Screening for Adaptability and Resiliency
March 1, 2011
The complexity and pace of change in the current business environment has advanced rapidly in the past several years thanks to cybersecurity, terrorist attacks on American soil, the rapid collapse of financial markets and established institutions, and emerging competition from China and India. The list goes on and on. To deal with these dynamic challenges, organizations require talent who can anticipate change, develop innovative approaches to manage change, recover quickly from setbacks and work effectively with people from a variety of backgrounds and cultures. In other words, organizations need employees who are adaptable and resilient.
Although adaptability and resilience are almost universally accepted as important in business, there is no universal agreement on what these terms mean and how to measure them. Fortunately, research and best practices from the past two decades offer some answers to these questions.
Having an adaptable and resilient workforce is the result of three converging factors:
1. Selecting employees with the right knowledge, skills, experiences and backgrounds.
2. Providing the right training and development once on the job.
3. Establishing an organizational environment that facilitates innovation and creativity.
2. Providing the right training and development once on the job.
3. Establishing an organizational environment that facilitates innovation and creativity.
In this equation, selection is a critical element. To paraphrase Jim Collins in Good to Great, you need to get the right people on the bus, in the right seats, before you can begin to move in the right direction.







