Building resilience at work: the role of employee development practices, employee competence and employee mindfulness

Purpose This study aims to examine the relationship between employee development practices and organizational resilience, highlighting the mediating role of employee competence and the moderating effect of employee mindfulness. It aims to provide a comprehensive understanding of how development initiatives contribute to organizational resilience, considering the interplay of competence and mindfulness. Design/methodology/approach Data were collected from 241 employees of private software and IT companies in Pakistan using a survey. Hypothesis testing was conducted using SPSS to assess direct, mediation, moderation and moderated mediation effects. Findings The results reveal that employee development practices positively influence organizational resilience. Employee competence partially mediates this relationship. Furthermore, employee mindfulness moderates the impact of development practices on competence. The moderated mediation model confirms that mindfulness strengthens the indirect effect of employee competence on resilience. Practical implications The findings underscore the need for organizations to invest in competency-driven development initiatives and integrate mindfulness practices to enhance employee growth and resilience. These strategies foster adaptability, emotional regulation and effective collaboration, enabling organizations to thrive in uncertain environments. Originality/value This study contributes to the literature by presenting a comprehensive framework that integrates employee development, competence, mindfulness and resilience. It highlights mindfulness as a critical enabler of development outcomes, advancing theoretical and practical understanding of human resource management and organizational resilience.