Earlier this week, in preparation for my presentation to the Vermont Human Resources Association, I got the following pre-question from a registered attendee...
I am curious about the environments or situations where this [employee engagement through Strengths approach] has been successful and what types of environments or situations where it wouldn’t be appropriate for the best outcome?
The quick answer is that I'd be hard pressed to find an organization that wouldn't benefit; but that answer does seem deep enough for me and minimizes the value of the original question.
Therefore, let me provide some example from a few different industry sectors:
I would also be remiss, given my higher-ed background, to mention that over 600 higher education institutions better engage their students, faculty, and staff through Strengths-based programs.
Now, being from New England and a Vermont resident for the past 19 years, I know that one of the immediate responses is that "we aren't as big as all the aforementioned organizations; we don't have the capacity."
I get it.
My response, however, is that being small should:
In response to my colleague's question about industries or situations where this isn't the best path forward -- there are very few. The most notable situations where engaging people through Strengths would be (only slightly) less effective is in jobs or companies where only rudimentary cognitive skill is required.
One final note, regardless of the size of an organization, or the cognitive skill involved, this is about where we choose to put our attention, time, and effort. You can either choose to invest time and effort into understanding and engaging your current workforce - thus retaining them and attracting new and better employees - OR you can continue to put your attention, time, and effort into the near endless hire-train-turnover-rehire cycle.
Want to hear more on the topic? Register for my Employee Engagement through Strengths presentation for the VTHRA on Weds. December 19, 2019.
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