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Strengths-Based Recruitment and Development explains how and why strengths-based recruitment (SBR) is having a transformational impact on performance in top companies like Saga, Gap, Starbucks and SABMiller. By shifting the focus from what people can do (competency-based recruitment) to what they naturally enjoy doing, or SBR, these companies have reported results which include a 50% drop in staff turnover, 20% increase in productivity and a 12% increase in customer satisfaction within a matter of months. It is no wonder that organizations in many sectors are adopting this new and powerful approach to improve performance, customer satisfaction and competitive edge.
Strengths-Based Recruitment and Development includes case studies and interviews with executive board level leaders. These provide rare insight into how they implemented strengths approaches in their organizations to improve the bottom line and performance. The book shows how strengths-based talent management goes beyond simply recruiting the right people to creating a strategy and culture that has a transformational effect on organisational culture and results. Strengths-Based Recruitment and Development will be the go-to book on strengths-based talent management for HR professionals and managers. Online supporting resources include bonus frequently asked questions about strengths-based talent management.
Strengths-Based Recruitment and Development includes case studies and interviews with executive board level leaders. These provide rare insight into how they implemented strengths approaches in their organizations to improve the bottom line and performance. The book shows how strengths-based talent management goes beyond simply recruiting the right people to creating a strategy and culture that has a transformational effect on organisational culture and results. Strengths-Based Recruitment and Development will be the go-to book on strengths-based talent management for HR professionals and managers. Online supporting resources include bonus frequently asked questions about strengths-based talent management.
Strengths-Based Recruitment and Development explains how and why strengths-based recruitment (SBR) is having a transformational impact on performance in top companies like Saga, Gap, Starbucks and SABMiller. By shifting the focus from what people can do (competency-based recruitment) to what they naturally enjoy doing, or SBR, these companies have reported results which include a 50% drop in staff turnover, 20% increase in productivity and a 12% increase in customer satisfaction within a matter of months. It is no wonder that organizations in many sectors are adopting this new and powerful approach to improve performance, customer satisfaction and competitive edge.
Strengths-Based Recruitment and Development includes case studies and interviews with executive board level leaders. These provide rare insight into how they implemented strengths approaches in their organizations to improve the bottom line and performance. The book shows how strengths-based talent management goes beyond simply recruiting the right people to creating a strategy and culture that has a transformational effect on organisational culture and results. Strengths-Based Recruitment and Development will be the go-to book on strengths-based talent management for HR professionals and managers. Online supporting resources include bonus frequently asked questions about strengths-based talent management.
Strengths-Based Recruitment and Development includes case studies and interviews with executive board level leaders. These provide rare insight into how they implemented strengths approaches in their organizations to improve the bottom line and performance. The book shows how strengths-based talent management goes beyond simply recruiting the right people to creating a strategy and culture that has a transformational effect on organisational culture and results. Strengths-Based Recruitment and Development will be the go-to book on strengths-based talent management for HR professionals and managers. Online supporting resources include bonus frequently asked questions about strengths-based talent management.
Über den Autor
Sally Bibb is a consultant, speaker, writer, and founder and managing director of Engaging Minds, a strengths-based recruiting consulting company. She has held senior roles in The Economist Group and international development roles in telecommunications/media sectors. She is the author of Generation Y For Rookies (Marshall Cavendish Corporation), The Right Thing (Wiley), Trust Matters (Palgrave MacMillan), and The Stone Age Company (Cyan Communications).
Zusammenfassung
Online resources: bonus frequently asked questions about strengths-based talent management
Inhaltsverzeichnis
About the author
Foreword by Debbie Whitaker
Acknowledgements
Introduction
PART ONE A practical guide to implementing strengths-based recruitment and development
01 An introduction to strengths-based recruitment
What is strengths-based recruitment (SBR)
What are the origins of SBR?
How is SBR different?
A brief history of recruitment
What are the alternatives to SBR?
The competency-based approach to selection
How is each stage of the recruitment process affected by SBR?
The different SBR methodologies
Useful questions
Tips for the practitioner
References
02 Why do organizations implement strengths-based recruitment?
The benefits, in a nutshell
The evidence
Checklist
Useful questions
Tips for the practitioner
References
Notes on organizations referenced in this chapter
03 How does strengths-based recruitment work in practice?
Definitions and approaches
Selecting out or selecting in?
Selecting without compromise
Strengths-based interviewing
The two main SBR approaches and how they work
Useful questions
Tips for the practitioner
Strengths-based interviews-FAQs
References
04 Successfully implementing strengths-based recruitment
The factors for successfully implementing SBR
Pitfalls to avoid
Lessons learned from organizations that have implemented SBR
Advice from senior leaders to other senior executives who are thinking of implementing SBR
Tips for the practitioner
References
Notes on organizations referenced in this chapter05 Strengths-based development and performance management
The problem mindset
The strengths-based approach to developing and managing people
The problem with traditional performance management and development approaches
What is strengths-based performance management?
What is involved in a strengths-based performance management process?
What is strengths-based development?
How does strengths-based development and performance management work in practice?
What's the case for strengths-based development and performance management?
Frequently asked questions
Tips for the practitioner
References
Strengths assessment tools referenced in this chapter
06 Putting strengths at the heart of your talent management strategyWhat is talent management?
What do we mean by talent?
What's important about talent management?
How a strengths approach to talent management can transform organizational culture
Implementing a strengths-based talent management strategy
Where to start?
Elements of a talent management strategy and what makes them strengths-based
The strengths-based organization
Advice for senior leaders
Tips for the practitionerReferences
Notes on organizations referenced in this chapter
07 Well-being and happiness
Definitions: subjective well-being, life satisfaction and happiness
Why is it important to understand happiness and well-being?
The characteristics of happy people
The role of passion and meaning
How important is our work to our well-being?
Lessons for leaders and practitioners
References08 The future of strengthsThe changing context
Start with a question
What if?
The strengths revolution is within your reach...
References
PART TWO Real-life insights and stories09 Interviews with senior leaders
Professor Hilary Chapman, CBE, Chief Nurse, Sheffield Taching Hospitals
Lynda Greenshields, HR Director, Acromas Group, 2011-14
Professor Katherine Fenton, OBE, Chief Nurse, University College London Hospitals NHS Foundation Trust, 2010-15
Helen Lamont, Nursing and Patient Services Director, Newcastle upon Tyne Hospitals NHS Foundation Trust
Sandra Porter, HR Director, Starbucks UK and Ireland, 2007-11
Samantha Rockey, Head of Leadership Development, SABMiller
Eva Sage-Gavin, Executive Vice President of Human Resources and Corporate Affairs, Gap Inc, 2003-14
Professor Janice Sigsworth, Director of Nursing, Imperial College Healthcare NHS Trust
References
10 Interviews with managers and recruitersKaren Coles, Nurse Staffing Review Project Lead, Newcastle upon Tyne Hospitals NHS Foundation Trust
Nick Corbo, Director of Customer Experience and Agent Development, Saga
Charlotte Henderson, former Team Leader, financial services business
Debbie Hutchinson, Assistant Director of Nursing, King's College Hospital NHS Foundation Trust
Keith Jones, Recruitment and Management Information Manager, financial services company
Elisabeth Pullar, Senior Nurse, Professional Practice Team, Guy's and St Thomas' NHS Foundation Trust
Reference
11 Interviews with people who transitioned from the wrong job to the right job
Mike Blake: from Technical Specialist to Sales Manager to Executive Briefing Consultant (IBM UK Ltd)
Joel Davies: from Woodwork Tool Apprentice to Hairdresser/Hairdressing Salon Owner
Martin North: from Salesman to Marketing Manager (US-based e-commerce football speciality retailer)
David Reebok: from Trader to Business Owner/CEO
Strateas Scotis: from Physiotherapist to Assistant Coffee Shop Manager (Costa)
Lynne Stainer: from Accident Claims Negotiator/Manager to Florist (own business)
Reference
Further reading
Index
Foreword by Debbie Whitaker
Acknowledgements
Introduction
PART ONE A practical guide to implementing strengths-based recruitment and development
01 An introduction to strengths-based recruitment
What is strengths-based recruitment (SBR)
What are the origins of SBR?
How is SBR different?
A brief history of recruitment
What are the alternatives to SBR?
The competency-based approach to selection
How is each stage of the recruitment process affected by SBR?
The different SBR methodologies
Useful questions
Tips for the practitioner
References
02 Why do organizations implement strengths-based recruitment?
The benefits, in a nutshell
The evidence
Checklist
Useful questions
Tips for the practitioner
References
Notes on organizations referenced in this chapter
03 How does strengths-based recruitment work in practice?
Definitions and approaches
Selecting out or selecting in?
Selecting without compromise
Strengths-based interviewing
The two main SBR approaches and how they work
Useful questions
Tips for the practitioner
Strengths-based interviews-FAQs
References
04 Successfully implementing strengths-based recruitment
The factors for successfully implementing SBR
Pitfalls to avoid
Lessons learned from organizations that have implemented SBR
Advice from senior leaders to other senior executives who are thinking of implementing SBR
Tips for the practitioner
References
Notes on organizations referenced in this chapter05 Strengths-based development and performance management
The problem mindset
The strengths-based approach to developing and managing people
The problem with traditional performance management and development approaches
What is strengths-based performance management?
What is involved in a strengths-based performance management process?
What is strengths-based development?
How does strengths-based development and performance management work in practice?
What's the case for strengths-based development and performance management?
Frequently asked questions
Tips for the practitioner
References
Strengths assessment tools referenced in this chapter
06 Putting strengths at the heart of your talent management strategyWhat is talent management?
What do we mean by talent?
What's important about talent management?
How a strengths approach to talent management can transform organizational culture
Implementing a strengths-based talent management strategy
Where to start?
Elements of a talent management strategy and what makes them strengths-based
The strengths-based organization
Advice for senior leaders
Tips for the practitionerReferences
Notes on organizations referenced in this chapter
07 Well-being and happiness
Definitions: subjective well-being, life satisfaction and happiness
Why is it important to understand happiness and well-being?
The characteristics of happy people
The role of passion and meaning
How important is our work to our well-being?
Lessons for leaders and practitioners
References08 The future of strengthsThe changing context
Start with a question
What if?
The strengths revolution is within your reach...
References
PART TWO Real-life insights and stories09 Interviews with senior leaders
Professor Hilary Chapman, CBE, Chief Nurse, Sheffield Taching Hospitals
Lynda Greenshields, HR Director, Acromas Group, 2011-14
Professor Katherine Fenton, OBE, Chief Nurse, University College London Hospitals NHS Foundation Trust, 2010-15
Helen Lamont, Nursing and Patient Services Director, Newcastle upon Tyne Hospitals NHS Foundation Trust
Sandra Porter, HR Director, Starbucks UK and Ireland, 2007-11
Samantha Rockey, Head of Leadership Development, SABMiller
Eva Sage-Gavin, Executive Vice President of Human Resources and Corporate Affairs, Gap Inc, 2003-14
Professor Janice Sigsworth, Director of Nursing, Imperial College Healthcare NHS Trust
References
10 Interviews with managers and recruitersKaren Coles, Nurse Staffing Review Project Lead, Newcastle upon Tyne Hospitals NHS Foundation Trust
Nick Corbo, Director of Customer Experience and Agent Development, Saga
Charlotte Henderson, former Team Leader, financial services business
Debbie Hutchinson, Assistant Director of Nursing, King's College Hospital NHS Foundation Trust
Keith Jones, Recruitment and Management Information Manager, financial services company
Elisabeth Pullar, Senior Nurse, Professional Practice Team, Guy's and St Thomas' NHS Foundation Trust
Reference
11 Interviews with people who transitioned from the wrong job to the right job
Mike Blake: from Technical Specialist to Sales Manager to Executive Briefing Consultant (IBM UK Ltd)
Joel Davies: from Woodwork Tool Apprentice to Hairdresser/Hairdressing Salon Owner
Martin North: from Salesman to Marketing Manager (US-based e-commerce football speciality retailer)
David Reebok: from Trader to Business Owner/CEO
Strateas Scotis: from Physiotherapist to Assistant Coffee Shop Manager (Costa)
Lynne Stainer: from Accident Claims Negotiator/Manager to Florist (own business)
Reference
Further reading
Index
Details
| Erscheinungsjahr: | 2016 |
|---|---|
| Fachbereich: | Allgemeines |
| Genre: | Wirtschaft |
| Rubrik: | Recht & Wirtschaft |
| Medium: | Taschenbuch |
| Seiten: | 288 |
| ISBN-13: | 9780749476977 |
| ISBN-10: | 0749476974 |
| Sprache: | Englisch |
| Ausstattung / Beilage: | Paperback |
| Einband: | Kartoniert / Broschiert |
| Autor: | Bibb, Sally |
| Hersteller: | Kogan Page |
| Maße: | 234 x 156 x 16 mm |
| Von/Mit: | Sally Bibb |
| Erscheinungsdatum: | 01.05.2016 |
| Gewicht: | 0,442 kg |
Über den Autor
Sally Bibb is a consultant, speaker, writer, and founder and managing director of Engaging Minds, a strengths-based recruiting consulting company. She has held senior roles in The Economist Group and international development roles in telecommunications/media sectors. She is the author of Generation Y For Rookies (Marshall Cavendish Corporation), The Right Thing (Wiley), Trust Matters (Palgrave MacMillan), and The Stone Age Company (Cyan Communications).
Zusammenfassung
Online resources: bonus frequently asked questions about strengths-based talent management
Inhaltsverzeichnis
About the author
Foreword by Debbie Whitaker
Acknowledgements
Introduction
PART ONE A practical guide to implementing strengths-based recruitment and development
01 An introduction to strengths-based recruitment
What is strengths-based recruitment (SBR)
What are the origins of SBR?
How is SBR different?
A brief history of recruitment
What are the alternatives to SBR?
The competency-based approach to selection
How is each stage of the recruitment process affected by SBR?
The different SBR methodologies
Useful questions
Tips for the practitioner
References
02 Why do organizations implement strengths-based recruitment?
The benefits, in a nutshell
The evidence
Checklist
Useful questions
Tips for the practitioner
References
Notes on organizations referenced in this chapter
03 How does strengths-based recruitment work in practice?
Definitions and approaches
Selecting out or selecting in?
Selecting without compromise
Strengths-based interviewing
The two main SBR approaches and how they work
Useful questions
Tips for the practitioner
Strengths-based interviews-FAQs
References
04 Successfully implementing strengths-based recruitment
The factors for successfully implementing SBR
Pitfalls to avoid
Lessons learned from organizations that have implemented SBR
Advice from senior leaders to other senior executives who are thinking of implementing SBR
Tips for the practitioner
References
Notes on organizations referenced in this chapter05 Strengths-based development and performance management
The problem mindset
The strengths-based approach to developing and managing people
The problem with traditional performance management and development approaches
What is strengths-based performance management?
What is involved in a strengths-based performance management process?
What is strengths-based development?
How does strengths-based development and performance management work in practice?
What's the case for strengths-based development and performance management?
Frequently asked questions
Tips for the practitioner
References
Strengths assessment tools referenced in this chapter
06 Putting strengths at the heart of your talent management strategyWhat is talent management?
What do we mean by talent?
What's important about talent management?
How a strengths approach to talent management can transform organizational culture
Implementing a strengths-based talent management strategy
Where to start?
Elements of a talent management strategy and what makes them strengths-based
The strengths-based organization
Advice for senior leaders
Tips for the practitionerReferences
Notes on organizations referenced in this chapter
07 Well-being and happiness
Definitions: subjective well-being, life satisfaction and happiness
Why is it important to understand happiness and well-being?
The characteristics of happy people
The role of passion and meaning
How important is our work to our well-being?
Lessons for leaders and practitioners
References08 The future of strengthsThe changing context
Start with a question
What if?
The strengths revolution is within your reach...
References
PART TWO Real-life insights and stories09 Interviews with senior leaders
Professor Hilary Chapman, CBE, Chief Nurse, Sheffield Taching Hospitals
Lynda Greenshields, HR Director, Acromas Group, 2011-14
Professor Katherine Fenton, OBE, Chief Nurse, University College London Hospitals NHS Foundation Trust, 2010-15
Helen Lamont, Nursing and Patient Services Director, Newcastle upon Tyne Hospitals NHS Foundation Trust
Sandra Porter, HR Director, Starbucks UK and Ireland, 2007-11
Samantha Rockey, Head of Leadership Development, SABMiller
Eva Sage-Gavin, Executive Vice President of Human Resources and Corporate Affairs, Gap Inc, 2003-14
Professor Janice Sigsworth, Director of Nursing, Imperial College Healthcare NHS Trust
References
10 Interviews with managers and recruitersKaren Coles, Nurse Staffing Review Project Lead, Newcastle upon Tyne Hospitals NHS Foundation Trust
Nick Corbo, Director of Customer Experience and Agent Development, Saga
Charlotte Henderson, former Team Leader, financial services business
Debbie Hutchinson, Assistant Director of Nursing, King's College Hospital NHS Foundation Trust
Keith Jones, Recruitment and Management Information Manager, financial services company
Elisabeth Pullar, Senior Nurse, Professional Practice Team, Guy's and St Thomas' NHS Foundation Trust
Reference
11 Interviews with people who transitioned from the wrong job to the right job
Mike Blake: from Technical Specialist to Sales Manager to Executive Briefing Consultant (IBM UK Ltd)
Joel Davies: from Woodwork Tool Apprentice to Hairdresser/Hairdressing Salon Owner
Martin North: from Salesman to Marketing Manager (US-based e-commerce football speciality retailer)
David Reebok: from Trader to Business Owner/CEO
Strateas Scotis: from Physiotherapist to Assistant Coffee Shop Manager (Costa)
Lynne Stainer: from Accident Claims Negotiator/Manager to Florist (own business)
Reference
Further reading
Index
Foreword by Debbie Whitaker
Acknowledgements
Introduction
PART ONE A practical guide to implementing strengths-based recruitment and development
01 An introduction to strengths-based recruitment
What is strengths-based recruitment (SBR)
What are the origins of SBR?
How is SBR different?
A brief history of recruitment
What are the alternatives to SBR?
The competency-based approach to selection
How is each stage of the recruitment process affected by SBR?
The different SBR methodologies
Useful questions
Tips for the practitioner
References
02 Why do organizations implement strengths-based recruitment?
The benefits, in a nutshell
The evidence
Checklist
Useful questions
Tips for the practitioner
References
Notes on organizations referenced in this chapter
03 How does strengths-based recruitment work in practice?
Definitions and approaches
Selecting out or selecting in?
Selecting without compromise
Strengths-based interviewing
The two main SBR approaches and how they work
Useful questions
Tips for the practitioner
Strengths-based interviews-FAQs
References
04 Successfully implementing strengths-based recruitment
The factors for successfully implementing SBR
Pitfalls to avoid
Lessons learned from organizations that have implemented SBR
Advice from senior leaders to other senior executives who are thinking of implementing SBR
Tips for the practitioner
References
Notes on organizations referenced in this chapter05 Strengths-based development and performance management
The problem mindset
The strengths-based approach to developing and managing people
The problem with traditional performance management and development approaches
What is strengths-based performance management?
What is involved in a strengths-based performance management process?
What is strengths-based development?
How does strengths-based development and performance management work in practice?
What's the case for strengths-based development and performance management?
Frequently asked questions
Tips for the practitioner
References
Strengths assessment tools referenced in this chapter
06 Putting strengths at the heart of your talent management strategyWhat is talent management?
What do we mean by talent?
What's important about talent management?
How a strengths approach to talent management can transform organizational culture
Implementing a strengths-based talent management strategy
Where to start?
Elements of a talent management strategy and what makes them strengths-based
The strengths-based organization
Advice for senior leaders
Tips for the practitionerReferences
Notes on organizations referenced in this chapter
07 Well-being and happiness
Definitions: subjective well-being, life satisfaction and happiness
Why is it important to understand happiness and well-being?
The characteristics of happy people
The role of passion and meaning
How important is our work to our well-being?
Lessons for leaders and practitioners
References08 The future of strengthsThe changing context
Start with a question
What if?
The strengths revolution is within your reach...
References
PART TWO Real-life insights and stories09 Interviews with senior leaders
Professor Hilary Chapman, CBE, Chief Nurse, Sheffield Taching Hospitals
Lynda Greenshields, HR Director, Acromas Group, 2011-14
Professor Katherine Fenton, OBE, Chief Nurse, University College London Hospitals NHS Foundation Trust, 2010-15
Helen Lamont, Nursing and Patient Services Director, Newcastle upon Tyne Hospitals NHS Foundation Trust
Sandra Porter, HR Director, Starbucks UK and Ireland, 2007-11
Samantha Rockey, Head of Leadership Development, SABMiller
Eva Sage-Gavin, Executive Vice President of Human Resources and Corporate Affairs, Gap Inc, 2003-14
Professor Janice Sigsworth, Director of Nursing, Imperial College Healthcare NHS Trust
References
10 Interviews with managers and recruitersKaren Coles, Nurse Staffing Review Project Lead, Newcastle upon Tyne Hospitals NHS Foundation Trust
Nick Corbo, Director of Customer Experience and Agent Development, Saga
Charlotte Henderson, former Team Leader, financial services business
Debbie Hutchinson, Assistant Director of Nursing, King's College Hospital NHS Foundation Trust
Keith Jones, Recruitment and Management Information Manager, financial services company
Elisabeth Pullar, Senior Nurse, Professional Practice Team, Guy's and St Thomas' NHS Foundation Trust
Reference
11 Interviews with people who transitioned from the wrong job to the right job
Mike Blake: from Technical Specialist to Sales Manager to Executive Briefing Consultant (IBM UK Ltd)
Joel Davies: from Woodwork Tool Apprentice to Hairdresser/Hairdressing Salon Owner
Martin North: from Salesman to Marketing Manager (US-based e-commerce football speciality retailer)
David Reebok: from Trader to Business Owner/CEO
Strateas Scotis: from Physiotherapist to Assistant Coffee Shop Manager (Costa)
Lynne Stainer: from Accident Claims Negotiator/Manager to Florist (own business)
Reference
Further reading
Index
Details
| Erscheinungsjahr: | 2016 |
|---|---|
| Fachbereich: | Allgemeines |
| Genre: | Wirtschaft |
| Rubrik: | Recht & Wirtschaft |
| Medium: | Taschenbuch |
| Seiten: | 288 |
| ISBN-13: | 9780749476977 |
| ISBN-10: | 0749476974 |
| Sprache: | Englisch |
| Ausstattung / Beilage: | Paperback |
| Einband: | Kartoniert / Broschiert |
| Autor: | Bibb, Sally |
| Hersteller: | Kogan Page |
| Maße: | 234 x 156 x 16 mm |
| Von/Mit: | Sally Bibb |
| Erscheinungsdatum: | 01.05.2016 |
| Gewicht: | 0,442 kg |
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