Resilience is one’s ability to adapt to stress, adversity and change. It draws on elements of personality, values and motivation. The High Potential Resilience (HPR) assessment measures facets of resilience and identifies potential threats to resilience at work.

Resilience is strongly linked with other important characteristics like personality and values. Thus, some people may be predisposed to being more resilient to emotional stress or uncertainty. Yet, resilience can vary greatly and can be affected by personal and career circumstances, financial resources and many other factors. It can change over time so, crucially, can be trained, developed and supported.

For organisations

Employees are the assets of any organisation. Resilient employees make a company more resilient. The resilient employee is able to remain productive not only during times of stability, but also during crucial times of turbulence. In this sense, resilience is the measurement of a form of latent potential that may be untapped during times of prosperity, and which manifest only during times of crises.

For individuals

Research has shown that resilience is related to positive outcomes at work, such as higher levels of job satisfaction (Millear et al., 2008), productivity and motivation (Pipe et al., 2012), as well as lower risk of burnout (Hao, Hong, Xu, Zhou & Xie, 2015). Understanding your own resilience can be useful for self-improvement and career development. Resilience acts as a protective psychological factor towards instability at work, guarding against potential crises and adversities. Resilience also plays a role as a developmental factor, stimulating growth after recovery. The HPR helps you identify your strengths and target the areas you can improve on your resilience, supporting your journey to a more fulfilling career.


Facets of Resilience


Confidence describes how positively you perceive yourself. Those with higher confidence tend to see themselves more favourably, experience less self-doubt and are less worried about how others view them. Thus, when faced with adversity, highly confident individuals tend to be more resilient to personal pressures and chaotic environments. Those with lower confidence are more likely to doubt their own abilities.


Trust concerns whether you have an optimistic or pessimistic view of your colleagues. Those with higher trust scores tend to see others as generally having good intentions, while those with lower trust scores tend to be careful about the motives of others. Individuals who tend to be mistrustful of others may generally perform well, but in times of uncertainty may be more likely to have relationships deteriorate and be more prone to alienation. Those with higher trust may be more resilient to interpersonal conflict and uncertainty.

Reward immunity

Reward immunity describes how much you value compensation, stability and financial rewards. Those with higher scores can be most threatened by periods of financial instability while those with lower scores are more likely to remain resilient because they are less affected by financial rewards.


Adaptability concerns the personal importance and relevance of safety, security and stability at work. Those with higher scores tend to view change as a challenge rather than a threat, thus can be more resilient to change and insecurity.


Responsibility describes how strongly one feels the need to work hard to earn one’s keep. Those with higher responsibility scores may be prone to over-compensating while those with lower scores want rapid advancement and have greater need for recognition and praise. Thus, optimally responsible individuals are more resilient at times of difficulty because they favour hard work over quick results.


Humility concerns how strongly one feels the need to fit in, be part of the group and be modest about personal achievements. Those with lower scores desire praise and recognition for their work and unique abilities, and are therefore more vulnerable when they do not receive regular praise. Those with higher scores can remain resilient and productive even when they do not fit into a group or do not receive recognition for their work.



Everyone experiences stress at work. Resilience is important at both individual and organizational levels. The HPR pinpoints the exact areas of resilience and vulnerability, which can lead to improvement and growth. Identifying these strengths and weaknesses provides opportunities to develop and sustain elements of resilience.




Hao, S., Hong, W., Xu, H., Zhou, L., & Xie, Z. (2015). Relationship between resilience, stress and burnout among civil servants in Beijing, China: Mediating and moderating effect analysis. Personality and Individual Differences83, 65-71.

Millear, P., Liossis, P., Shochet, I. M., Biggs, H., & Donald, M. (2008). Being on PAR: Outcomes of a pilot trial to improve mental health and wellbeing in the workplace with the Promoting Adult Resilience (PAR) program. Behaviour Change25(04), 215-228.

Pipe, T. B., Buchda, V. L., Launder, S., Hudak, B., Hulvey, L., Karns, K. E., & Pendergast, D. (2012). Building personal and professional resources of resilience and agility in the healthcare workplace. Stress and Health28(1), 11-22.