We’ve Recruited for Strengths. What Next?
Posted by: Emma Trenier, Senior Psychologist, & Celine Jacques, Managing Psychologist, Capp
So you’ve recruited round pegs for round holes, and square pegs for square holes – you should give yourself a big pat on the back! You have given your organisation the most powerful ammunition to succeed – the right people in the right roles for the business. But does the work stop there? If only!
As HR professionals, line managers and colleagues, you now have an ongoing responsibility to help these people maximise their potential. This could take a number of forms:
Ongoing Performance Management
On an ongoing basis, people need to be supported to understand and manage their motivations, use their strengths to reach objectives, and to minimise the impact of their weaknesses.
The reference to strengths, and discussion around them, should not finish when the job offer is made. Instead, weave it into onboarding, performance reviews, appraisals and day to day management conversations. Champion the use of the strengths language. Help people to take control of their own performance, and their own career.
Strengths-focused Career Development
To enable really meaningful and effective career progression, and to genuinely encourage retention, you can map strengths for roles across your organisation and then support people to understand which career pathways would suit them and play to their strengths.
Don’t just think about what someone is good at, consider also what energises them. Which part of your business would suit their motivational needs? Which role would really bring out the best in them?
Talent Pipelines that Recognise Multiple Pathways
Finally, as organisations seek to promote flexibility and agility, we see an increasing focus on working cross departmentally and internationally. Take a strengths- based approach for identifying the right talent for these important roles.
As many organisations are familiar with developing ‘talent pools’ for the identification and development of emerging leaders, identify those people with the strengths to be future top change agents. Or innovators. Or international collaborators. In fact, whatever the business needs…
We would love to hear your stories on what you have done to embed a strengths-based approach after recruiting for strengths. What difference has it made to you and your organisation’s performance?