Sustaining the Frontlines: Human Resource Management and Workforce Resilience in U.S. Emergency Management

• In Event: Proactive Responses and Historical Accounts of Disasters

Abstract

Emergency management plays a critical role in safeguarding public safety, enhancing disaster preparedness, and promoting community resilience amid crises such as natural disasters, pandemics, and security threats. Despite its importance, the sector faces persistent workforce challenges, including excessive workloads, emotional burnout, and limited opportunities for professional growth—factors that jeopardize the long-term effectiveness of emergency response systems.

This study adopts a qualitative research design, incorporating semi-structured interviews and document analysis to explore human resource management (HRM) practices and their influence on workforce sustainability in public sector emergency management. Specifically, it addresses three research questions: (1) What are the primary workforce challenges encountered during high-pressure emergencies? (2) In what ways do HRM policies and practices affect workforce sustainability? (3) What recruitment, training, and retention strategies enhance workforce resilience?

The study draws on data from 86 emergency management professionals across over 10 U.S. states, collected between 2021 and 2024. Participants include policymakers, HR personnel, emergency responders, healthcare workers, volunteers, and other public sector employees engaged in disaster preparedness and response. Data collection involved in-depth interviews and document analysis of HR policies, training programs, and workforce reports. Thematic coding, conducted using MAXQDA software, was used to identify patterns related to employee well-being, institutional capacity, and sustainability strategies.

Preliminary findings highlight critical issues such as high attrition rates, staffing shortages, insufficient training, and the absence of long-term workforce planning. Respondents frequently reported burnout and a lack of career advancement opportunities, leading to instability in the emergency management workforce. Moreover, current HRM policies often emphasize short-term operational needs at the expense of strategic workforce development. The findings point to the need for integrated HRM interventions—including mental health support, flexible work structures, competitive compensation, and strategic planning—to foster workforce sustainability and resilience. This study contributes empirical evidence and policy recommendations to inform HRM practices aimed at strengthening institutional capacity in emergency management.

Authors

• Suyang Yu, University of Illinois, Springfield
  Non-Presenting Co-Author

• Ayauly Daulet, University of Illinois, Springfield
  Presenting Author

• Wole Solomon Olamijulo, University of Illinois, Springfield
  Non-Presenting Co-Author