Building Organisational Resilience

This study explores the role of human resource (HR) sustainability practices in promoting organisational resilience with a specific focus on volatile, uncertain, complex, and ambiguous environments. This study examines how HR adaptations influence the development of long-term organisational stability and agility using secondary industry reports, academic journals, and case studies. The approach is based on a systematic review of empirical studies about sustainable HR practices and resilience frameworks among adaptive strategies in VUCA contexts. We learn how organisations that have begun to embrace sustainability in HR—such as workforce flexibility, continuous learning, and employee well-being—are more resilient, able to adapt quickly when the external environment changes. In this way, takeaways reveal that sustainable HR approaches—specifically in the areas of staff retention and skills training for work readiness—coupled with maintaining mental health support to build individual resilience (as well as organisational) is a sound business proposition. HR managers and leaders are orientated towards sustainability, underlined by the practical implications of embedding adaptive practices that address anticipated environmental changes in their dynamic market environments. The research has revealed a model in which HR adds proactive value to coping with the VUCA.