Upload
others
View
0
Download
0
Embed Size (px)
Citation preview
Using Strengths to Enhance
Your Talent Acquisition Process
Dan Ryan
Principal
Intent
• What are Strengths?
• How can Strengths assist with Talent
Acquisition?
• How does this fit into Human Capital Strategy?
Background about StrengthsFinder
• Donald O. Clifton, Ph.D.
– Father of Strengths Based Psychology
• Culmination of more that 50 years of lifelong work
• Introduced by Gallup
– Now Discover Your Strengths © 2001
– StrengthsFinder 2.0 © 2007 - New and improved assessment
StrengthsFinder 2.0
• Measures talent (not strengths)
• Talent only an ingredient of a true strength
– Knowledge, skills, practice are amplifiers for natural
talents
– Without facts and skills, talent can go untapped
• Talent x Investment = Strength
STRENGTHS DEFINED
Strength = Talent + Knowledge + Skills TALENT
Naturally recurring
patterns of thought, feeling
or behavior that can be
productively applied
KNOWLEDGE
Facts and lessons learned
SKILLS
The steps of an activity;
‘How to’
Talent
Knowledge Skills
Source: Gallup Organization; StrengthsFinder 2.0
Golfing Example
Talent (Naturally recurring patterns of thought, feeling or behavior that can be productively applied)
Age 2 began golfing
Age 3 shot a 48 over nine holes
Age 8 won Jr World Golf Championship
Skill (The steps of an activity; ‘How to’)
Tee Shot: driver, tee, aim, hit
Putt: aim, setup, stroke
Knowledge (Facts and lessons learned)
Fact: boundaries on course
Principle: one player at a time
Lesson: wind causes the ball to drift
Strength = Talent + Knowledge + Skills
Uses for StrengthsFinder
• Individual Development
– Career choices
– Life choices
• Leader Development
– Informal Coaching
– Classroom training
• Team Development
– Improve communication
– Maximize contributions
34 Themes-4 Leadership Domains
Executing Influencing Relationship
Building Strategic Thinking
Achiever Activator Adaptability Analytical
Arranger Command Connectedness Context
Belief Communication Developer Futuristic
Consistency Competition Empathy Ideation
Deliberative Maximizer Harmony Input
Discipline Self-Assurance Includer Intellection
Focus Significance Individualization Learner
Responsibility Woo Positivity Strategic
Restorative Relator
What about this Leader’s Approach?
Executing Influencing Relationship
Building Strategic Thinking
Achiever Activator Adaptability Analytical
Arranger Command Connectedness Context
Belief Communication Developer Futuristic
Consistency Competition Empathy Ideation
Deliberative Maximizer Harmony Input
Discipline Self-Assurance Includer Intellection
Focus Significance Individualization Learner
Responsibility Woo Positivity Strategic
Restorative Relator
What are your strengths?
Executing Influencing Relationship
Building Strategic Thinking
Achiever Activator Adaptability Analytical
Arranger Command Connectedness Context
Belief Communication Developer Futuristic
Consistency Competition Empathy Ideation
Deliberative Maximizer Harmony Input
Discipline Self-Assurance Includer Intellection
Focus Significance Individualization Learner
Responsibility Woo Positivity Strategic
Restorative Relator
Over-leveraged Talents
So What!
• Having talent is great
• Having the RIGHT talent is critical!
What is the Right Talent?
• Talent Acquisition is driven by
organizational strategy
• Strategy is driven by Planning
Strategic Planning
Human Capital
Planning
Talent Acquisition
Talent Development
Skills Knowledge Experience
The Big Picture
• Organizational Direction and Strategy are
critical issues
– External factors
• Economic
• Industry
– Internal factors
• Workforce demographics
– Skill/Knowledge/Experience
• Matches
• Mis-matches
Strategic issues
• Strategic challenges
– People
– Process
– Capital
• Understanding future vs. current needs is
crucial
Mis-Matches
• Skill
• Experience
• Knowledge
Strengths & Competencies
• Strategy will define role and needs
• Competencies will describe these roles
– A good fit for StrengthsFinder data
Integrating Strengths & Competencies
• Have the “right” competencies
• Focus on the teachable
• “will do” is more important than “can do”
• Consistency!
Source: Gallup, Inc.
Begin with the end in Mind…
• Covey said it best in the “7 Habits”
– Planning helps drive demand
– Assessment and development help find the
right fits
• StrengthsFinder is a great tool for identifying
talents
– Some may be developed
– Some may be latent
Differentiating factors
• High-performing HR departments separate
themselves from the rest by the strategies they
use and develop with respect to talent and HR
management.
• High-performing HR departments have data-
based talent strategies integrated with the
business strategy, while low performers do not. Source: Ed Lawler-USC: Marshall School of Business
HR Strategy
• Ties to business strategy
– Know the business
– How does HR support and drive results
HR Metrics
• What measures should we have?
– Who?
– What?
– When?
– Where?
– Why?
– How?
What does this all mean?
• Human capital management is driven by
organizational strategy
• Effective HR leaders know the business,
not just policy and procedure
• Knowing these strategies helps define the
needs for Talent Acquisition
• Strengths are a key part of talent
identification
Resources to Consider
• SHRM
– Creating an Effective Human Capital Strategy: Lawler & Boudreau 2012
• Gallup
– Gallup Strengths Center
• Human Capital Institute
– HCI.org
Thank you!
Dan Ryan Principal
Ryan Search & Consulting
615 202 0883 cell 615 656 3535 office
[email protected] http://ryansearch.net