Cultivating workforce resilience when uncertainty persists

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Drawing on Sun Life’s insights, explore how resilient cultures and responsive leadership can future-proof your workforce against uncertainty

For Canadian organizations, the past few years have been anything but ordinary. From public health upheavals to economic headwinds, the pace of change has asked a lot of employers and their teams − often with little time to regroup before the next challenge arrives. HR leaders, executives, and managers have found themselves balancing urgent priorities and seeking new ways to keep their people healthy and engaged. As a leading insurer and benefits provider working with clients across the country, Sun Life understands that fostering open, two-way communication with employees is essential to building workforce resilience. By listening closely to employees’ shifting priorities − and using those insights to inform policies and organizational health programs − HR leaders can drive stronger engagement and nurture a culture of adaptability. This proactive approach helps organizations remain agile and responsive, even as new challenges emerge. For many, the window for decisive action is already open. The impact of today’s choices − investing in stability, supporting well-being, and planning for the future − will shape not just the next 12 months but the long-term health and strength of every organization. Understanding what’s at stake Organizations are facing not just a single hurdle but a series of complex, overlapping pressures − economic uncertainty, increased rates of chronic illness, social disconnection, and mental health challenges, to name a few. Employers are not standing still. Many have responded with new workplace benefits, more flexible work options, and greater mental health support. Yet even the best-prepared organizations can feel the strain. The challenges are significant: rising absenteeism, ongoing stress, and the need to support employees who are often juggling both personal and professional demands. Recent research from Sun Life underscores the stakes. Chronic health conditions are being diagnosed in younger workers, and social isolation − a challenge magnified by the pandemic − now shows clear links to long-term health outcomes. The message is not one of blame but of opportunity: the steps organizations take today to support their people can have an impact tomorrow.

Sun Life is a leading international financial services organization providing asset management, wealth, insurance, and health solutions to individual and institutional clients. Sun Life has operations in a number of markets worldwide, including Canada, the United States, the United Kingdom, Ireland, Hong Kong, the Philippines, Japan, Indonesia, India, China, Australia, Singapore, Vietnam, Malaysia, and Bermuda. As of December 31, 2024, Sun Life had total assets under management of $1.54 trillion. For more information, please visit www.sunlife.com.

Building resilience: what works Resilience isn’t about denying difficulties or expecting teams to simply “bounce back.” It’s about helping people and organizations adapt, recover, and find ways to move forward − together. Importantly, resilience is not a fixed trait but something that can be developed, reinforced, and shared across a workplace. To truly foster resilience, leaders must make a deliberate effort to understand what employees are experiencing day-to-day. This means listening carefully, asking the right questions, and seeking out the quieter voices who might be less likely to share their perspective. By staying attuned to the real challenges their teams face, leaders can offer more meaningful support − and build a workplace where people feel seen, heard, and equipped to succeed. Sun Life highlight’s several practical building blocks: 1. Social connections: Community matters, especially after years of remote work and disrupted routines. According to Benefits Canada, nearly four in ten Canadian employees report feelings of loneliness or social disconnection. In the same survey, those with poor social health are nearly 50 percent more likely to experience daily stress. Organizations are finding that peer networks, team outreach, and even volunteer opportunities can foster meaningful connections and help reduce daily stress. 2. Purpose: People who find meaning in their work − whether through career development, skill-building, or connection to a larger goal − are better equipped to weather tough times. Purpose-driven goal setting and regular feedback have proven as important for engagement as compensation. 3. Health and wellness: It’s not enough to simply offer wellness programs; they need to be accessible and relevant. Flexible benefits, virtual care, and ongoing communication about available resources help employees take charge of their own well-being. 4. Healthy thinking: Resilience involves how we think, not just how we act. Programs like cognitive behavioral therapy, mindfulness, and even simple coaching can help employees reframe challenges and stay realistic yet optimistic in the face of setbacks. 5. Seeking help: It takes strength to recognize when support is needed. A growing number of organizations are working to reduce stigma around mental health, encourage use of employee assistance programs, and train managers to identify and support employees who may be struggling. Sun Life’s commitment to manager mental health training shows how HR leaders can lay the groundwork for long-term resilience. By prioritizing skill-building and continuous learning, organizations equip their teams to meet today’s challenges and prepare for the changes ahead. Success depends on a deliberate, sustained approach − one that recognizes that resilience is built step by step, through practical action and ongoing support.

Published June 9, 2025

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What’s threatening employee resilience today

Chronic health issues:

Ongoing conditions are affecting energy and engagement.

The role of managers: leading with empathy and example Today’s rapidly shifting landscape demands that organizations not only keep pace with change but also reimagine how they lead through it. The pressures of uncertainty call for leaders who are both strategic and decisive − yet true leadership in challenging times goes beyond operational agility. It’s about fostering confidence and clarity, and motivating people even when the path ahead isn’t obvious. While disruption is a constant in business, organizations that combine purposeful leadership with genuine employee engagement are far better equipped to weather the storm and emerge stronger. Creating a resilient organization begins at the top, with leaders who set clear expectations and demonstrate genuine commitment to supporting their people. When employees see that these efforts are more than just words − that the company is invested in their success and well-being − they’re far more likely to engage fully with new initiatives. At the end of the day, it’s up to the organization to turn strategy into action and follow through on its promises. Managers are at the heart of this process. Forward-thinking organizations are investing in mental health training for leaders, equipping them to have supportive conversations and direct employees to the right resources. Just as importantly, there’s a growing emphasis on encouraging managers to care for their own mental health. When leaders model self-care and resilience, it creates a ripple effect, making it easier for everyone to seek support and maintain well-being. The virtuous cycle is real: when leaders take care of themselves, they’re better able to lead teams who, in turn, are more likely to support each other. There is no one-size-fits-all solution for resilience. But one lesson stands out: the most resilient organizations embed well-being into everyday culture. They communicate about benefits clearly and often, normalize the use of support programs, and encourage open dialogue about stress and mental health − long before a crisis point. The new baseline for Canadian workplaces includes flexible benefits, robust EAPs, and easy access to care. What distinguishes the best employers is how these supports are integrated into regular routines − through check-ins, feedback, and leadership that leads by example. Resilience, after all, is a skill that can be built and sustained, just like any other. The organizations that treat it as a strategic priority − not a short-term fix − will find themselves better prepared, more adaptable, and ultimately more successful in a world where change is the only constant.

Prolonged stress leads to exhaustion, withdrawal, and reduced performance.

Burnout:

Financial pressures are creating anxiety and distraction.

Economic uncertainty:

Isolation impacts morale, collaboration, and stress levels.

Social disconnection:

Stress, anxiety, and emotional fatigue are on the rise.

Mental health strain:

Recognizing when to reach out is a strength, not a weakness.

Seeking help:

Reframing negativity helps employees regain control and optimism.

Healthy thinking:

Sleep, exercise, and nutrition are the physical pillars of resilience.

Health and wellness:

A clear sense of meaning − at work and beyond − builds inner strength.

Purpose:

Strong relationships boost emotional and mental health.

Social connections:

5 core attributes that build resilience

Psychologists identify five key traits that help employees bounce back from adversity:

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