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

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September 2019
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Helen Dovey

Using your strengths, is a truer insight to a young person’s readiness to enter work

Posted by: Helen Dovey, Senior Psychologist, Capp


“Small jobs make a big difference to young people.” This was the keynote message delivered by Michael Davies, the Chief Executive of the UK Commission for Employment and Skills (UKCES) last week. Mr Davies opened the launch of ‘Precarious Futures: Youth Employment in an International Context’ report, hosted in the Science Museum.


I attended with the great and good from industry, parliament and academia to hear the UKCES’s recommendations for addressing youth unemployment today.


The resounding conclusion was clear: any kind of work experience significantly improves the career trajectory of young people today.


And why is this? We heard business leaders across the world describe how their early employment experiences shaped their learning agility, skills and knowledge, fundamentally preparing them for the world of work. This ranged from:


  • Working in a newsagent (Fiona Kendrick, Chief Executive and Chairman of Nestlé UK and Ireland) honing interpersonal skills and the true meaning of supply and demand
  • Working in McDonalds (Jill Huntley, Managing Director of Corporate Citizenship, Accenture) developing an appreciation for work ethic and the advancement one earns as a result
  • Delivering a paper round (Michael Davies, the Chief Executive of the UKCES) building trust with others and the value of team work


Interestingly, the UKCES report reveals that from over 90,000 organisations surveyed, nearly 25% of those who recruit school leavers cite lack of work experience or maturity as a key constraint in this population. This was closely followed by poor attitude or lack of motivation at 18%. By contrast, the technical side looks bright with only 4% citing poor numeracy and literacy skills as a barrier.


From my perspective, these findings imply a largely eager, technically able population of young people, hungry to enter the employment market but with no evidence to showcase their potential.


I left the event feeling that businesses are certainly striving to enable young people to enter their organisation at flexible levels. From the Nestlé Academy, to Google’s 3000 strong Internship programme, the initiatives are there.


My challenge is this: how do we assess young people, who do not have the employment history from which to build their personal business case?


Working with school leaver and graduate recruiters across sectors, such as professional services, FMCG and IT, I hear the same thing. ”We want talented, ambitious, hard working and agile individuals”.


While past experience has traditionally been a predictor of job success, at Capp we know from a decade of research that the study of one’s individual’s strengths, not what you have done, is a truer insight to a young person’s readiness to enter work.


This sits at the core of our recruitment methodology and for me, provides the how in addition to the what we can all do to address youth employment today.


Nestlé Academy Fast Start Programme Case Study


A great example of success in recruiting young people is the industry-leading Nestlé Academy Fast Start Programme, a three year scheme for school leavers. Capp worked in partnership with Nestlé to define the indicators of success and to design an assessment strategy capable of identifying individuals’ potential for success, without relying on candidates’ limited previous work experience. The three main challenges were:

  • To increase social mobility in the recruitment process – a programme that would enable anyone, regardless of their background the opportunity to ‘learn while you earn’.
  • To differentiate Fast Start from other school leaver programmes.
  • To identify candidates with high potential, not based on limited previous work experience.


The success of this scheme won Capp & Nestlé the Best Apprentice/School Leaver Recruitment Strategy Category at the Recruiter Awards 2014. To read about the business outcomes, please see more in our case study here.


For further information on strengths-based assessment, apprenticeships and young careers please contact Claire Marr, Client Services Manager at or telephone +44 (0)2476 323 363 or Link In with me, Helen Dovey at


Follow @Capp_co on Twitter, LinkedIn & Facebook.


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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





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