Traditionally, most organizations have hired employees based on what they can do and have done in the past, rather than what they are naturally good at and love doing. Companies, such as Starbucks, have adopted Strengths-Based Recruitment (SBR), and many have reported increases in productivity and customer satisfaction and decreases in sick days.
Based on the author's own work and case studies with her clients, Strengths-Based Recruitment and Development takes a more strategic look at developing SBR. It goes beyond simply recruiting the right people, to keeping employees working at their best through development and performance management, and creating a culture that brings out their strengths. Chapters explain the differences between SBR and competency-based recruiting, the benefits of using SBR, how SBR works in practice, how to implement an SBR strategy while avoiding pitfalls, the financial and human impact of an effective strengths-based strategy, and finally, discuss strengths-based performance management and development.
