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鈥檙e 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鈥檒l 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. 鈥淵ou have to meet people where they are,鈥� says Mariya Rosberg, Head of Americas Banking and Financial Services at management consulting firm .

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 鈥� one-off happy hours and 30-day walking challenges won鈥檛 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,鈥� says Rosberg. 鈥淚 also liked the idea of creating authentic environments for our team to connect and discuss issues that supersede engagement or rank.”

(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. 鈥淏urnout is a constant concern in the legal profession, and we saw a group program as the most effective way to support our staff,鈥� says Christa Ring, Human Resources Director at LSHV.

While both organizations implemented group programs, their goals, budgets, and cohort sizes varied. However, that鈥檚 a good thing 鈥� 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鈥檚 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,鈥� 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. 鈥淚n 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,鈥� Ring cautions. 鈥淏ut 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鈥檚 easier to maintain the benefits achieved.

Making organizational resilience your company鈥檚 reality

Organizational resilience goes beyond quick fixes 鈥� gone are the days when a $150 massage gift card or a team bowling event could save your workforce. It鈥檚 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:

1. 1. 1. Finalize your budget and intentional goals.
      2. Develop a strategic plan that addresses your top priorities and incorporates the key decisions from earlier in this series.
      3. Get the support needed to achieve a positive ROI.

While this may feel like an additional burden given all your company鈥檚 existing challenges, it鈥檚 essential. You can鈥檛 wait for talent to leave or for bad press to surface 鈥� 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鈥檝e been striving for.

Cultivating a culture of organizational resilience doesn鈥檛 have to be a daunting undertaking 鈥� it can be an easy win-win.

You can read the complete 3-part听Organizational Resilience series, here.

If you want to see the impact of organizational resilience in your company by 2025, acting now is critical.

After attending numerous conferences and meetings over the past three months, I鈥檝e noticed one thing repeatedly missing 鈥� the How. Many corporate leaders understand the importance of organizational resilience and its urgency, but few are taking strategic action. Why is that? I鈥檝e narrowed it down to three possible reasons: i) it鈥檚 not a priority; ii) it doesn鈥檛 fit in the budget; and iii) the company doesn鈥檛 know how.

In this second installment of our three-part blog series on organizational resilience, we鈥檒l discuss these setbacks that are preventing action and a process for managing them while building resilience in your company.

Making organizational resilience a priority

Organizational resilience isn鈥檛 a priority for many companies because its cost is not fully appreciated. Companies often dismiss it as a well-being initiative or a nice-to-have without calculating the actual costs of non-implementation, a running expense that鈥檚 accumulating daily.

Organizational leaders should start by asking: 鈥淲hat are the outcomes we want from an organizational resilience initiative?鈥� Most companies will mention retention, engagement, productivity, and margins 鈥� and while these are valid goals, they are short-sighted if they don’t consider what employees also need in order to achieve them.

Think of a sick goldfish in a bowl of dirty water. The fish is dying, so what do you do 鈥� give it medicine or change the water? If we compare this to a burned-out employee in a toxic work culture, we see that both actions are needed. A toxic work culture (dirty water) only worsens over time, and one burned-out employee (sick fish) can bring down a whole team.

鈥淎s leaders, we need to proactively anticipate challenges before they actually occur. I do this with my teams,鈥� says Kristi Eckert, Global Consulting Partner at EY, adding that programs that overlook employee needs usually result in failure.

Often, employees don鈥檛 care about engagement or retention 鈥� they want real work-life balance, less stress, and the ability to cope with daily pressures. To make transformational progress, you need to address both sides of the equation. 鈥淓very employee has their own unique needs, and we need to be very mindful in the way we engage,鈥� Eckert says.

Leaders should identify their companies鈥� goals, and then determine what their employees need to achieve those goals. Once leaders understand the full cost, they鈥檒l want to prioritize organizational resilience immediately.

Finding a budget for organizational resilience

In the first installment of this series, you were challenged to identify a budget. While it sounds simple, I know finding money can be difficult, but here鈥檚 a key insight: Most companies have hiring budgets, but few have retention budgets. This demonstrates that many companies鈥� focus is on replacing lost talent rather than retaining existing talent.

The Society for Human Resource Management (SHRM) and other sources report that replacing a highly educated employee can cost 50% to 200% of their annual salary. Higher-level employees can cost even more. These expenses include advertising, recruiting, hiring, on-boarding, and training a new employee to full productivity.

If you鈥檙e looking for a resilience budget, then start with your hiring budget. What if you reallocated 10% of your hiring budget to retention? Let鈥檚 consider a hypothetical scenario: If you invested $100,000 in organizational resilience programs for all employees, that鈥檚 likely less than the cost of replacing even one employee. Therefore, a successful program might only need to retain one person to breakeven, and two to be a success.

Many company leaders think of wellness initiatives as a waste of money because they aren鈥檛 implemented with a return on investment (ROI) in mind. Yet even simple programs can significantly improve employee well-being and resilience when planned thoughtfully.

A process to kick-start organizational resilience

Now that you’ve committed to prioritizing and budgeting for organizational resilience, it’s time to determine the right approach. While no single method is inherently better than another, there are key decisions you must make when shaping your company’s resilience framework:

Go wide vs. Go deep

• • • Go wide 鈥� Implement broad solutions for the entire workforce, potentially including company-wide strategies that address common stressors.
    • Go deep 鈥� Target specific groups within the organization. For example, you may focus on improving retention at the manager level or helping entry-level employees set boundaries.

Top-down vs. Bottom-up

• • • Top-down 鈥� Start with leadership. Equip leaders with the tools to manage their stress, then teach them how to recognize and support burned-out employees.
    • Bottom-up 鈥� Start with employees. Provide resources, channels, and support that can be accessed throughout the company. Encourage employees to ask for help when needed.

Tactics vs. Mindset

• • • Tactics 鈥� Teach employees practical skills such as time management and stress reduction. While these are essential, these skills alone are usually not enough to drive lasting change.
    • Mindset 鈥� Help employees develop a resilient mindset that can handle change, challenges, and uncertainties. A strong mindset is key to fostering long-term resilience.

Regardless of the decisions you make, it’s crucial that company leadership sets the tone and that employees are fully engaged and understand that the company is genuinely committed to these efforts. Ultimately, it’s the organization鈥檚 responsibility to implement the plan and ensure its success. Indeed, there are four key steps that can help make that happen:

1. 1. 1. Implement the plan
      2. Regularly evaluate progress
      3. Make necessary adjustments, and
      4. Repeat

鈥淵ou aren鈥檛 going to get it right 100% of the time,鈥� explains EY鈥檚 Eckert. 鈥淏ut if a company has built the infrastructure and can demonstrate the ability to be agile and adaptable then it can start to create resiliency that leads to success.鈥�

Solving for organizational resilience isn鈥檛 a quick fix, but there are tangible actions you can take to create lasting change. By following these four steps with consistent effort and commitment, you can help your company and its employees reach their long-term goals with greater odds of success.

Next steps

Building a resilient organization requires a thoughtful and sustainable approach 鈥� and we no longer can rely on old solutions to fix new problems. And now that we鈥檝e addressed the problem, the solution, and the process, here鈥檚 what to do next:

1. 1. 1. Identify your goals 鈥� Consider both the company鈥檚 and its employees鈥� needs.
      2. Finalize your budget 鈥� Begin re-allocating from your hiring budget if necessary.
      3. Take action today 鈥� Now, is one of the best times to start.

In the final installment of our 3-part听Organizational Resilience series, we will examine the results you can expect once your organization achieves its resilience goals.

It also goes without saying that your employees aren鈥檛 thriving either. We鈥檝e never seen more dissatisfied employees than right now. In fact, , according to the Society for Human Resource Management (SHRM). And there鈥檚 many contributing factors, including inflation, inconsistent return-to-office policies, layoffs, ever-evolving regulatory requirements, and ever-increasing employee expectations.

However, it鈥檚 not all doom and gloom. There is hope.

In this first installment of a new 3-part blog series, Organizational Resilience, we will discuss the problem we鈥檙e currently facing and the possible solution. In future installments, we will look at the process to create organizational resilience in your company, and the results you can expect when your company achieves that goal.

Overall, we look at this as a sort of 3-part guide of what leaders can do to evoke sustainable, positive change in their organizations.

What is organizational resilience?

Organizational resilience is an organization’s ability to anticipate and bounce back from challenges. It involves leadership taking intentional action to better their company while simultaneously maintaining daily operations. Key components of this process include conducting inclusive planning, managing vulnerability, engaging in open communication, and demonstrating agility, adaptability, and a focus on employee (and management) well-being, even during hardships.

Organizational resilience isn鈥檛 innate; leaders must cultivate and invested in it, starting with their willingness to break the mold. Companies like Patagonia, Apple, and Starbucks demonstrate this, but it’s rare in the tax & accounting and legal fields 鈥� at least until now.

Leaders often are called upon to be both conscious and courageous. They must think intentionally and execute strategically. This involves having both a broad and detailed perspective, taking tactical actions, and anticipating employee needs. They must also be willing to fail, learn, and try again.

Prioritizing organizational resilience was once optional, but it鈥檚 now a necessity for long-term survival.

The quick fix isn鈥檛 working anymore

Despite good intentions, many organizations鈥� efforts to improve work culture haven鈥檛 delivered the desired results. Post-COVID, initiatives like Health Week and Mental Health Awareness Month have seen low engagement. And even with a monthly gym stipend and free Friday lunches, about 40% of the average workforce remains burned out.

It鈥檚 not just employees who suffer, however. Many organizations also are feeling the strain, experiencing increased turnover and absenteeism, decreased employee engagement and satisfaction, rising healthcare costs, and declining revenue. These issues are costing companies hundreds of thousands of dollars annually and damaging their reputations as an employer of choice.

Despite investing thousands of hours and significant resources to address the problem, it still feels insufficient. The reality is, it鈥檚 not enough. If it were, so many companies wouldn鈥檛 be struggling, and organizational leaders wouldn鈥檛 be needing to read this.

Transactional solutions vs. transformational solutions

In both the accounting and legal industries, management鈥檚 typical response to employee burnout and reduced productivity is by deploying transactional solutions 鈥� short-term, quick fixes like yoga classes, one-off workshops, appreciation awards, or mini-spot bonuses. These solutions are often presented haphazardly, with the hope that one will stick.

Employees notice, and these half-hearted attempts can feel desperate and insincere. Health Week is irrelevant when some employees are struggling with chronic insomnia. Coffee Chats with Leadership hold no appeal when employees are working nonstop. They鈥檇 rather use the hour for anything else than an uncomfortable 鈥淗ow鈥檚 everyone hanging?鈥� conversation from HR.

While leadership may see these efforts as a brief boost in morale, it quickly fades. Time and money are spent, but no real progress is made. And management will never achieve long-term return on investment (ROI) with these kinds of transactional solutions. Offering access to a meditation app or assigning someone to lead a well-being initiative off the side of their desk won鈥檛 stop employee burnout.

Our primary job as leaders is to create an environment in which there is connection and a common mission.

鈥淎n app cannot solve the burnout problem because it鈥檚 not addressing the root cause of burnout,鈥� says Olga Blyweiss, a partner at Armanino, a business consulting firm. 鈥淪olving for burnout needs to be a slow and steady race in which we need long-term fixes.鈥�

To foster organizational resilience, leaders need to go beyond transactional solutions and invest instead in transformational solutions. These are strategic and intentional initiatives that are focused on long-term impact with immediate benefits. Transformational solutions build a culture of connection and understanding, which is essential to produce lasting change. A transformational approach, rather than quick fixes, is key to improving employee morale and reducing turnover.

鈥淥ur primary job as leaders is to create an environment in which there is connection and a common mission,鈥� says Blyweiss, adding that it must be genuine. 鈥淚 connect with my team to make sure they know that they are more than just a number 鈥� they are a part of our organization and are an integral part of it.鈥�

Companies that embrace organizational resilience through transformational solutions often see positive returns, with higher retention rates, a stronger reputation, and long-term profitability.

Where to from here?

At this point, you may be beginning to understand where the work starts: Assessing your company鈥檚 current landscape, repurposing your budget for transformational solutions, and anticipating what your employees need in order to succeed.

While you may feel somewhat defeated, it鈥檚 important to recognize the effort you’ve already put into enacting transactional solutions. And although they are not the answer, the intention behind them is appreciated.

If leaders want more for their company but are struggling to find the time to create and sustain initiatives that support organizational resilience, they should remember 鈥� they are not meant to do it alone. Attempting to tackle this process alone will limit its impact for both leadership and those employees who would benefit.

There鈥檚 a Chinese proverb: 鈥淭he best time to plant a tree was 20 years ago. The second-best time is now.鈥� If a company didn鈥檛 build organizational resilience years ago, the second-best time to start is today.

Here鈥檚 are some simple steps organizations can take now:

• • • Assemble a committee 鈥� An organization should try to recruit at least three passionate leaders to form a temporary committee that involves people from cross-functional roles for balanced representation.
    • Identify a budget 鈥� If there鈥檚 no budget for 2024, organizations should start planning for 2025. While low-cost options exist, often those are not sustainable. Long-term organizational resilience requires a dedicated, on-going budget.
    • Ask honest questions and take notes 鈥� What has the organization done up until now? What do its employees need over the next 6 to 12 months? How far is management willing to go to make organizational resilience a cultural norm?

In the next installment of our 3-part , we will discuss the process to create organizational resilience within your company.