Resiliency by Design

Resiliency by Design

In business, we know that the only constant is change.

Our country’s unprecedented pace of innovation requires organizations and their workforces to be resilient.


For many employers, developing a workforce that possesses this quality is vital to talent acquisition strategy and staying ahead of the competition.


Orlando was the second fastest growing major metropolitan economy, with an employment growth rate more than twice the national average, according to the U.S. Bureau of Labor Statistics (BLS). In fact, over the last 25 years, BLS reports that employment more than doubled in Orlando-Kissimmee-Sanford.


Orlando’s explosive economic growth is, in part, a testament to the city’s efforts to diversify and strengthen the area as a tech destination. Within the last year, we’ve seen industry leading companies either moving to the Orlando area or announce plans to do so.


Extending the global reach of the local business community means Central Florida businesses must work to ensure a competitive and resilient talent pipeline for sustainable growth and innovation.

In fact, a recent University of Phoenix School of Business survey found that 89 percent of employers agree that the current competitive environment in their industry demands resiliency.

The survey also found that 93 percent of employers say a job candidate who demonstrated resilient characteristics would have a great deal, or at least some influence in hiring.

Recognizing the Needs of the Team

Employers may often look for self-confidence, interpersonal skills, attention to detail and a strong work ethic, but not all employees exhibit each of these qualities on day one.


Part of a manager’s job is aiding in the professional development process. While an employee’s industry specific competencies and gaps are easily recognized, it is harder to identify and encourage the need for critical soft skills.


These soft skills are often taken for granted, but there is greater demand than ever for employees with strong communications, analytical and problem-solving skills. Furthermore, they correspond with characteristics of resilient employees.


Teaching Resiliency

If these are the characteristics employers are seeking, how can you help your employees master these skills? The same School of Business survey found 80 percent of employers believe that with proper training, an employee can learn to become more resilient.


Here are some ways resiliency can be developed:

  • Be flexible, empower employees with the freedom to take ownership. Data shows 61 percent of employees cited themselves as resilient due to their personal drive to get things done.

  • Let employees “fail forward” and build in more time to get projects done while allowing employees to learn from their mistakes.

  • Praise the process, rather than the work product and offer help with approaching new challenges with renewed self-confidence.

  • Be a guide, not a judge. Provide feedback and have “debriefs” at projects’ conclusions to maximize learning.


Resiliency can be something managers don’t recognize they have a role in developing. However, in the wake of immense change, resiliency enhances employees’ ability to tackle new demands and take control of their careers.

About the Author

Robert "Bob" Armbrust
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