4 • Continued from previous page But what does being a Resilient organisation really mean? There are a number of differing perspectives regarding the definition for organisational resilience. On the one hand, organizational resilience is viewed as simply an ability to rebound from unexpected, stressful, adverse situations and to pick up where you left off. This perspective is reflected in the following definition, i.e. “Resilience is the ability to ‘bounce back’ from adversity” (Frederickson 2001 cited in Cooper et al, 2015). A second perspective of organizational resilience, on the other hand, looks beyond restoration to include the development of new capabilities and an expanded ability to keep pace with and even create new opportunities, viz “Resilience is bouncing back from setbacks combined with remaining effective in the face of tough demands and difficulty circumstances” - Cooper et al, 2015). Vogus and Sutcliffe (2007) also define resilience as “the maintenance of positive adjustment under challenging conditions such that the organisation emerges from those conditions strengthened and more resourceful”. The latter perspectives coincide with how CARICAD has expressed the imperatives for managing in a crisis i.e. Prepare, Perform, Transform. We agree that anticipation and preparation are valuable for organizational performance. We believe however that resilience implies more than just adaptation; it requires a concerted effort to improve overall HR competence and systemic capabilities through transformation efforts. The following definition is therefore apt: “Organisational Resilience involves the ability to adapt creatively and constructively to change so as to endure and recover from challenges in a manner that leaves the organisation more flexible and better able to adapt to future challenges. (Denhardt & Denhardt, 2009). Resilient organisations are able to maintain positive adjustments under challenging and “bouncy” conditions such as natural disasters or national fiscal hardships, among others. The Resilient 21st Century Public Sector will be (1) Technologically Innovative and data driven: freely accessible and shareable data, greater focus on IT as an enabler of service, and increased transparency, public participation and innovation; (2) Systemically transformative: institutional transformation relative to structures, leadership, partnerships, procedures and practices, mindset change, management of human and financial resources etc.; (3) Talent Management focused: attracting, selecting, nurturing, developing and retaining high‑potential; (4) Outcomes focused: focus on results and on achieving impact; and (5) Citizen-centric: delivery of services based on the needs of the people served and engaging citizens in policy and service design. In addition, being resilient is about actively taking risk, learning from it and understanding the benefits. Conversely, ‘Brittle’ organisations are easily overwhelmed by shocks and strains, and do not subscribe to the belief that they can become more effective through learning from their mistakes. It is therefore the capacity for the public sector not only to “bounce back”, “survive” or “cope successfully” in response to adversity, uncertainty, change or risk, but to do so “robustly” and recover more “quickly”. It is this capacity for adaptation and use of sound systems and change management that facilitates resilience. The need for building the capacity for public officers to be resilient in turbulent times and in work environments that are continually adapting and responding to harsh conditions cannot be underestimated. For in times such as these, only flexible, agile and adaptable organisations will survive. Part II of this article will now focus on the role of Strategic HRM in building organisational resilience. • Continues on next page
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