.
• Skill based. People practise skills during the session, not just hear about them.
• Delivered by qualified facilitators. Facilitators can respond safely if someone becomes distressed.
• Voluntary and respectful. No one is pressured to share personal experiences.
• Followed up. Short refreshers, team discussions or coaching help skills stick.
• Linked to action. Themes raised by staff, such as workload, feed back into your risk management.
• Supported by leaders. Leaders attend, model the skills and protect time for recovery.

If someone’s stress has become ongoing anxiety, low mood or burnout, a workshop is not enough. Encourage them to speak with their GP, a psychologist or your employee assistance program.

Invictus Health کیسے مدد کر سکتا ہے

Our psychologists and neuropsychologists deliver workplace programs, including resilience workshops, a workshop on understanding and managing moral injury, and leadership coaching and culture training.

We also offer Mental Health First Aid training and individual anxiety and stress counselling in person at Preston or by telehealth.

This article is general information. For advice about your situation, speak with a qualified professional.