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The economy is undergoing structural changes as a result of globalization, rapid technological advancement, and flattening organizational structures. Traditional careers -- which are characterized by job security, advancement potential, income security, and job status -- have given way to modern careers which are self-directed and boundary-less (i.e., frequent mobility). Individuals are under increased pressure to adapt and remain resilient in coping with career uncertainties.
Career resilience is a psychological resource that is available to assist individuals overcome career challenges in a turbulent and changing economy. Career resilience, as part of a multidimensional (resilience) construct, is conceptualized as “a person’s resistance to career disruption in a less than optimal environment” (London, 1983). Resilient people have positive outlook, high self-esteem, self-discipline, and internal locus of control. Career resilient individuals adapt to change, self-manage their careers, and continuously learn to meet the evolving needs of the labor market.
However, it is unclear which dispositional traits (e.g., personality and temperament) are associated with career resilience necessary for coping with negative career experiences.
A survey of 1,988 managers and professionals identified emotional stability (the opposite of neuroticism) to be positively related to career resilience. None of the other four personality traits – openness to experience, conscientiousness, extraversion, and agreeableness are related to career resilience. Individuals who have a strong internal locus of control (i.e., attributing successes and failures to their own actions) and high self-efficacy (confidence about one’s ability) are also more resilient. Finally, those who are self-directed are more resilient in their careers.
Surprisingly, those who indicate a strong boundary-less career orientation (i.e., preference for organizational mobility) -- common among the younger generation of workers -- also report lower career resilience. It is possible that these individuals have less social capital and organizational resources to draw from, owing to their frequent mobility, to face adversities when they are confronted with career setbacks, and thus feel more vulnerable. As an example, academics -- who are purported to have great career mobility -- may face career setbacks (e.g., repeated rejections) and express lower resiliency, which leaves them questioning their place within the academic community. It should be noted that individuals who report greater career resilience also indicate greater career satisfaction.
Career resilience, as a form of psychological resource, can be amassed or strengthened through the development of human and social capital to increase employability, and purposeful employer intervention such as mentoring and empowerment to enhance self-efficacy. Exposure to moderate levels of stress can also increase resilience over time.
Eddy Ng holds the F.C. Manning Chair in Economics and Business at Dalhousie University, Canada. He co-authored the paper “Resilience in the modern career” in Career Development International (Emerald), with Sean Lyons at the University of Guelph and Linda Schweitzer at Carleton University. Follow Ed on Twitter @profng.
