Recruiting For Strengths
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CAPP is at the cutting edge when it comes to strengths-based recruitment. Here we present to you the benefits of recruiting for Strengths, how this approach can be applied along with examples of our work.
The need to attract and retain talent has never been more difficult. Successful recruiters are seeking to differentiate themselves in the marketplace; most, however, continue to use traditional methods. One key challenge they face is that generic competencies as a selection criteria do not provide organisations with adequate ability to differentiate between candidates that possess the talents and strengths they will need to meet the challenges which they will face in the future (Linley, Harrington, & Hill, 2005).
How do we define strengths?
In his latest book, Average to A+: Realising Strengths in Yourself and Others, Alex Linley (2008) defines strengths in this way: “A strength is a pre-existing capacity for a particular way of behaving, thinking, or feeling that is authentic and energising to the user, and enables optimal functioning, development and performance.” This is the definition of strengths that informs our work and applications at CAPP.
What are the benefits of recruiting for strengths?
CAPP has been working with Norwich Union (soon to be Aviva) in recruiting for strengths for the last three years and in 2008 has supported Ernst & Young with the introduction of strengths-based graduate recruitment. The results from this pioneering work reveal that recruiting for strengths delivers increased levels of performance, engagement and retention (Stefanyszyn, 2007). CAPP strengths-based approaches have also been demonstrated to improve the quality of applicant and to attract a more diverse group of candidates and recruits.
Other benefits of recruiting and managing for strengths include:
- Improved individual performance (Corporate Leadership Council, 2002)
- Increased flexibility and openness to change (Linley, Harrington, & Hill, 2005)
- Enhanced teamwork and cooperation (Losada & Heaphy, 2004)
- Openness to inclusive working and acceptance of difference (Johnson & Fredrickson, 2005)
- Improved diversity of applicant and recruit (Stefanyszyn, 2007)
- Increased resilience (Fredrickson, 2003)
- Higher levels of happiness and fulfilment (Govindji & Linley, 2007)
This combination of organisational and individual benefits offers the possibility of a powerful double win and with it the opportunity to create a high performance workplace in which engaged and satisfied employees consistently give of their best.
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