Ways to embed the strengths approach into the DNA of the organization

Abstract

Purpose

The purpose of this paper is to demonstrate how the adoption of strengths‐focused human resources (HR) can deliver measurable business returns, from hard results such as increased revenues and reduced costs, to “lead” indicators of future success: for example better customer engagement, improved morale, discretionary effort and personal wellbeing. The author, from specialist provider, Strengths Partnership, aims to explain how to identify and extract the “strengths DNA” from each individual and to build a convincing business case for the use of strengths, in all its different contexts, within the workplace.

Design/methodology/approach

The central methodology in this paper is extracted from Strengths Partnership's leading Strengthscope assessment tool, designed to help individuals understand their standout strengths; the unintended consequences that may arise when strengths go into overdrive; the extent to which they are able to productively apply their strengths at work; and how visible their strengths are to others. The information is based on seven years of research conducted by Strengths Partnership into identifying, optimizing and developing strengths in organizations, supported by a growing body of published research and literature in positive psychology and strengths‐based approaches to organizational effectiveness.

Findings

If they can surmount the challenge of how to embed this approach into their HR life cycle and core HR activities, organizations will see a major paradigm shift from an emphasis on fixing weaknesses to one that encourages a person's natural energies and inclinations in the pursuit of success.

Research limitations/implications

HR and learning and development professionals need a different set of principles and tools to get the most out of the strengths approach and to ensure it becomes part of the organization's DNA. Without these, the approach is unlikely to deliver real value beyond the initial feel‐good factor that invariably arises during an initial strengths training program.

Originality/value

More research and tool development is needed in this area; however the ideas and approaches in this article will help to embed the strengths approach throughout the employee life cycle – from hiring and selection, through team development, development and culture change.

Citation

Brook, J. (2013), "Ways to embed the strengths approach into the DNA of the organization", Strategic HR Review, Vol. 12 No. 1, pp. 10-15. https://doi.org/10.1108/14754391311282432