Financial services HR cohort.
A ResilienceBuilder® engagement with a financial services HR cohort, the people who carry the pressure of supporting everyone else through change. It followed the standard approach: assess across the five facets, target the weakest, deliver focused work, and re-measure against the baseline. Verified outcomes are published with the client’s consent.
HR teams absorb the pressure of the whole organisation and rarely get to put their own oxygen mask on first. This engagement measured their resilience and built it deliberately.
The situation
A summary of the pressure this cohort was carrying, and the outcome the business wanted, is being prepared for publication with the client.
The approach
The cohort completed the ResilienceBuilder® Assessment to establish a baseline across the five facets and surface the ones under most strain. The work that followed was targeted at those facets, combining workshops and coaching. The sector context, high stakes, regulation and constant change, shaped the delivery without changing the underlying method. You can read more about this sector on the financial services page.
The outcome
The cohort was re-assessed after the work, so change is shown against the starting baseline. Verified figures are published here with the client’s consent.
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Who was this engagement for?
An HR cohort in financial services: the people who carry the pressure of supporting everyone else through change, restructuring and high workload, and who are often the last to get support themselves.
Why measure resilience in an HR team?
Because HR sits at the centre of organisational pressure. If the people running wellbeing and change are depleted, it shows up everywhere downstream. Measuring their resilience first makes the case concrete rather than assumed.
How was the result shown?
Through the Assessment, taken before and after the work, so change is measured against a real baseline. Verified figures are published here with the client’s consent.