Indicator |
Low resilience indicator |
ANSWER |
High resilience indicator |
Your score |
Possible
max score |
|
|
|
Leadership and culture attribute |
1.1 Leadership |
Strong
leadership to provide good management and decision making
during times of challenge and adversity, as well as
continuous evaluation of strategies and work programs
against organisational goals. |
0 |
28 |
L1 |
Leaders display behaviours fearful of adversity |
|
Leaders display decisive leadership, innovation and seek
opportunity, including in times of adversity |
L2 |
Leaders do not ‘walk the talk’ nor demonstrate
behaviours aligned with the organisation’s values |
|
Leaders ‘walk the talk’ and demonstrate behaviours
aligned to the values of the organisation |
L3 |
Leaders are reactive and act under duress |
|
Leaders are balanced and strategically focussed to
ensure the organisation is acting with control and foresight |
L4 |
Leaders are compliance driven, process focused |
|
Leaders are outcome driven / results focused |
L5 |
Leaders are oblivious to the needs of people working
below them |
|
Leaders care for the wellbeing of their people and their
ability to thrive in times of adversity |
L6 |
Leaders are afraid or unwilling to make decisions
without permission from senior management |
|
Leaders are empowered to make decisions and are
supported in doing so by senior management |
L7 |
Lack of visible executive and management buy-in to the
need for resilience |
|
Highly visible executive/senior management resilience
champions and leader advocacy of the resilience agenda |
|
1.2 Employee engagement |
The engagement
and involvement of employees who understand the link between
their own work, the organisation's resilience, and its long
term success; employees are empowered and use their skills
to solve problems. |
0 |
20 |
EE1 |
Organisation is unaware or not focused on employee
morale |
|
Organisation recognises the importance of high employee
morale and considers this in planning and response |
EE2 |
Organisation is only interested in the bottom line or
its own survival, regardless of the impact to employees |
|
Organisation demonstrates authentic ‘care’ for employees |
EE3 |
Employees are anxious or unwilling to contribute |
|
Employees have high sense of ‘teaming’ and
collaboration, pulling together in adversity – ‘one in, all
in’ |
EE4 |
Employees wait to be told what to do |
|
Employees are very clear about decision making ability
and feel empowered and supported to take action |
EE5 |
Employees feel little sense of long-term connection to
the organisation |
|
Employees feel strongly connected to the organisation
and are likely to go out of their way to support it in times
of adversity |
|
1.3 Situational awareness |
Employees are
encouraged to be vigilant about the organisation, its
performance and potential problems; employees are rewarded
for sharing good and bad news about the organisation
including early warning signals and these are quickly
reported to organisational leaders. |
0 |
24 |
SA1 |
Leaders hide incidents and delete failure from corporate
memory |
|
Leaders capitalise on incidents and retain lessons from
past incidents and failures |
SA2 |
Employees feel they need to hide bad news or the truth
and only report on good news |
|
Employees feel comfortable to raise an issue with senior
management and are positively recognised for driving
continuous improvement |
SA3 |
Change is implemented carelessly, disruptions result
from change |
|
Change is formally managed with care and control,
improvements result from change |
SA4 |
Organisation has little or poor communication with key
internal and external stakeholders |
|
Organisation engages in regular trusted communication
with stakeholders |
SA5 |
Organisation has few sources of information and is very
insular in terms of where it sources facts and insights |
|
Organisation seeks out, utilises and coordinates
external and internal sources of information |
SA6 |
Emerging threats and opportunities are not considered as
part of strategic planning |
|
Strategic planning explores emerging threats and
opportunities |
|
1.4 Decision making |
Employees have
the appropriate authority to make decisions related to their
work and authority is clearly delegated to enable a rapid
response. Highly skilled employees are involved, or are able
to make, decisions where their specific knowledge adds
significant value, or where their involvement will aid
implementation |
0 |
28 |
DM1 |
Organisation displays indecision and is
non-communicative during adverse events |
|
Organisation possesses clear and communicative protocols
for mobilisation during adverse events |
DM2 |
Organisation engages in top down decision making |
|
Solutions to problems are encouraged at all levels in
the organisation displaying rapid adaptive behaviour |
DM3 |
Unclear who in the organisation has the mandate to make
decisions |
|
Organisation possesses clear and transparent processes
for escalation |
DM4 |
Employees are penalised for making independent decisions
during an adverse event |
|
Employees are encouraged to use their authority to make
decisions in an adverse event |
DM5 |
Decision making is emotionally reactive |
|
Decision making follows a clear and transparent process |
DM6 |
No record keeping or ability to document key decisions
made |
|
Key decisions are recorded and well documented |
DM7 |
Decision making is in conflict with customer, employee,
shareholder, stakeholder expectations |
|
Decision making is congruent with organisation’s purpose
and values to meet expectations |
|
1.5
Innovation and creativity |
Employees are
encouraged and rewarded for using their knowledge in novel
ways to solve new and existing problems, and for utilising
innovative and creative approaches to developing solutions. |
0 |
20 |
IC1 |
Organisation does not look for opportunity in times of
adversity |
|
Organisation seeks out opportunity in times of adversity |
IC2 |
Organisation discourages innovative thinking |
|
Organisation recognises and/or rewards innovative
thinking |
IC3 |
Organisation discourages employees from challenging and
improving workplace processes |
|
Organisation actively encourages employees to challenge,
identify and develop workplace process enhancements |
IC4 |
Organisation is reactive to change |
|
Organisation is a proactive change-leader |
IC5 |
Employees approach problem solving and assessments with
a conservative, risk-averse mind-set |
|
Employees display courage in assessing risk, and
innovation and creativity in problem solving |
|
Next |