This study examines how employee experience (EX) enhances organizational resilience in Ghanaian businesses with focus on the mediating role of employee engagement. While earlier research has substantiated the importance of structural determinants of resilience, this article addresses an essential research gap by examining the human resource side of resilience in a developing African economy. With a quantitative design, we sampled 650 employees from two big Ghanaian organizations a bank (GCB) and an industry (VALCO). Structural equation modelling (SEM) was employed to confirm the hypothesized relationships, including the mediating role of engagement. The results confirm that: (1) EX has a significant positive effect on organizational resilience (β = 0.42, p < .001); (2) EX has a very strong prediction of employee engagement (β = 0.57, p < .001); (3) engagement contributes to building resilience (β = 0.38, p < .001); and (4) engagement partially mediates the EX-resilience relationship (indirect effect = 0.22, p = .002). The model also had a very good fit (CFI = 0.94, RMSEA = 0.06), and the findings were similar in both organizations. The findings suggest that HR practices of Ghanaian firms must rethink EX investments as interventions to enhance resilience instead of as retention tools. Organizations are advised to incorporate measures of engagement into risk assessment and prioritize leadership behaviours promoting both EX and engagement as most critical. While earlier research has substantiated the importance of structural determinants of resilience, this article addresses an essential research gap by examining the human resource side of resilience in a developing African economy. The findings suggest that HR practices of Ghanaian firms must rethink EX investments as interventions to enhance resilience instead of as retention tools.