Strengths-based

I am facilitating a 2-day workplan workshop this week for a corporate group when the matter of Strengths-based practice came up for discussion.

In 1998, Donald O. Clifton, Ph.D. (1924-2003) the Father of Strengths Psychology, along with Tom Rath and a team from Gallup, created the StrengthsFinder assessment. Gallup later introduced the first version of it's online version StrengthsFinder, in their 2001 management book Now, Discover Your Strengths. The book spent more than five years on the bestseller lists that started a discussion globally and challenged many to uncover and discover their top five talents.

In 2004, the assessment was renamed "Clifton StrengthsFinder" to honor its chief designer.

StrengthsFinder knows all too well that many of our our natural talents go untapped. And many hours, personal and organisation, much resources have been devoted to trying to fix our shortcomings than to developing our strengths.

More than a decade on, many organisations are still on the shoring up weaknesses approach, much to the detriment of organisational time, resources and energy. Worse, it does not add value to employee engagement, performance nor retention.

Do you have the opportunity to do what you do best every day? Can your organisation become Strengths-based?

 

Merry Christmas & Hellooooo 2014!

 

Wishing One & All

A Blessed Christmas & A Happy 2014 ahead!



 

会认人, 会用人, 会做人 Talent Management Simply Put

He is known for his uncompromising attention to quality and service. He has a sharp intellect, notoriously well-read and has no patience for idle chatter.  He constantly refers to key management books like Good to Great, The Toyota Way (which is mandatory reading for all new hires within 6 months of joining his organisation), to illustrate how his organisation continues to top MOH’s customer service satisfaction surveys year after year.

He made sure I attended his organisations 2-day induction program for new employees before I conducted classes in performance management for his management staff so that I was familiar with the organisational culture and ethos. Such is his attention to detail. 

A pharmacist by training, Liak Teng Lit is Group CEO of Alexandra Health (formerly CEO of Alexandra Hospital), one of the 6 health clusters in Singapore. It is anchored by the Khoo Teck Puat Hospital and tasked to look after the health of more than 700,000 residents in the North of Singapore.

He was speaking at a HR conference this week, where the majority of the audience were SME bosses, and he shared a talent management snippet from a person he said he admired greatly – billionaire entrepreneur and philanthropist Li Ka-Shing.

In Mandarin, it simply says        会认人, 会用人, 会做人

会认人 – means being able to identify talent (and attract them to your organisation)
会用人 – means being to leverage and deploy that talent (to your organisation’s advantage)
会做人 – means to know how to treat people well & fairly (which will engage and retain talent)

This resonated well and deeply with many within the audience and his sharing that day was rated the best amongst all the assembled speakers.

For all the many management philosophies, principles, theories and even fads from the more well-documented and vocal West, the simplicity and elegance of these words, is just inspiring.

What are you doing today to Retain, Identify, Deploy and Engage your talent?
 

Model Class 2013

   Yesterday, I rushed off to attend my daughter's graduation after finishing a 3-day corporate training in Performance Management (PM) for Singapore's leading early childhood education and services provider.

   For my daughter, it has been a long and tiring school year, but she capped it off with very good results, distinction award in her CCA and a credible silver in NAPFA.

   More importantly, her graduating cohort of students and teachers, nominated her class "Model Class for 2013" - high honour considering it is an award garnered from both peer and teacher votes across the whole standard.

   Today in PM, many organisations are moving away from the traditional (supervisor only) review to a more balanced, unbiased and fair performance review by seeking inputs from other segments of the department and/or organisation.

   These peers (department colleagues or project team members), subordinates, other department managers, even partners - whom the staff being reviewed would have interactions with the past year, can also provide more insights into his/her performance, but more importantly, it can highlight other critical areas especially in key organisational values like integrity, teamwork, collaboration and innovation.

   These sorts of peer review, when done correctly, can enhance the performance review experience to ensure greater accuracy and fairness and in so doing, lead to better engaged and satisfied staff, who then have a greater chance of staying longer and performing for the organisation. In today's talent crunch, this makes good business sense.

   Is your organisation still in "traditional" mode? 

   Perhaps it's time to look at improving and enhancing your performance management system for better staff performance outcomes and also business results.

 

Shared Values (define a team)

Last month, I just finished one phase of a HR-consulting project with a client managing a growing beauty and F&B empire - in the last year alone, Singapore headcount increased by at least 30% and they are still recruiting and expanding.

It was no wonder then that the MD wanted to re-visit their company vision, mission, values - to ensure that they are clear(er) and perhaps more importantly, properly cascaded down through the entire organisation to each and every employee, not just the management ranks.
 
This reminds me of #13 of John C Maxwell's "The 17 Indisputable Laws of Teamwork", published back in 2001, following his highly successful "The 21 Irrefutable Laws of Leadership".

John is known as America's expert on leadership and he wrote this follow-up in the hope of making teambuilding "simple to grasp, retain and (be) put into practice."

In it he writes about how "values can help a team to become more connected and more effective" and that "shared values are like" glue to hold people together so they can reach their fullest potential as a team, a foundation for teams to make (special) things happen, a ruler to help set the standard for team performance, a (moral) compass to help teams make (right) decisions, a magnet to attract like-minded people to the team and finally to allow the team to form a unique identity of their very own.

Are you ready to empower your team to business success?!

Policy Letter #4

I was doing a Managing Diversity module this week but this time, post BE2013 and the SGP White Paper, the messages and discussions seem more real, urgent and intense.

This was a group of future Chief People Officers* who will need to make sense of their own organisational diversity and make it work with their management and programs to drive innovation and employee engagement - hopefully, they will be as inclusive as possible.

In the D&I space, IBM is well referenced with their very established program, which is already far advanced to many organisations and even countries. They would be described as a "comprehensive proactive organisation" for their D&I initiatives.

For IBM's Diversity 3.0 to work, it has to be driven from the very top echelons of the corporation and cascaded thru the entire command and control function. They do it very well, cos they have been at it for sometime now...since the EO days to today's inclusive corporation.

A shining symbol of the values they espouse for their D&I initiatives can be traced back to this letter from former Chairman and CEO Thomas J Watson. They even did a very inspiring video.

This letter was written 60 years ago in 1953.

source: IBM

 

Diversity=about the "Mix", Inclusion=how the "mix" works well together!

Are you ready for a truly diverse and inclusive workforce?





*CPOP is registered to Human Capital Singapore

心想事成 , 万事如意

金龙腾飞辞旧岁 , 玉蛇起舞迎新春

Wishing One & All A Happy & Safe

Lunar New Year!