By Paula Bernier
Hiring and promoting based on candidates’ and employees’ strengths is the best way to go. It’s far more effective and satisfying for both employer and employee.
That should come as no surprise. But Gallup in this Jan. 3 article helps explain why this approach is important, and how to implement a strengths-based culture.
It notes that companies tend to spend a lot of time developing and doing messaging around their brand as it relates to customers. But, Gallup adds, most organizations don’t give much thought or expend much effort in devising and building a strategy around their employment brands.
That’s a mistake, it indicates, given that companies with strong employment brands and strategies tend to have higher profits and sales, less employee churn, and better worker engagement.
Gallup global research indicates that 90 percent of the strengths-based culture organizations and groups it studied had performance increases at or above in various areas. That included a 10 to 19 percent increase in sales, and a 14 to 29 percent increase in profit. They tended to see a 3 to 7 percent higher customer engagement; 6 to 16 percent lower turnover in low-turnover organizations; and 26 to 72 percent lower turnover in high-turnover organizations. They saw 9 to 15 percent increases in engaged employees, and they had 22 to 59 percent fewer safety incidents.
But how do you create this kind of a work and recruiting environment? Gallup offers a few tips for how to get there.
First an foremost, it suggests you work to recognize the strengths of individuals and provide these individuals with opportunities to leverage their particular skills and strengths. Also be sure to let potential candidates in which you’re interested know about your strengths-based development practices.
“In a study of 6,600 employees in both U.S.-based and non-U.S.-based organizations, Gallup found that people who joined an organization because ‘it presented a good opportunity to fully leverage my skills’ or ‘it matched who I am and what I believe in’ were far more likely to be highly qualified for the role,” Gallup reports. “In contrast, people who joined for benefits, work hours, or personal and family needs were much less likely to be highly qualified.”
But go beyond talking about the strengths-based culture to discuss your organization’s overall culture and to explain specifically how you showcase the culture of strengths, Gallup says. It also emphasizes that companies should leverage their strengths-based focus as a differentiator during recruiting and interviewing.
“A strengths-based brand draws job seekers who are motivated to use and develop their innate abilities – people who are dedicated to performance and thrive in a highly driven work environment,” Gallup says. “Connecting strengths to a company's brand and employee value proposition not only attracts world-class candidates, but also intensifies the myriad performance outcomes of a strengths-based work environment.”
The TMC Tech Culture Awards program is dedicated to bringing this kind of important information to light and recognizing those companies that are effecting positive change in the workplace. Sub categories of this award include the Tech Culture Award, the Tech Diversity Award, and the Social Responsibility Award. For more information visit: http://techculture.tmcnet.com.