Executives taking on new positions often notice their teams were built for something else. It seems like the business environment has shifted. Previous leaders might have hired people who were highly skilled at using the company’s existing systems, and each employee understood those skills very well. But now, generative AI has taken over and changed the industry. Customer expectations have significantly risen, and many skills that once seemed important are becoming less valuable. The root of the problem is not simply the new technology but the hiring process. Companies hire people who are comfortable and perform predicted tasks but struggle when things become uncertain. This raises the question that nearly every executive faces today: 

In hiring, resilience is the ability to absorb disruption, learn quickly, and contribute to shifts. It is about being adaptable, flexible, and willing to learn. As AI changes the workplace, tools, processes, responsibilities, and technical skills can become outdated. However, what remains valuable is the desire to continue learning new things. 

Hiring for resilience means evaluating candidates based on what they know today but also how they can learn when the responsibility changes. Employers should prioritize handling change versus mastering a certain skill. 

Some of the strongest performers struggle the most when responsibility changes. They are used to being experts, so when things like AI came into the workforce and  were able to create the same quality work in a faster time, they felt worried that their value was being replaced. 

This is the essence of recruiting resilience. The best candidates are not the ones who fit the job requirements. These were the candidates who were willing to start all over again, make some mistakes, and treat those mistakes as an opportunity to learn.

For many years, companies hired people based on skills that they could prove they had. This approach worked when roles and required skills remained stable for long periods. Today, however, technology and job responsibilities are changing much faster. 

This is where the challenge is for hiring. A candidate can have all the technical skills for the job description, but some of those skills can be outdated in a couple of months. Another candidate might have less experience but be more curious, self-directed, and willing to adapt. Over time, this candidate becomes more valuable. Digital literacy has become non-negotiable, and executives need to understand that it's not about hiring somebody who knows the tools. The goal is to hire someone who is willing to teach themselves the next set without waiting to be told. 

Companies need both, but adaptability should carry more weight than before. Current skills allow for immediate contribution. A person’s ability to keep learning is what will be important when entering a time where AI changes the nature of their work.

A good place to start is through the interview process. One of the most important questions you can ask a potential candidate is one that involves a time when they experienced change and struggle:

Understanding the prospects' past behaviour under change can help predict future behavior under change. 

It is also important for the leaders to notice the way the candidates discuss being wrong. The ability to be wrong openly is the biggest sign that the candidates have a learning attitude. This trait is associated with the ability to accept constructive criticism. Good candidates should be able to explain the process of change in terms of engagement and learning.

Resilient people need room to experiment, make mistakes, adjust, and grow, which is why opportunities for career development should be part of both the hiring process and the employee experience. Executives also need space to work through these challenges with peers facing similar changes. An executive mastermind can provide a small, confidential group where leaders discuss difficult decisions, identify blind spots, and learn from one another. 

With AI doing more of the mundane tasks, there is going to be continued change in terms of roles. Individuals who have been employed based only on their current skills may find themselves in difficult situations, whereas those who are inquisitive and ready to learn would find themselves well-equipped to handle the new tasks. The executives must not hire individuals based on present jobs, as these may have completely changed in the future. With AI shaping up the whole industry, adaptability could become one of the most important traits.