James Cook University senior lecturer explains why psychological safety, meaningful work, and inclusive leadership drive true organizational resilience
Disruption is no longer a seasonal challenge, it’s now a continuous reality. From trade volatility to evolving work models and digital transformation, businesses are forced to adapt in real time. In this context, resilience is not just a buzzword: it’s a strategic priority.
For HR leaders, this means more than business continuity planning. It calls for action that builds adaptability into the workforce through culture, leadership, and mindset.
In Headspace’s latest 2025 Workforce State of Mind report, over 2,000 employees and HR leaders were surveyed on mental health at work.
Their research revealed that half of the employees admitted to crying over work-related stress, while 58% said they had considered quitting their jobs due to mental health struggles.
While operational strength matters, psychological and relational dimensions are what differentiate a workforce that breaks under stress from one that rallies. To understand how HR can lead this charge, HRD Asia spoke with Dr. Kim-Lim Tan, senior lecturer at James Cook University Singapore.
“Organizational resilience, as we know the word… It’s really about an organization’s ability to anticipate, prepare, respond, and adapt,” says Tan.
He points to the COVID-19 crisis as a pivotal moment that tested businesses' resilience, citing the aviation industry as an example. “To me, Singapore Airlines stands out as a resilient organization,” he says.
“During the COVID pandemic Singapore airlines acted on the situation to provide training and redeployed their cabin crew to work in train stations, public agencies and healthcare institutions.”
Beyond recovery, resilience today involves transformation. “Resilience is not just bouncing back to where you are. It’s about bouncing forward. Meaning you are better, more capable when a similar kind of crisis hits you again.”
This, Tan believes, is where HR must step in. “HR must develop a more resilient culture. Encouraging new ideas, embracing failures, and fostering a culture of continuous learning.”
Asked what defines high-impact leadership, Tan offers a direct answer: “High-impact leadership is not just about leading with a purpose or a vision, but it's a form of catalyst that encourages growth.”
He continues, “In other words, it’s really to have an environment where each individual is being valued… They feel that whatever they do is meaningful.”
To guide leaders, Tan developed a model with the acronym: D.R.I.V.E.
“Meaningful work is a very powerful tool to engage and attract people,” says Tan. But its true impact lies in its approach and timing.
“Leaders have to spend time and ask themselves: What do people see in this job? Is there a purpose for them, or are they just running a rat race?” he adds. “If employees [are] constantly seeing themselves running in circles, it will not be sustainable. They will just burn out.”
He continues, “But when people see that what they are doing has a purpose, it connects something larger than themselves. And it will tap into their intrinsic motivation. Employees who are intrinsically motivated will naturally be more resilient, even in the most precarious environment. This explains why people can work with organizations such as Doctors Without Borders, because they believe the meaning behind the work.”
Tan warns, however, against overusing this strategy. “Even though it’s important, it has to be leveraged at the right time with the right approach. My research shows that if you overuse it, it loses its motivational effect.”
Tan observes two blind spots for HR. “We have this false impression that everyone will appreciate resilient leadership… But some leaders are just so focused on output.”
“Not every leader values the soft skills or sees the human side of leadership,” he adds.
As for HR, Tan highlights a greater role. “They often see themselves as just a messenger. But in reality, they are the bridge. They are the ones who can integrate resilience into HR process such as how leaders are selected, developed and evaluated.”
On this, Tan explains that “When employees do surveys, they probably have the attitude like, ‘Okay, it’s just a paper survey.’ Or worse, they worry it’ll be tracked.”
He suggests involving neutral third parties or using paper surveys where employees can be assured of anonymity. “Sometimes, paper surveys work better. Employees can just complete the survey, fold it and send it in.”
Tan also highlights the importance of using tools to develop leaders’ self-awareness. He says “Leaders should rate themselves. Employees can also rate the leaders. Then compare the results. The gap tells a story.”
Crucially, he says, data must be used for development. “When employees feel that their feedback is used to improve themselves, they’ll be more open and be less defensive.”
“Organizations have to recognize that resilience is no longer a good-to-have. It is a must-have,” says Tan. “It needs to be embedded into hiring, training, and performance conversations.”
He continues, “Ask candidates: What’s the biggest problem you faced at work? How did you overcome it? End of the day, emotional intelligence matters just as much as someone’s IQ.”
Tan also stresses psychological safety in fostering resilient workplaces. “People must feel it’s safe to give feedback, to take risks, and will not be judged.”
When it comes to training, Tan believes it needs to be role-specific. He gave an example, “Why send fifty people to learn Excel when some only require Word? Personalized trainings and targeted interventions matter. In today’s workplace, there’s no one-size-fits-all.”
Tan introduces a final framework: psychological capital, also known as H.E.R.O.
“Psychological capital includes the traits of hope, efficacy, resilience, and optimism. People who displayed H.E.R.O. don't quit easily,” he says.
What sets H.E.R.O. apart is its malleability. “These traits can be cultivated,” Tan explains.
“And when people are equipped with all four, the effect is greater than the sum of its parts.”
His message to HR leaders is both urgent and reassuring: “Leading people to stay doesn’t require big budgets… It just requires understanding the employees a little more, doing a little more for them, and building the right support system.”
In the end, as Tan points out, resilience isn’t built in boardrooms or dashboards: it’s built in relationships.
