Who are we?
Our Resilient Core Solutions (RCS) division partners with organizations to assess, strengthen, and sustain resilience through customized assessments, leadership/employee training, and research-based curricula designed to enhance team cohesion, adaptability, and psychological safety.
At Resilient Core Solutions (RCS), we believe that a resilient workforce is the cornerstone of a successful organization. However, the traditional focus on individual resilience often overlooks the critical role of the workplace environment itself. A national survey estimates that job stress costs American companies over $300 billion annually in healthcare expenses, absenteeism, and poor performance (UMass Lowell, 2009). These are not just personal issues—they are systemic problems.
Defining Workplace Resilience:
Resilience is typically understood as the ability to bounce back from challenges. However, this definition often focuses solely on the individual. RCS emphasizes that true workplace resilience involves both people and systems.
We assess workplace resilience across three core factors:
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Individual Resiliency: The personal capacity to recover from challenges.
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Occupational Mindsets: The specific mindsets and psychological skills essential for success in particular professions (e.g., emotional detachment in first responders, precision in healthcare, adaptability in fast-paced industries).
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Workplace Mental Health: The systemic factors that either support or hinder employee well-being.
A resilient workplace actively supports and enhances employee resilience. It does not merely assume individuals must “tough it out.” When organizations fail to address systemic barriers, they see higher burnout, turnover, absenteeism, and reduced productivity.
Individual Resiliency Scale:
Our assessment measures an individual’s ability and potential to bounce back from challenges, adapt to change, and maintain emotional well-being.
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Individual resilience is the ability to overcome challenges. We are innately resilient. As we progress through life we are faced with stressors that may threaten our ability to bounce back. Alternatively, each challenge has the potential for growth and hence bolster our resiliency. However this growth is mediated by our current environment, genetics and previous life experiences.
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The research on Adverse Childhood Experiences (ACE) supports this claim. The original ACE study and decades of research have linked ACEs to an increased risk of developing chronic diseases and behavioral challenges, including obesity, autoimmune disease, depression and alcoholism. The greater the number of ACEs, the greater the risk for negative outcomes.
Many of these Adverse Childhood Experiences can morph into trauma related experiences. This is especially true when an adult is faced with a trauma that alters the way they perceive events, which in turn, can make them less resilient. However, research has shown that traumatic life experiences can make us more resilient, if approached therapeutically.
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We all have stories that embody individual resilience. Individual resilience is important to be measured as it represents the individual potential and ability to overcome adversity. However, behavior is context dependent and although the individual might consider themselves individually resilient, there are situational factors such as their respective occupation and workplace that impact job performance.
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As the outside world can influence development, evolution also plays a role in testing our resilience. At one time, it was a benefit to our survival to carry with us the worry gene. Anticipating the worst was necessary when we were considered easy prey by faster and larger predators. Those who were apt to worry sought shelter and survived.
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While our mortality may no longer be threatened daily, fear of losing things such as shelter, family, income, job, friends and reputation can still arise from the same flight or fight emotions. We also know this type of chronic stress undermines our physical and mental health.
Occupational Mindsets Scale:
Our individual resilience is constantly being tested by the outside. The ability to overcome internal and external stressors is evident as we mature and seek an occupation. The pursuit of an occupation comes with its own challenges. For example, a law school education involves reading case law involving unforeseen or negative consequences. Not surprisingly, this can awaken the “worry gene.” Once the law student becomes a lawyer, his success is often predicated on how he or she prepares or protects clients from anticipated negative consequences. Not surprisingly, this mindset might make them a “better lawyer,” if this trickles down to how they view the world, it will impair their resiliency.
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Mindsets that undermine resiliency are identified as occupational mindset hazards and are not unique to the practice of law. Every occupation comes with a unique set of occupational mindsets that need to be assessed and identified. For example, a correctional officer has to be hypervigilant and anticipate the worst. Many correctional officers spend more time incarcerated than in the community. How can it be expected that the occupational mindsets learned on the job can be shut off once they come home?
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Research has demonstrated that having healthy relationships and being optimistic can improve resiliency. If being hypervigilant and anticipating negative consequences is necessary to the successful performance of the occupation, how likely will the individual be able to be positive and develop healthy relationships? There is a reciprocal relationship between individual resiliency and the world in which the individual performs his occupation. For that reason, they must be assessed as separate and distinct.
Workplace Mental Health Scale:
In addition to occupational mindset hazards, where the occupation is performed can also affect workplace resilience. A resilient workplace promotes high quality performance (hence increased profitability and productivity) and an employee thriving, in terms of motivation to work and wellness. In fact, rather than being antithetical aims, high-quality employee motivation and wellness can contribute to long-term organizational health, customer satisfaction and loyalty, increased productivity, and financial success, as the research supports and bears evident.
Psychological Safety is another term that is used to promote workplace resilience. Psychological safety is where the employee feels that he will not be punished or embarrassed for speaking up with ideas, questions, concerns, or mistakes. Psychological safety has demonstrated to improve team performance, reduce turnover and improve the overall health of the employee.
Self-Determination Theory (SDT) is a psychological framework that focuses on human motivation and how it can influence behavior, performance, and well-being. It proposes that individuals have innate psychological needs for autonomy, competence, and relatedness, and when these needs are satisfied, people are more likely to experience greater motivation, engagement, and overall well-being.
The Problem With One-Size-Fits-All Resilience Training:
Organizations often invest in mindfulness workshops or resilience programs without first understanding the unique needs of their workplace. As one physician aptly put it, “I am resilient. I made it through medical school.” The problem isn’t always the employee--it’s the system.
Without assessing the resiliency of the workplace itself, efforts to build individual resilience miss the mark. High turnover, burnout, presenteeism, absenteeism, and quiet quitting are symptoms of deeper, systemic issues. Providing employee-level training without evaluating the work environment is like treating symptoms without diagnosing the disease.
Our Solution: Measure First, Then Build
Resilient Core Solutions offers a holistic Workplace Resiliency Assessment Inventory that helps companies:
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Measure their current level of workplace resilience
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Identify systemic weaknesses
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Pinpoint the root causes of organizational stress and turnover
From this foundation, RCS customizes resilience-building programs tailored to the specific needs of the organization—addressing not just the individual, but the workplace culture and structure that impact long-term success.
The assessment takes an average of twenty (20) minutes to complete. It is administered online and is anonymous! The goal of the assessment is to create a customized, individualized resiliency plan for each organization.
The Research Component: Voluntary Participation
The Workplace Resiliency Assessment Inventory also includes an optional research element. Participants can choose whether or not to contribute their de-identified data to our ongoing research aimed at improving workplace resilience across industries.
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Participation in research is completely voluntary.
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Employees who opt out of the research can still fully complete the assessment and will still receive a personalized feedback report and tailored curriculum based on their individual and organizational results.
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All responses remain confidential and are used only to improve assessment quality and workplace interventions.
This research component allows us to continuously refine our methods and contribute to the broader understanding of workplace resilience while fully respecting participant autonomy and privacy.
The Tailored Curriculum: Practical, Customizable, and Actionable
Unlike generic resilience programs, RCS delivers a tailored curriculum that is designed specifically for your organization’s needs. Based on assessment results, each organization receives:
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A customized resilience-building plan targeting identified weaknesses
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Role-specific learning tracks that address unique occupational mindsets
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Actionable strategies that address both individual and systemic resilience factors
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Interactive workshops and resources aligned with your industry and company culture
Our tailored curriculum ensures that your team is not just participating in another one-size-fits-all training—but is receiving focused, relevant, and impactful guidance to strengthen your workplace from the inside out