by Jim Asplund and Nikki Blacksmith
04 August 2011
EXCERPTS:
Many organizations have found that strengths-based employee development can lead to an engaged and productive workforce. These organizations begin their strengths-based initiatives by helping employees identify their strengths. Then managers help employees align their strengths to the responsibilities and expectations of their roles.
Our research shows that companies achieve superior performance when they deeply involve their employees in an engaging, strengths-based culture.
When Gallup tested these items with samples of the U.S. working population, we discovered that only 3% of employees could strongly agree with all four items [See Below: "Assessing Interventions"]. Such a low rate of agreement reinforces that there are ample opportunities for organizations to improve by implementing strengths-based development initiatives.
Four Essential Components: Gallup determined that four components explained much of the range in sales and operating income among Company A's 606 business units and were essential to a successful strengths-based development program:
- Employees became aware of their strengths and their colleagues' strengths.
- Employees began to experience success through more intentional application of those strengths.
- Employees perceived shared commitment to the strengths philosophy among coworkers and managers.
- Employees perceived shared commitment to the strengths philosophy from company leadership.
Assessing Interventions: Gallup developed a short battery of items to assess employee perceptions of how receptive their work environment was to a strengths intervention and how employees used strengths in their work. These items are:
- Every week, I set goals and expectations based on my strengths.
- I can name the strengths of five people I work with.
- In the last three months, my supervisor and I have had a meaningful discussion about my strengths.
- My organization is committed to building the strengths of each associate.
Since their initial development, the index items have been administered to employees in 16 organizations, usually alongside the organizations' Q12 employee engagement assessment. Gallup's analysis of the resulting data shows that employees who perceive that their organization is committed to building the strengths of each associate are much likelier to know what's expected of them at work. That, in turn, makes them feel like they have the opportunity to do what they do best every day, that the mission or purpose of their company makes them feel their job is important, that their opinions count, and that someone at work cares about them..... These employees also perceive greater opportunities to learn and grow, that they have support in their developmental efforts, and that they are receiving feedback on how they are doing. ... dditional strengths development efforts could result in increased organizational performance.
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