Larson proposes a “Basic Resiliency Model” where employee resiliency is a modifier to risk and organizational change and therefore productivity (and performance) is less impacted by the changes. The value of this model, if true, is that a company can create an environment that promotes resiliency and avoids the loss in productivity during ever increasing times of change. 
Lee provides guidance (based on material from R.M. Kantor) on what makes for a more resilient workforce with the intent of helping companies create policies that promote healthy resiliency. When individuals exhibit qualities such as being “fast, friendly, flexible, and focused”, organizations can withstand the pressures of fast-paced changes and better cope with uncertain times. 
Addressing employee stress can create a more controlled environment which has been found to be one of the key attributes of resilient individuals and their sense of self-efficacy. An organization can build trust by providing an open, friendly, focused, and goal-driven environment. This can also attract new talent and keep existing talent.
I recall our company working closely with a high-value consulting firm which presented the concept (among many in the model) that once a corporation provides a clear governance model, with expected behaviors, individuals will self -select in or out.  This can be an approach which helps develop a more resilient workforce. An organization can set policies that promote reduced risk, increased resource attainment, and a more process-focused environment (including training), all characteristics found to be present in resilient organizations. 
Robb suggests that organizations can be more resilient by building both an adaptive and performance- based culture . By focusing on goals and tasks for immediate survival (performance culture) and providing a safe, supportive, and innovative atmosphere (adaptive culture), an organization and its employees can weather most major events. 
Organizations that do not foster resilience will find themselves having a difficult time surviving major changes, particularly emotionally draining and stressful events.
 Larson, Milan. “Resiliency: A Resource For Today’s Employees“. University of Nebraska Organizational Behavior Organizational Theory Track. (date unknown)
 Lee, David. “Why You Will Need a Resilient Workforce in Today’s Economy“. HumanNatureAtWork.com, 2008.
 Meagher, Ed. “The Woodstone High Performance Model“. Woodstone Consulting. 2000
 Larson, Ibid, 10
 Robb, Dean, 2000. “Building Resilient Organizations“. Robb Consulting. Vol 32 No 3. Source accessed 4-18-10: http://www.robbconsulting.com/resilientarticle.pdf