Chapter TWO
From Disruption Preparedness to Organisational Resilience
Being able to respond to disruption is not the same as being resilient.
The Finding
Describe their organisation as at least somewhat prepared to maintain workforce performance through significant disruption or change.
Agree their organisation understands workforce-related risks and manages them appropriately.
Yet only
Describe their organisation as very prepared.
What tHIS TELLS US
Resilience is about whether an organisation can anticipate, respond to, adapt to and recover from disruption while continuing to support its people and maintain performance.
Disruption can be sudden, through events such as geopolitical crises, cyber incidents or health emergencies.
It can also build gradually through talent shortages, skills gaps or the loss of critical people.
In either case, workforce vulnerabilities can become business vulnerabilities.
THE RESILIENCE GAP
The shift is from asking whether the organisation has a plan to asking whether its people and systems can continue to perform when the plan is tested.
WHAT TO CONSIDER
Identify critical workforce dependencies
Understand the people, roles, skills and locations essential to maintaining performance and which business objectives depend on them.
Connect people risk to business risk
Bring workforce considerations into enterprise risk, business continuity and strategic planning.
Test before disruption happens
Regularly test plans using different scenarios to identify vulnerabilities, strengthen coordination and understand how HR, Risk, Finance, Communications and leadership would respond together.
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