The Vital Role of Risk Management in Governance - EmployeeConnect HRIS
post-template-default,single,single-post,postid-35080,single-format-standard,ajax_fade,page_not_loaded,,qode-title-hidden,hide_top_bar_on_mobile_header,qode-child-theme-ver-1.0.1,qode-theme-ver-10.1.2,wpb-js-composer js-comp-ver-7.2,vc_responsive

The Vital Role of Risk Management in Governance


This paper explores the pivotal role of risk management within the realm of governance. While change management has been a primary concern for HR professionals, especially in the context of post-COVID-19 scenarios, it is equally critical to underscore the importance of risk management in safeguarding an organisation’s stability and longevity. This paper delves into various strategies that HR managers can employ to effectively manage risks, ensuring the satisfaction and motivation of employees while promoting long-term organisational success.


In the dynamic landscape of contemporary governance, the significance of risk management cannot be overstated. Just as HR professionals have traditionally focused on managing change, they now face the imperative need to assess the risks employees encounter, analyse their responses to potential threats, and proactively shape employee behaviours and attitudes. By doing so, HR departments can ensure that employees remain content and motivated even in the face of evolving challenges within the organisation.

Mitigating Resistance to Risk:

One of the primary responsibilities of HR managers in the context of risk management is to mitigate natural resistance to risk among employees. Employees often resist changes when they perceive them as threats to their job security or established routines. Resistance to risk is a common and natural reaction throughout any risk management process. HR managers must possess the requisite knowledge to address and mitigate such resistance effectively.

During times of risk, employees may cling to their familiar ways of doing things, leading to resistance. Various strategies can be employed to address this resistance, some of which are elaborated in this paper. Notably, HR managers can promote two-way communication, ensuring that employees’ voices and concerns are heard and acted upon by those in authority. This empowers employees, giving them a sense of agency in shaping the organisation’s future.

Setting Goals and Providing Incentives:

HR professionals can effectively manage risk by setting clear goals and offering incentives to employees for achieving them. When employees undergoing risk are provided with both short-term and long-term objectives, they are motivated to navigate the challenges presented by the risk. When these goals are accompanied by incentives, employees are further incentivised to adapt and excel in the face of risk.

To optimise this approach, HR managers should carefully identify the specific challenges employees face during the risk management process and tailor goals to address these challenges. In addition, rewards should be personalised to individual employees, enhancing their motivation to achieve these goals.

Personalising the Benefits of Risk Management:

Throughout the risk management process, HR departments should personalise the benefits of risk management for employees. When employees perceive risk management as beneficial not only to the organisation but also to their personal and professional growth, their support for these efforts is enhanced.

To achieve this, HR managers can provide employees with a clear understanding of how risk management initiatives will contribute to their career development. Furthermore, managers can highlight the personal benefits of risk management, aligning these benefits with employees’ personal goals and aspirations. By emphasising these personalised benefits, HR managers can outweigh employees’ perceived risks associated with the changes.

Encouraging Transparent Communication:

Effective risk management hinges on transparent communication throughout the organisation. HR managers should not only communicate the reasons behind risk management initiatives but also create channels for two-way communication, allowing employees to express their thoughts and concerns. Transparent communication reduces ambiguity and fosters a deeper understanding of the changes among all employees.

Additionally, HR managers can cultivate a culture of open communication within the organisation, enabling employees to collaborate in overcoming challenges posed by risk. Employees facing uncertainties related to risk can easily find peers to communicate with and find solutions, ultimately bolstering their confidence and adaptability.

Supporting Collaboration and Teamwork:

Another valuable strategy employed by HR professionals in risk management is supporting collaboration and teamwork. During times of risk, teamwork fosters resilience and adaptability among employees. Employees working together can rely on one another to navigate challenging situations brought about by risk management initiatives.

Moreover, when teamwork is encouraged, employees can directly seek guidance and support from their colleagues. Witnessing colleagues effectively handle risk fosters motivation and drive among individual employees.

Conducting Surveys and Taking Action:

A critical aspect of effective risk management is conducting surveys and acting upon the feedback received. Surveys provide employees with a platform to voice their opinions and concerns, even anonymously if needed. When organisations genuinely encourage honest feedback and take action based on the survey results, employees’ trust in the organisation grows.

This trust helps employees overcome fear associated with risk and enhances their motivation, fostering new behaviours and a more open-minded approach to managing risk.


In conclusion, as the dynamics of governance continue to evolve, the role of HR professionals expands to encompass effective risk management. By embracing strategies such as mitigating resistance, setting clear goals, personalising benefits, encouraging transparent communication, supporting teamwork, and conducting surveys, HR departments can play a pivotal role in ensuring the organisation’s resilience and long-term success in the face of ever-present risks. Risk management is not merely a reactive process but a proactive endeavour to secure the future of the organisation and the satisfaction of its employees.


For more relevant posts:

  1. The Value of Governance Reporting in HR: Insights for Effective Decision Making. 
  2. Governance Module (GRC). 
  3. Employee Performance Management. 
Matthew Dedes