In todayís competitive work environment, attracting and retaining top talent is paramount and expensive. Companies recruit high performing employees with deep experience, invest in training, and reward outcomes. Yet while talent and experience are critical, new evidence suggests those attributes may not be enough. Itís not simply how well a person can perform in a typical situation, but how quickly they can return to high performance after an inevitable setback.
Resilience is the ability to become strong, healthy or successful again after something bad happens. It includes (learnable) cognitive and emotional skills that reduce the degree and duration of episodes of discouragement, reluctance or defeat that often follow negative events. A resilient worker will quickly put the event in perspective and search for alternative solutions while their less-resilient colleagues experience a letdown or assign blame.
This paper describes how resilience, measured by the meQ Score, corresponds to worker performance and important business outcomes. In addition, it describes the association between resilience and related constructs such as stress, work satisfaction, and job burnout.