You are previewing Strengths-Based Recruitment and Development.
O'Reilly logo
Strengths-Based Recruitment and Development

Book Description

A practical guide to building a talent management strategy with strengths-based recruitment at its core to ensure that the right employees are hired, that they stay and that they are motivated and productive.

Table of Contents

    1. <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="TOCCHAP-NUM3"><b>01</b></span> <b xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops">An introduction to strengths-based recruitment</b>
      1. What is strengths-based recruitment (SBR)?
      2. What are the origins of SBR?
      3. How is SBR different?
      4. A brief history of recruitment
      5. What are the alternatives to SBR?
      6. The competency-based approach to selection
      7. How is each stage of the recruitment process affected by SBR?
      8. The different SBR methodologies
      9. Useful questions
      10. Tips for the practitioner
      11. References
    2. <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="TOCCHAP-NUM"><b>02</b></span> <b xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops">Why do organizations implement strengths-based recruitment?</b>
      1. The benefits, in a nutshell
      2. The evidence
      3. Checklist
      4. Useful questions
      5. Tips for the practitioner
      6. References
      7. Notes on organizations referenced in this chapter
    3. <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="TOCCHAP-NUM"><b>03</b></span> <b xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops">How does strengths-based recruitment work in practice?</b>
      1. Definitions and approaches
      2. Selecting out or selecting in?
      3. Selecting without compromise
      4. Strengths-based interviewing
      5. The two main SBR approaches and how they work
      6. Useful questions
      7. Tips for the practitioner
      8. Strengths-based interviews – FAQs
      9. References
    4. <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="TOCCHAP-NUM"><b>04</b></span> <b xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops">Successfully implementing strengths-based recruitment</b>
      1. The factors for successfully implementing SBR
      2. Pitfalls to avoid
      3. Lessons learned from organizations that have implemented SBR
      4. Advice from senior leaders to other senior executives who are thinking of implementing SBR
      5. Tips for the practitioner
      6. References
      7. Notes on organizations referenced in this chapter
    5. <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="TOCCHAP-NUM"><b>05</b></span> <b xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops">Strengths-based development and performance management</b>
      1. The problem mindset
      2. The strengths-based approach to developing and managing people
      3. The problem with traditional performance management and development approaches
      4. What is strengths-based performance management?
      5. What is involved in a strengths-based performance management process?
      6. What is strengths-based development?
      7. How does strengths-based development and performance management work in practice?
      8. What’s the case for strengths-based development and performance management?
      9. Frequently asked questions
      10. Tips for the practitioner
      11. References
      12. Strengths assessment tools referenced in this chapter
    6. <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="TOCCHAP-NUM"><b>06</b></span> <b xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops">Putting strengths at the heart of your talent management strategy</b>
      1. What is talent management?
      2. What do we mean by talent?
      3. What’s important about talent management?
      4. How a strengths approach to talent management can transform organizational culture
      5. Implementing a strengths-based talent management strategy
      6. Where to start?
      7. Elements of a talent management strategy and what makes them strengths-based
      8. The strengths-based organization
      9. Advice for senior leaders
      10. Tips for the practitioner
      11. References
      12. Notes on organizations referenced in this chapter
    7. <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="TOCCHAP-NUM"><b>07</b></span> <b xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops">Well-being and happiness</b>
      1. Definitions: subjective well-being, life satisfaction and happiness
      2. Why is it important to understand happiness and well-being?
      3. The characteristics of happy people
      4. The role of passion and meaning
      5. How important is our work to our well-being?
      6. Lessons for leaders and practitioners
      7. References
    8. <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="TOCCHAP-NUM"><b>08</b></span> <b xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops">The future of strengths</b>
      1. The changing context
      2. Start with a question
      3. What if?
      4. The strengths revolution is within your reach…
      5. References
    1. <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="TOCCHAP-NUM"><b>09</b></span> <b xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops">Interviews with senior leaders</b>
      1. Professor Hilary Chapman, CBE, Chief Nurse, Sheffield Teaching Hospitals
      2. Lynda Greenshields, HR Director, Acromas Group, 2011–14
      3. Professor Katherine Fenton, OBE, Chief Nurse, University College London Hospitals NHS Foundation Trust, 2010–15
      4. Helen Lamont, Nursing and Patient Services Director, Newcastle upon Tyne Hospitals NHS Foundation Trust
      5. Sandra Porter, HR Director, Starbucks UK and Ireland, 2007–11
      6. Samantha Rockey, Head of Leadership Development, SABMiller
      7. Eva Sage-Gavin, Executive Vice President of Human Resources and Corporate Affairs, Gap Inc, 2003–14
      8. Professor Janice Sigsworth, Director of Nursing, Imperial College Healthcare NHS Trust
      9. References
    2. <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="TOCCHAP-NUM"><b>10</b></span> <b xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops">Interviews with managers and recruiters</b>
      1. Karen Coles, Nurse Staffing Review Project Lead, Newcastle upon Tyne Hospitals NHS Foundation Trust
      2. Nick Corbo, Director of Customer Experience and Agent Development, Saga
      3. Charlotte Henderson, former Team Leader, financial services business
      4. Debbie Hutchinson, Assistant Director of Nursing, King’s College Hospital NHS Foundation Trust
      5. Keith Jones, Recruitment and Management Information Manager, financial services company
      6. Elisabeth Pullar, Senior Nurse, Professional Practice Team, Guy’s and St Thomas’ NHS Foundation Trust
      7. Reference
    3. <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="TOCCHAP-NUM"><b>11</b></span> <b xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops">Interviews with people who transitioned from the wrong job to the right job</b>
      1. Mike Blake: from Technical Specialist to Sales Manager to Executive Briefing Consultant (IBM UK Ltd)
      2. Joel Davies: from Woodwork Tool Apprentice to Hairdresser/Hairdressing Salon Owner
      3. Martin North: from Salesman to Marketing Manager (US-based e-commerce football speciality retailer)
      4. David Reebok: from Trader to Business Owner/CEO
      5. Strateas Scotis: from Physiotherapist to Assistant Coffee Shop Manager (Costa)
      6. Lynne Stainer: from Accident Claims Negotiator/Manager to Florist (own business)
      7. Reference