The case for using a strengths-based methodology was most recently supported by David MacLeod’s excellent review entitled ‘Engaging for Success’.
But moving from a deeply-ingrained competency culture to a strengths-based approach to recruitment and performance management brings to mind the question, ‘how do you eat an elephant?’
In 2003, I joined a new organisational development team at a large financial services firm, which had the aim of maximising its “organisational performance through its people”.
Research led us to The Corporate Leadership Council’s report entitled ‘A Quantitative Analysis on the Effectiveness of Performance Management Strategies – Building the High Performance Workforce’.
The study demonstrated that focusing on an individual’s strengths could generate a 36% improvement in their performance– a figure that was not easy to ignore. But few other UK organisations were going down this route.
Pilot project
In order to implement a strategy that would have the biggest impact in the shortest period of time, however, we embarked on a pilot project in strengths-based recruitment in an area where:
- Relatively low management capabilities were required
- Turnover levels were relatively high, which meant that there would be ample opportunities to try out the new approach
- There was a high degree of understanding of what each role consisted as well as low entry-level skills requirements
We experimented with a number of different tacks until we were confident of being in a position to launch a pilot. But from day one of handling the first batch of new entrants, the indications were that a strengths-based approach was living up to our expectations and, as the pilot progressed, managers in the other parts of the business started clamouring to get involved.
An early audit of performance quality, for instance, found that, of those staff who scored 90%, a huge 71% had been recruited in the last six months using a strengths-based approach.
Once personnel had been hired in this way, however, managers found that they needed guidance on how to help their new hires maximise their performance. As a result, we developed and implemented management training to help them deal with everything from induction and daily interaction to coaching and formal reviews or appraisals.
The three key insights that we learned from this activity were:
- Even managers who have not been involved in a strengths-based recruitment process tend to be open and willing to try a strengths-based approach to performance management
- At all training sessions, managers had a ‘light bulb’ moment on realising that what they were learning would have a profound effect on the performance of the whole team and not just new entrants who had been recruited on the basis of their strengths
- Strengths-based performance management was an effective starting point to introduce a strengths-based approach across the entire organisation.
Recruitment
For those HR directors thinking about whether to undertake strengths-based recruitment, here are six recommended steps to take:
1. Engage key stakeholders
Because this is a new approach, it will require a certain level of commitment from managers to make the change. As a result, it is important to come up with a business case and to pilot the initiative in areas where it will make the biggest impact, for instance, in recruiting for roles that have simple requirements in terms of skills and knowledge.
2. Build role profiles
Strengths-based recruiting requires more than just a set of new interview questions. Instead it needs a shift in one’s understanding of roles – both in terms of describing them and in measuring success.
To enable people to play to their strengths, it is important to focus on the outcome that you wish them to achieve.
If you tell them how to undertake a given task, you are putting limits around how they should use their own strengths (although this does not amount to an excuse to ignore processes, compliance requirements or the law).
As General Patten once said: “Never tell people how to do things. Tell them what to do and they will surprise you with their ingenuity.” A key advantage of this approach, therefore, is that it should no longer be necessary to micro-manage how individuals’ perform a given task – which has to be good news for managers.
3. Identify common strengths in your outstanding performers
To discover what key strengths are likely to be required in any given role, evaluate which ones are being demonstrated by incumbent high achievers. You will discover that, while each person is unique and has their own individual strengths, some will be common to the overall group.
But do not assume that roles which are similar but not identical will require the same strengths. For example, strengths such as empathy and attention-to-detail are required for a customer services position, while having emotional control and being able to deliver tough messages with compassion are more suitable for a customer relations post.
4. Review current recruitment and selection practices
Once you have defined which strengths are required, look at buying in the necessary expertise to help you devise suitable interview questions, at least initially,as there are currently no off-the-shelf packages to help.
But you should also continue to test for technical skills and knowledge as necessary. Also revamp your advertising material, marketing collateral, the information provided to recruitment agencies and included in all briefings to ensure that they reflect the strengths required for the roles for which you are recruiting.
5. Train managers in strengths-based recruitment techniques
A strengths-based interview is very different from a competency-based one. In the latter, candidates are probed to obtain answers, but in the former, you listen for evidence of a given strength to appear naturally.
If someone has it, you will hear it in their answer. If they don’t, you won’t. Therefore, you need to train managers to listen. It may be that some won’t have natural strengths that way, but will have strengths in other areas of their role. Recognise this.
6. Measure ongoing performance once a candidate is in role
To gain further support for implementing a strengths-based approach, put metrics in place that allow you to compare outcomes with those produced by current methods.
Such metrics might include:
- Percentage of applicants to job offers
- The time it takes for someone starting in a role to perform satisfactorily
- Sickness absence rates
- Staff turnover levels
- Manager feedback – very important
Performance management
For those HR directors wishing to introduce a strengths-based approach to performance management, the following steps are recommended:
1. Engage stakeholders (see step one above)
2. Train managers
Educate managers in the concepts behind a strengths-based approach as well as desired role outcomes. Train them to performance manage people according to their strengths at induction, during daily interactions, while coaching and while undertaking formal reviews. Such training normally requires a half-day workshop as well as follow-up coaching.
3. Monitor the adoption of a strengths-based culture on an ongoing basis
Building in a review process helps managers to maintain momentum and not slip back into old habits. It also provides a forum to share successes and learnings for the benefit of everybody.
Adopting a strengths-based approach can bring real rewards in terms of enhanced profits, productivity, customer satisfaction, safety and staff retention to organisations whatever their size. It is, in fact, the simplest way to unlock the potential that all too many people too often keep hidden away at work.
Sandra Betts is a strengths consultant.
