Proceedings of the International Research Conference on Resilience for Sustainability: Management Practices and Strategies for the Future (IRC 2025)

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Building Organisational Resilience

Sustainability Practices in HR And Adaptations in a VUCA World

Authors
Madan Kumar Singh1, *
1Assistant Professor at University Department of Commerce & Business Management, Ranchi University, Ranchi, India
*Corresponding author. Email: dr.madansingh143@gmail.com
Corresponding Author
Madan Kumar Singh
Available Online 29 September 2025.
DOI
10.2991/978-94-6463-860-8_11How to use a DOI?
Keywords
organisational resilience; sustainable HR practices; VUCA; adaptability; workforce flexibility Employee well-being Secondary data-analysis
Abstract

This study explores the role of human resource (HR) sustainability practices in promoting organisational resilience with a specific focus on volatile, uncertain, complex, and ambiguous environments. This study examines how HR adaptations influence the development of long-term organisational stability and agility using secondary industry reports, academic journals, and case studies. The approach is based on a systematic review of empirical studies about sustainable HR practices and resilience frameworks among adaptive strategies in VUCA contexts. We learn how organisations that have begun to embrace sustainability in HR—such as workforce flexibility, continuous learning, and employee well-being—are more resilient, able to adapt quickly when the external environment changes. In this way, takeaways reveal that sustainable HR approaches—specifically in the areas of staff retention and skills training for work readiness—coupled with maintaining mental health support to build individual resilience (as well as organisational) is a sound business proposition. HR managers and leaders are orientated towards sustainability, underlined by the practical implications of embedding adaptive practices that address anticipated environmental changes in their dynamic market environments. The research has revealed a model in which HR adds proactive value to coping with the VUCA.

Copyright
© 2025 The Author(s)
Open Access
Open Access This chapter is licensed under the terms of the Creative Commons Attribution-NonCommercial 4.0 International License (http://creativecommons.org/licenses/by-nc/4.0/), which permits any noncommercial use, sharing, adaptation, distribution and reproduction in any medium or format, as long as you give appropriate credit to the original author(s) and the source, provide a link to the Creative Commons license and indicate if changes were made.

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Volume Title
Proceedings of the International Research Conference on Resilience for Sustainability: Management Practices and Strategies for the Future (IRC 2025)
Series
Advances in Economics, Business and Management Research
Publication Date
29 September 2025
ISBN
978-94-6463-860-8
ISSN
2352-5428
DOI
10.2991/978-94-6463-860-8_11How to use a DOI?
Copyright
© 2025 The Author(s)
Open Access
Open Access This chapter is licensed under the terms of the Creative Commons Attribution-NonCommercial 4.0 International License (http://creativecommons.org/licenses/by-nc/4.0/), which permits any noncommercial use, sharing, adaptation, distribution and reproduction in any medium or format, as long as you give appropriate credit to the original author(s) and the source, provide a link to the Creative Commons license and indicate if changes were made.

Cite this article

risenwbib
TY  - CONF
AU  - Madan Kumar Singh
PY  - 2025
DA  - 2025/09/29
TI  - Building Organisational Resilience
BT  - Proceedings of the International Research Conference on Resilience for Sustainability: Management Practices and Strategies for the Future (IRC 2025)
PB  - Atlantis Press
SP  - 142
EP  - 150
SN  - 2352-5428
UR  - https://doi.org/10.2991/978-94-6463-860-8_11
DO  - 10.2991/978-94-6463-860-8_11
ID  - Singh2025
ER  -