Capp’s five-step approach to strengths-based recruitment

Click here to find out more about how Strengths Selector can solve your recruitment challenges...

Subscribe by Email

Enter your email address:


 Subscribe in a reader

October 2019
M T W T F S S
« Aug    
 123456
78910111213
14151617181920
21222324252627
28293031  

Search Results for: the strengths project

Five Steps to Building a Winning Team

Posted By: Emma Trenier

 

Last month we spent the day with 280 Lloyds Banking Group (LBG) graduates at the spectacular launch of this year’s Responsible Business Challenge.

 

Sponsored by HR Director Stephen Smith, along with many other representatives from the emerging talent team and the business, this event prepared the graduates for their challenge of collectively raising at least £250k for Children in Need.

 

With last year’s graduates bringing in at least £200k more than that, the bar is set high. So, to start the teams off on the right foot, Capp brought the teams through the first five steps of building high performing teams, learning from last year’s winners at every stage.

 

Here is the essence of what we shared:

 

1.      Rules of engagement

The first step to building a winning team is to be clear on your team rules of engagement. These are the rules that every team member must stick to at all costs, e.g., must attend all meetings, must be on time, must contribute the actions promised, must be respectful of other team members, must stay on topic.

 

It is always helpful to include a rule which outlines the reasons a non- contributor can be kicked out of the group. This way, you won’t fall into the trap of being hindered by some people’s poor performance.

 

2.      Begin with the end in mind

Next we spoke about the ‘Duvet Shove’, the principle that every team needs to have a shared purpose and vision that will (hypothetically) drag them out of bed in the morning (shove the duvet off!), or help them focus on the challenge when everyday priorities get in the way.

 

The graduates’ next challenge was to define their vision- for some this was to promote what Children in Need do, for others it was to run an event or activity every single week of the challenge.

 

3.      The right group

The third step to building a high performing team is to define the team roles that are necessary at each stage of the project, bearing in mind that these will change many times. Understanding the strengths and passions of each team member helps to give every person the opportunity to contribute their best.

 

The graduates considered their strengths and the roles they would most like to take- referring to the Lloyds Banking Group strengths definitions for ideas.

 

4.      Set the pace and structure

Meetings! We discussed the pain that comes from meetings with no purpose or no outcomes. For all meetings we shared the importance of considering:

 

-          TYPE- what is the meeting for?

-          STRUCTURE- how much structure is needed?

-          OBJECTIVES- what are they?

-          AGENDA- what were our agreed actions from the last meeting and what do we need to decide today?

-          ADVANCE- what should be done in advance?

-          ON TIME- Start, stay, finish on time

-          MOMENTUM- never cancel a meeting without rearranging

 

5.      Generate ideas

Finally, we shared tools for idea generation that will help every team think of winning ideas. Through methods of divergent thinking (do this first), and then methods of convergent thinking (do this after a coffee), the teams were able to select their best ‘first burst’ ideas. The graduates also learnt that an IDEA is different from a THOUGHT. For a thought to become an idea it needs to be developed into an actionable suggestion that somebody who did not think of it could deliver.

 

For LBG, the principles of gamification are central to making the graduate journey impactful- learning socially, through fun, and winning prizes is all part of what makes their development approach stand out. The Responsible Business Challenge is the first of a series of competitive and stretching ‘games’ still to come this year!

Share and Enjoy

  • LinkedIn
  • Facebook
  • Twitter
  • Delicious
  • Digg
  • StumbleUpon
  • Add to favorites
  • Email
  • RSS

Saying Yes and Making it Happen – Celebrating International Women’s Day

Posted by: Trudy Bailey, Strengths Consultant

 

International Women’s Day is celebrated again on the 8th March.

 

Are you a woman who is successful in her career and making it happen? Do you really enjoy your job? We would love to learn from the secrets of your success!

 

As a successful woman myself who runs Capp’s female leadership development programmes, it never ceases to amaze me how the same stories are told worldwide. I can share many of them through my own learning – the hard way!

 

One of these stories is about saying yes. We ask for role models who come onto the programme to share their journey with the emerging female leaders: what has worked well, their journey, their strengths and also their top tips for the future growth of these remarkable women. 

 

One of the most common tips shared by these global leaders is “Take a risk and say yes”.  Even so, I have a slight problem with this.

 

We are probably all familiar with the research that women, unlike men, are not likely to ask for pay rises, and will only seek promotions when they can do everything that’s required. Unlike men, who will go for promotion if there is even a small part of the job that they can do!

 

Often, women have become successful through their relentless hard work, and eventually being recognised by managers who put them forward for promotion or recommend their next post.

 

One of the core aspects of our female leaders training is teaching women to recognise their strengths. It may sound obvious, but we can be so busy running a successful career and home that we haven’t stopped to appreciate what we love to do and do well – our strengths.

 

Of our latest 10 programmes, 97% thought Realise2, our strengths identification tool, was an insightful beginning to the programme, and 95% said it helped them maximise their strengths, thereby enabling high performance.

 

So back to this ‘saying yes’.  I am all for taking risks and challenging ourselves in a big way, as this can be when you can really grow, take ownership of something big and expand your reputation.

 

But, next time you are asked to take on extra responsibility, a new role or lead a project, go back to your strengths. Where do you get real energy from? What would you love to do more of? Where do you get your best feedback? If you could carve out your dream job, what would it be? 

 

Take risks by all means, but your confidence and performance comes from your strengths. Success will come if you take a step back and work with your best assets. Sometimes it might be worth a side step to play to your strengths, since you will quickly be able to show off your capabilities.

 

I wouldn’t be here today without stepping into a colleague’s shoes a few years ago when they had broken their foot! I had no idea how to do it, but knew I had the passion and motivation to find out and make it happen!

 

Find out more about our female leadership programmes at capp.co

Share and Enjoy

  • LinkedIn
  • Facebook
  • Twitter
  • Delicious
  • Digg
  • StumbleUpon
  • Add to favorites
  • Email
  • RSS

Use Your Strengths to Achieve Your Goals and Be Happy

Posted by: Alex Linley, Capp

 

It seems a truism to say that using your strengths will help you to achieve your goals, and yet still nowhere near enough people treat their strengths as their starting point for how they will achieve their goals.

 

The link between strengths and goals is something that has intrigued us for many years at Capp, since it is the fundamental philosophy underpinning everything that we do in our work, from strengths-based recruitment, through strengths-based development, to delivering strengths-based performance.

 

A wealth of evidence shows the links between strengths and happiness, but until we started our work, there wasn’t really much that said WHY there was this link between strengths and happiness. In 2010, colleagues and I published a paper in the International Coaching Psychology Review showing that people who used their strengths more were more likely to achieve their goals, and in doing so, they were likely to be happier.

 

In this paper in the International Coaching Psychology Review, we proposed that this was reflective of the self-concordance model of healthy goal attainment. This is basically a posh way of saying that when your goals are things that fit with you and matter to you, and your strengths are, by definition, an authentic part of you that you enjoy using, then using your strengths to achieve your goals will help you to be happier and experience higher well-being.

 

This is fundamental to the whole strengths philosophy, and explains why we see better results in recruitment, development and performance when working from people’s strengths. In short, because it FITS. We are working with the grain, rather than against the grain.

 

That’s why we’re running the Realise2 promotion throughout the month of January, helping all of our clients, and their clients in turn, to link their strengths to their New Year’s Resolutions, thereby increasing their chances of achieving those resolutions and being happier. Throughout January, if you buy 4 Realise2 codes, you will receive a 5th code FREE!

 

Simply go to www.realise2.com and enter GOALS2015 at the checkout to make the most of this offer.

 

Advancing knowledge about strengths and goals is also why we’re supporting Josh Gladwin, a third year undergraduate psychology student at the University of Warwick, with his third year project. Josh is looking in more detail at the relationships between strengths and goal attainment, and he would love your help.

 

If you can spare 5 minutes, please help advance our knowledge and support his research by completing Josh’s questionnaire here -

https://warwickpsych.qualtrics.com/SE/?SID=SV_3dsnQxvUCUFKamF

 

Thank you for your continued support, and don’t give up on those New Year Resolutions!

 

(P.S. – You’re less likely to if you’re using your strengths!)

Share and Enjoy

  • LinkedIn
  • Facebook
  • Twitter
  • Delicious
  • Digg
  • StumbleUpon
  • Add to favorites
  • Email
  • RSS

Achieve Your Goals as a Team

Posted by: Trudy Bailey, Capp

 

We know from our research that optimising strengths will help you reach your goals as an individual. In this blog, let’s look at how this works with teams, to ensure you are committed to achieving team as well as individual success in 2015.

 

1. Define the standards.  Research that looked at high performance across 19,000 people found that knowing your performance standards was the No 1 predictor of high performance. So, do your team know exactly how they are evaluated?

 

2. Define the goal.  We love data, so we also know that the top strength that people want to see in their managers is Mission. Having a clear sense of purpose in what people do is critical. Do you and your team have a clear sense of what exactly it is you are achieving, why you are doing it and a well-communicated strategic plan for its execution?

 

3. Define the individual tasks needed. Break the goal down into bite-size achievable tasks in your project plan, with timelines for delivery. How long will it take and when will it be delivered by? What are the milestones? Who is on the project team and why? What are their responsibilities?

 

4. Define the strengths and people needed. Who, with their Detail and Planful strengths, is in charge of the execution? Who on the team, with their Innovation and Creativity strengths, loves to come up with new ways to achieve the creative elements? Who has the Drive and Persuasion to work with the data and the clients?

 

It may be tempting, particularly if you are a small team, to go with the tried and tested of who does what, based on what you always have done. But if you want to see an improvement in performance (the Corporate Executive Board suggests up to 36%), it is worth the investment of structuring responsibilities around people’s strengths.

 

Don’t assume that just because it worked before it was a success: the team could have been using their learned behaviours rather than their strengths. If this was the case, you might not have seen the painful expressions on their faces as they struggled to get the job done!

 

5. Define the weaknesses. Are there any gaps in the team? Can you learn from previous challenges of where the team needed extra support? Highlighting these gaps and seeing if anyone can use their unrealised strengths to fill the gaps and support the goal is a great way forward.

 

Understand the strengths of your team with Realise2 during January and get one Realise2 Profile absolutely FREE for every 4 Profiles that you purchase. Simply enter ‘goals2015’ at the checkout.

 

Share and Enjoy

  • LinkedIn
  • Facebook
  • Twitter
  • Delicious
  • Digg
  • StumbleUpon
  • Add to favorites
  • Email
  • RSS

Advice to parents of school leavers – top 4 tips

Posted by: Emma Trenier, Senior Psychologist, Capp.

 

 

 

Every Saturday I love to read The Inventory in the FT Weekend. In twenty questions (the same each week), experts in their field are asked about their lives and careers, including whether they had a mentor, whether ambition or talent matters more and whether they consider their carbon footprint. The question I love the most though is:

 

If your 20 year old self could see you now, what would they think?

 

Apart from writer P.J O’Rourke who said he wouldn’t even notice himself, almost every other interviewee has said that their younger self would be pleased to see that they had taken risks, followed their dreams and fought to succeed against the odds.

 

So, parents, whilst we rush around helping our young people to master the basics of workplace etiquette and summer job politics, we must not lose sight of our broader role – to help them take risks and dream big dreams.

 

To start with,

  1. Coach them, don’t instruct them. Build their confidence and motivation by helping them work out what they want to do and why. Help them imagine the benefits they will get if they go for it.
  2. Open their horizons. Help set up experiences, e.g., watching movies, visiting friend’s workplaces or reaching out to potential mentors, that will inspire them to believe they can achieve great things.  
  3. Focus on their strengths. Help them courageously follow a route that plays to their strengths- their areas of greatest potential (They can take a free Strengths Test on Jobmi which will give them some great insight).
  4. Build their resilience. I love the ‘Worth it Guide’ booklet (free to download) designed by young people to help others find their flow, focus on the positive and build their confidence.

 

And, finally, why not ask them,

 

If your 20 year old self could see you now, what would they say you should do?

 

If you’re helping your child, or advising friends who have children this A Level Results Day, two essential places to check are: The Telegraph Clearing Hub http://clearing.telegraph.co.uk/, and UCAS, who offer telephone support for school leavers and parents on 0371 468 0468, and for latest news and updates see their website http://www.ucas.com/ 

 

For more information on Jobmi and strengths development please call Capp on +44(0)2476 323 363 or connect with me, Emma Trenier, on LinkedIn

 

 

 

Share and Enjoy

  • LinkedIn
  • Facebook
  • Twitter
  • Delicious
  • Digg
  • StumbleUpon
  • Add to favorites
  • Email
  • RSS

Understanding Social Mobility – Please Complete the Survey!

Posted by: Alex Linley, CEO, Capp

 

Here’s the background to our Understanding Social Mobility survey – now live at -

http://fd10.formdesk.com/capp/socialmobility

 

Social mobility has been and continues to be a hot topic in the media – and rightly so. Our perspective from strengths is that it should be our talent, capability and potential that defines us, not just where we have come from and what we have experienced.

 

Empowering social mobility is one of the five premises of the Jobmi Manifesto, and a key part of what we are aiming to achieve through Jobmi, the employability and recruitment platform.

 

Almost everything that is known about social mobility today is at the level of the group or social class. This isn’t surprising, since this is the level of analysis that is used to inform policy and government decisions – and this is why a lot of the research is conducted.

 

But this isn’t the whole picture – far from it.

 

As all of us will know, there are much more powerful and inspiring stories to be told about social mobility at the individual level. And yet – so much less is known and understood about individual social mobility.

 

This is where our research in support of the Jobmi Manifesto comes in.

 

We have designed the Understanding Social Mobility survey in order to explore social mobility at the level of the individual. This is the first stage in a major, ongoing project that aims to redefine what is known about individual social mobility and about how we empower social mobility for individual people.

 

Please lend your support by completing the Understanding Social Mobility survey. And if you really want to help, please encourage your friends and family to complete it as well. The survey is available here – http://fd10.formdesk.com/capp/socialmobility

 

 

We’re looking for a wide and diverse sample across a range of demographics, so the survey is open to anyone of any age (above 16 years) and from any background.

 

As a thank you, there is a prize draw with a first prize of tickets for two people for the Eurostar to Paris, and two further prizes of £100 in shopping vouchers.

 

Thank you for helping us in understanding social mobility, and especially the drivers of social mobility at the individual level. Please complete the survey at http://fd10.formdesk.com/capp/socialmobility

 

 

Share and Enjoy

  • LinkedIn
  • Facebook
  • Twitter
  • Delicious
  • Digg
  • StumbleUpon
  • Add to favorites
  • Email
  • RSS

What Graduates Want – What is their 5 per Day?

Posted by: Vernon Bryce, Chief Commercial Officer, Capp.

 

Graduates are different, graduates are hungry, graduates know what they want. These are the many opinions floating around graduate recruitment and development.

 

In the AGR Student Development Conference (13 March 2014), research was presented to test out what exactly is the real data on what graduates want and need to engage their hearts, not just their brilliant minds. Also what is the smallest thing we can all do today to increase graduate engagement at work tomorrow?

 

Research shows 90% of grads feel they deserve their dream job, 80% want regular feedback from their managers, 70% want more ‘me time’ at work. There appears to be a lot of ‘me’ in the data, give me time, give me space, recognise and value me. So how does this compare with other generations of workers and indeed other Gen Y’s? The data shows less concern for customers, job security and reward than older generations, yet like Gen Y’s there are five big conditions to engage and retain them.

 

  • Recognition: more than other employees grads need very open regular feedback, being valued and very regularly is critical to them – or they will seek it elsewhere.
  • Reputation: they will work and engage with employers of high repute, more than other generations who needed / wanted job security, we have to prove our value to them.
  • Empowerment: this is about trusting grads to get on with important things – they will go the extra mile or ten for employers who give them large scope and long reach.
  • Communications: more than other employees they need more communications, they have a deep hunger to know what’s going on – so we need to feed this in specific ways.
  • Careers: it not the job they want it’s the ladder, and they want to see how older grads have really made good– like leaders who once were grads – learning from/working with them.

 

The opportunity is there for the taking, and as if to remind us what happens if we do not provide – there is a major drop, like a stone in grad engagement within a year or so of joining. Graduate engagement drops from typical highs of 70% or even 80% to lows of 50%-60% at best with all their other expectations performance and loyalty.

 

So what can be done? These opportunities are already nailed by many top grad recruiters. Whether by design, data or desirability, there are many great examples.

 

First, engage them early, pre-hire not post hire. Second, message your schemes high on regular recognition – show case studies of grads receiving internal awards from senior leaders, working with leaders, position the recognition your company is getting too, external awards for initiatives, innovation, growth, focussing on Talent for example. Third, give early responsibility, working on key senior high value projects imperative to the business yet match their strengths. Communicate within a social grad network so they learn and grow from others’ successes, so building a future social leaders network. Finally showcase extreme performance, positioning success and reputation of ex grad scheme employees.

 

These and the already many innovations in place we could all share are not just ‘good ideas’, they are practices that feed the few deep essentials that engage grad hearts and minds.

 

I you would like to discuss graduate recruitment and development further, please contact me directly on: Capp +44 (0) 2476 232 363 or Link In with me, send me an in-mail, and I’ll contact you: uk.linkedin.com/in/vernonbryce

 

Nicky Garcea, Chief Customer Officer, Capp and Vernon Bryce, Chief Commercial Officer, Capp presented ‘Engaging the Hearts and Minds of Graduates’ at the AGR Student Development Conference, 13 March 4014.

www.agr.org.uk

 

Share and Enjoy

  • LinkedIn
  • Facebook
  • Twitter
  • Delicious
  • Digg
  • StumbleUpon
  • Add to favorites
  • Email
  • RSS

Success is a Science

Posted by: Vernon Bryce, Director, Capp

 

“Everyone can rise above their circumstances and achieve success
if they are dedicated and passionate about what they do”

(Nelson Mandela)

 

A student scanned her university’s psychology reference library shelves. They were full of outstanding studies in delinquency, depression, drug addiction, divorce, debt; many important yet curiously incomplete pictures of human behaviour. Where were the triumphs, joys, adventures, the peaks of human endeavour and success she wondered?

 

In another place and time, a first class coach in sporting team performance, unusually at the time, recorded the winning plays in his team’s games. He then replayed them to his team. Impressively, the team improved its winning performances as never before and, as they observed and learned from their winning plays, their success was sustained.

 

Both had something in common; belief that success and failure, though important, are opposite to each other only in a dictionary. Behaviourally they are not opposite. Focussing on one, in the absence of the other, is neither enlightening nor productive. In business, we are getting better at understanding this difference, the difference between failure and success in terms of turning the master keys to improving performance.

 

Consider this. Some Sales, Leadership, L&D, Grad and Recruitment specialists each ask for £10,000 from their CFO’s discretionary ‘value creation’ fund. Some teams ask for the fund to spend the money on reducing costs, some ask for spend to study failure rates. One team, rather hopefully they thought, ask the CFO for £20 000, asking her to invest in Success. To the amazement of the other teams, the ‘success study’ team won.

 

Here’s what the CFO had to say. “I have often puzzled on why in business we spend an inordinate slice of our precious time investigating why things go wrong and not investing why things go right. We can learn a lot from why customers buy from us, more than why they do not. We learn more from why our successful people stay than why they may leave. In my view it’s the successful people we have now that will make us great in future. So I had no hesitation in investing in Success’’.

 

Opportunity is there for the taking; opportunity to create sharper workforces. Let’s study success, let’s get data on its strengths, nuances, capabilities; then find how to measure success robustly, accurately and reliably. Let’s draw and develop success models. Let’s study the many positive role models out there; also their best plays, in leaders, engineers, art, teaching, healthcare research and front line professions, sales, service, retail, projects, science, technology and design.

 

Some say the “War for Talent is over; Talent won’’. Soon, people will say the “Strengths revolution is over, and Success won’’. Strengths and Success are the new kids on our block; they are more than siblings, they are twins in our quest for talent.

 

“Success is a science. If you have the conditions you get the results”

(Oscar Wilde)

 

 

Share and Enjoy

  • LinkedIn
  • Facebook
  • Twitter
  • Delicious
  • Digg
  • StumbleUpon
  • Add to favorites
  • Email
  • RSS

Strengths: What They Can Do For You

Posted by: Helen Dovey

 

 

We talk a lot about playing to our strengths; using strengths to achieve our goals and delegating on the basis of strengths.

 

However, the reality for many professionals is simply working longer and harder to shift an ever increasing workload.

 

How many of us actually make a conscious, deliberate decision to use our strengths?

 

We should do because the evidence of the benefits for doing so is quite remarkable.

 

At Capp we love data. We have collected data from over 1,200 people and have found that increased strengths use is associated with the following outcomes:

 

-        Resilience – our ability to take hardships in our stride

-        Engagement – our passion for what we do

-        Vitality – that feeling of being alive and energised at work

-         Mindfulness – our ability to focus on the present and not get lost amidst the stress

-        Grit – our ability to dig our heels in and keep persisting

 

Taken together, this is a powerful combination for anyone faced with a demanding workload.

 

Rather than just make the to-do list or project plan – take 5 minutes to think about how you’re going to achieve this. Which of your strengths will maximise your chances of getting this done and at the same time, increase your opportunity to experience the above benefits?

 

So there’s a lot in it for the individual – what about for the business?

 

Research shows the individual outcomes themselves are in turn linked to desirable organisational benefits. To name a few, productivity and profitability – that is, the bottom line where it really counts. Therefore, enabling employees to use their strengths more may not only increase positive individual outcomes but in turn impact other valuable organisational drivers.

 

What should your next steps be?

 

First, know your strengths. Our research was conducted using our online strengths assessment tool Realise2. Measuring the three dimensions of performance, energy and use across 60 strengths identifies for the individual whether these attributes are realised or unrealised strengths; learned behaviours or weaknesses.

 

Second, ask yourself: how am I using my realised or unrealised strengths to achieve my goals? Where can you up your strength use?

 

It’s worth taking the time to reflect. With the run up to the close of the year hotting up, why not work a bit smarter rather than harder?

 

To read our research on the benefits of strengths use, please see my recent article here in The British Psychological Society (BPS) Assessment & Development Matters, Vol 5 (No 3) Autumn 2013.  Realising our Strengths: Relationships between strengths use and positive psychological characteristics.

 

To find out more about how we can help you find the right talent:

 

Call +44 (0) 2476 323 363

 

Email capp@capp.co

 

 

Share and Enjoy

  • LinkedIn
  • Facebook
  • Twitter
  • Delicious
  • Digg
  • StumbleUpon
  • Add to favorites
  • Email
  • RSS

New Assessment Vacancies at Capp

Posted by: Alex Linley, Director, Capp

 

Capp continues to grow from strength to strength (sorry, pun intended ;-) ). As a result, we are looking to add new members to our Consulting team, with a focus on assessment.

 

The positions are advertised on our website here, and the advertisement is also posted below for your ease of reference.

 

If you know anyone who would be a great fit with the best strengths-based assessment team in the country, please encourage them to get in touch. Thank you!

 

Consulting Psychologist / Consultant £24-32k pa + substantial benefits + bonus

Graduate Psychologist / Consultant £18-24k pa + substantial benefits + bonus

 

Do you have the strengths we’re looking for?

 

Capp delivers performance through strengths. Our clients include many international household names across the private and public sectors. Our leading edge work on strengths-based assessment has won client awards and features monthly in the trade press.

 

In order to meet increasing client demand for our strengths-based assessment solutions, we are adding new assessment specialists to our Consulting team.

 

We want to hear from you, if you love to deliver on, and feel energised by:

  • Working to develop strengths-based assessment solutions across the employee life cycle.
  • Having a passion for assessment, with a buzz from implementing leading technology solutions.
  • Listening to clients to understand what they need, delivering practical solutions that add value.
  • Developing market-leading innovations for new assessment products.
  • Writing client-fit assessment materials for online tests, interviews and assessment centres.
  • Taking care and showing personal responsibility to deliver quality in everything you do.
  • Project managing large scale projects, always delivering on time and within budget.

 

If successful, you will join the industry leaders in strengths-based assessment. In return for what you bring to Capp, you will enjoy a substantial benefits package, including contributory occupational pension scheme, generous holiday entitlement, performance bonus, flexible working arrangements, training and development opportunities, and being part of a highly engaged and high performing team!

 

We are open to considering both full and part time appointments for these positions. Consultancy and/or commercial experience would be a distinct advantage.

 

For further particulars about the role, and details of how to apply, please contact Emma Mason on +44 (0) 2476 323 363 or emma.mason@cappeu.com

 

For further information about Capp, visit our website, www.cappeu.com

 

The closing date for applications is 12.00 midday on Monday 30th September 2013.

Share and Enjoy

  • LinkedIn
  • Facebook
  • Twitter
  • Delicious
  • Digg
  • StumbleUpon
  • Add to favorites
  • Email
  • RSS