Strengths Based Recruitment and Development A practical guide to transforming talent management strategy for business results 1st edition by Sally Bibb ISBN 0749476982 9780749476984

Strengths Based Recruitment and Development A practical guide to transforming talent management strategy for business results 1st edition by Sally Bibb – Ebook PDF Instant Download/Delivery: 0749476982, 9780749476984
Full download Strengths Based Recruitment and Development A practical guide to transforming talent management strategy for business results 1st edition after payment

Product details:

ISBN 10: 0749476982
ISBN 13: 9780749476984
Author: Sally Bibb

Strengths-Based Recruitment and Development explains how and why strengths-based recruitment (SBR) is having a transformational impact on performance in top companies like Saga, Gap, Starbucks and SABMiller. By shifting the focus from what people can do (competency-based recruitment) to what they naturally enjoy doing, or SBR, these companies have reported results which include a 50% drop in staff turnover, 20% increase in productivity and a 12% increase in customer satisfaction within a matter of months. It is no wonder that organizations in many sectors are adopting this new and powerful approach to improve performance, customer satisfaction and competitive edge. Strengths-Based Recruitment and Development includes case studies and interviews with executive board level leaders. These provide rare insight into how they implemented strengths approaches in their organizations to improve the bottom line and performance. The book shows how strengths-based talent management goes beyond simply recruiting the right people to creating a strategy and culture that has a transformational effect on organisational culture and results. Strengths-Based Recruitment and Development will be the go-to book on strengths-based talent management for HR professionals and managers. Online supporting resources include bonus frequently asked questions about strengths-based talent management.

Strengths Based Recruitment and Development A practical guide to transforming talent management strategy for business results 1st Table of contents:

PART ONE A practical guide to implementing strengths-based recruitment and development

01 An introduction to strengths-based recruitment

What is strengths-based recruitment (SBR)?

What are the origins of SBR?

How is SBR different?

A brief history of recruitment

What are the alternatives to SBR?

The competency-based approach to selection

How is each stage of the recruitment process affected by SBR?

The different SBR methodologies

Useful questions

Tips for the practitioner

References

02 Why do organizations implement strengths-based recruitment?

The benefits, in a nutshell

The evidence

Checklist

Useful questions

Tips for the practitioner

References

Notes on organizations referenced in this chapter

03 How does strengths-based recruitment work in practice?

Definitions and approaches

Selecting out or selecting in?

Selecting without compromise

Strengths-based interviewing

The two main SBR approaches and how they work

Useful questions

Tips for the practitioner

Strengths-based interviews – FAQs

References

04 Successfully implementing strengths-based recruitment

The factors for successfully implementing SBR

Pitfalls to avoid

Lessons learned from organizations that have implemented SBR

Advice from senior leaders to other senior executives who are thinking of implementing SBR

Tips for the practitioner

References

Notes on organizations referenced in this chapter

05 Strengths-based development and performance management

The problem mindset

The strengths-based approach to developing and managing people

The problem with traditional performance management and development approaches

What is strengths-based performance management?

What is involved in a strengths-based performance management process?

What is strengths-based development?

How does strengths-based development and performance management work in practice?

What’s the case for strengths-based development and performance management?

Frequently asked questions

Tips for the practitioner

References

Strengths assessment tools referenced in this chapter

06 Putting strengths at the heart of your talent management strategy

What is talent management?

What do we mean by talent?

What’s important about talent management?

How a strengths approach to talent management can transform organizational culture

Implementing a strengths-based talent management strategy

Where to start?

Elements of a talent management strategy and what makes them strengths-based

The strengths-based organization

Advice for senior leaders

Tips for the practitioner

References

Notes on organizations referenced in this chapter

07 Well-being and happiness

Definitions: subjective well-being, life satisfaction and happiness

Why is it important to understand happiness and well-being?

The characteristics of happy people

The role of passion and meaning

How important is our work to our well-being?

Lessons for leaders and practitioners

References

08 The future of strengths

The changing context

Start with a question

What if?

The strengths revolution is within your reach…

References

PART TWO Real-life insights and stories

09 Interviews with senior leaders

Professor Hilary Chapman, CBE, Chief Nurse, Sheffield Teaching Hospitals

Lynda Greenshields, HR Director, Acromas Group, 2011–14

Professor Katherine Fenton, OBE, Chief Nurse, University College London Hospitals NHS Foundation Trust, 2010–15

Helen Lamont, Nursing and Patient Services Director, Newcastle upon Tyne Hospitals NHS Foundation Trust

Sandra Porter, HR Director, Starbucks UK and Ireland, 2007–11

Samantha Rockey, Head of Leadership Development, SABMiller

Eva Sage-Gavin, Executive Vice President of Human Resources and Corporate Affairs, Gap Inc, 2003–14

Professor Janice Sigsworth, Director of Nursing, Imperial College Healthcare NHS Trust

References

10 Interviews with managers and recruiters

Karen Coles, Nurse Staffing Review Project Lead, Newcastle upon Tyne Hospitals NHS Foundation Trust

Nick Corbo, Director of Customer Experience and Agent Development, Saga

Charlotte Henderson, former Team Leader, financial services business

Debbie Hutchinson, Assistant Director of Nursing, King’s College Hospital NHS Foundation Trust

Keith Jones, Recruitment and Management Information Manager, financial services company

Elisabeth Pullar, Senior Nurse, Professional Practice Team, Guy’s and St Thomas’ NHS Foundation Trust

Reference

11 Interviews with people who transitioned from the wrong job to the right job

Mike Blake: from Technical Specialist to Sales Manager to Executive Briefing Consultant (IBM UK Ltd)

Joel Davies: from Woodwork Tool Apprentice to Hairdresser/Hairdressing Salon Owner

Martin North: from Salesman to Marketing Manager (US-based e-commerce football speciality retailer)

David Reebok: from Trader to Business Owner/CEO

Strateas Scotis: from Physiotherapist to Assistant Coffee Shop Manager (Costa)

Lynne Stainer: from Accident Claims Negotiator/Manager to Florist (own business)

Reference

Further reading

Index

People also search for Strengths Based Recruitment and Development A practical guide to transforming talent management strategy for business results 1st :

strengths-based development

strengths-based approach

strengths based documentation

a strengths based perspective hammond and zimmerman

a strength based assessment focuses on

Tags:

Sally Bibb,Strengths Based,business results,A practical