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

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May 2018
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CIPD

Nicky Garcea (Capp) and Fiona Miller (Nestle) co-present Strengths-based Recruitment at CIPD Recruitment Conference

Posted by: Celine Floyd, Managing Psychologist, Capp

 

This week, we attended and presented at the CIPD Recruitment Conference 2013, in London. On the hottest day of the year so far, it was a pleasure to see so many of our industry peers networking, debating and sharing experience and ideas.

 

Nicky Garcea, Capp Director, presented with Fiona Miller, Talent and Resourcing Specialist at Nestlé. We have worked with Fiona, and the Nestlé team for over a year now, implementing end-to-end strengths based assessment for their graduate and intern intakes. It was a pleasure to co-present on the transformational journey Nestlé have made, and continue to make, in pursuit of more effective and impactful attraction, selection and on-boarding.

 

Nicky and Fiona talked through the drivers behind the move to strengths-based recruitment, the strengths-based assessments used, the evaluation data from Year 1, the challenges and learning, and plans for 2013.

 

The session was well attended, and we had some insightful questions from the audience around the hot topics of diversity and social mobility, as captured in this Recruiter article.

 

We will be commenting further on these hot topics over the next few weeks.

 

We thank attendees for throwing their energy behind our interactive exercise and hope that everyone enjoyed it, and maybe learnt something about their own strengths!

 

If you have any questions about our presentation, the Nestlé partnership or strengths-based recruitment please do contact us at Nicky.Garcea@cappeu.com or Celine.Floyd@cappeu.com

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Three Things Organisations Must Fix Before Performance Management Will Work

Posted by: Emma Trenier, Senior Psychologist, Capp

 

When we’re working with organisations to develop line manager performance management capability, we often need to tackle wider issues first.

 

Here are the three most common challenges that organisations must address in order for a renewed focus on performance management to succeed.

 

1.      Trust must trump suspicion

 

We don’t live in a trusting culture. The norm is not to trust but to establish fault and blame.

 

One organisation I recently worked with spoke of how Twitter has become a management weapon. Every time negative customer feedback is tweeted, managers go and find who is to blame - trusting the public but not trusting their teams.

 

Last year’s Where has all the trust gone? report from the CIPD describes how line managers are the first port of call for building organisational trust which is essential when employees are expected to take risks or walk into the unknown. They do this best by demonstrating their consistent ability, benevolence, integrity and predictability.

 

A performance management approach that demonstrates a lack of trust, e.g., focusing on fault finding, models a lack of transparency, will jeopardise vital trust building.

 

2.      Individuals must be working on the right things

 

Then, presuming trust prevails, for performance management to be a successful process, people must be working towards the right goals, i.e., those that best serve the purpose and mission of the organisation.

 

I take the example of Accenture’s recent Why ‘Low Risk’ Innovation is Costly report. This explains that despite technology companies’ increased funding for innovation, only 13 per cent of executives believe their companies’ innovation initiatives deliver a competitive advantage.

 

One of the main reasons is that companies focus on low risk activities such as extending existing product lines, rather than pursuing new products and breakthroughs.

 

In a situation such as this, an executive may be seen to be high performing through demonstrating the right behaviours and achieving her quarterly objectives. However, if she is working on the ‘wrong’ things (in this case ‘low risk’ innovation) then the genuine line between individual and organisational performance is broken.

 

3.      Managers must be motivated to manage

 

Finally, to bring out the best in each employee, managers must be motivated to manage performance.

 

This sounds obvious, but often while managers are competent, successful, technical experts, they are not always motivated to manage performance.

 

Capp’s 2012 Ideal Manager Survey showed that employees believed the best managers were both competent and deeply motivated to provide mission and purpose, enabling others to grow in skills and self-esteem, and taking ownership for leading their teams with humility.

 

Recruiting managers with the right strengths and supporting them to stay engaged isn’t just a nice thing to do, it’s a pre-requisite for building a high performing organisation.

 

What is your experience? What other pre-requisites do you think exist for successful performance management?

 

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Performance Management: There is a Better Way

Posted by: Emma Trenier, Senior Psychologist, Capp

 

With the CIPD’s latest research finding that only 20% of HR professionals believe performance management has a positive effect on results and 21% believing it doesn’t, common performance management methodologies are clearly broken.

 

This is a critical problem for the economy, the government and the taxpayer, because we all rely on effective business performance.

 

The most common reason these systems go awry is that a skewed focus on collecting faulty data leads to systems and approaches that oppose the agile, responsible, learning cultures they are supposed to be driving.

 

These systems have managers being led down the garden path of paperwork, completing review documentation once or twice a year – leaving a wake of unimpressed employees in their trail.

 

But there is hope. With Google’s People Operations reinventing the way in which data is used to make people decisions – from retention algorithms to results-focused workplace design – faulty performance data may hopefully soon be something from the past.

 

Being led by the data, we know that past performance isn’t always a good indicator of future performance, and also that the quality and warmth of the supervisor is more predictive of results than the attributes and experience of the employee.

 

Future performance is dependent on manager ability to provide clear expectations, focus on strengths development and provide quality fortnightly feedback.

 

For performance management to be fit for the future – motivating Generations Y and Z to rise up the ranks – managers need to re-engage with their role as team performance coach and start:

 

-        Collecting the right data (sales, customer satisfaction, quality) to track outcomes – you can’t easily argue with objective evidence

-        Taking responsibility for building trusting, supportive relationships and providing direction and feedback

-        Giving employees responsibility for driving their own performance and collecting ongoing performance evidence

-        Using technology to track feedback and evidence all year round, not waiting for ‘the review’

-        Enabling employees to use their strengths every day to reach their objectives and overcome performance challenges.

 

Over our next blogs, we will be talking more about our vision for performance management and how managers hold the key to unlocking strengths in their teams.

 

We hope you will join in the conversation!

 

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