In my reading, last year, I encountered a meta-analysis (of sorts) by Miglianico et al. (2022) where the researchers evaluated 27 value or strength instrument studies published between 2010 and 2019, using a range of methods: cross-sectional; diary; experimental; and quasi-experimental.
Out of the review of this range of studies, and supported by the literature, the researchers proposed a five-step flow diagram for workplaces to identify and develop employee strengths. The five steps are shown in the image accompanying this post, and the steps themselves - as outlined by Miglianico et al. (2022) are as follows:
- Work with the employee and "educate the[m...] about the strengths approach and the proposed [career] intervention". Employees must understand "and appreciate the value of the approach, to understand the steps involved in the process, and to be actively and genuinely involved in the intervention (Clifton and Harter 2003). The approach’s origins, advantages and limitations, as well as the overall process, must therefore be presented, and all questions must be answered (Dubreuil and Forest 2017). This step helps reduce negativity bias, the natural tendency of humans to give more attention to negative than positive information (Ito et al. 1998), and fully engage participants in the intervention from the start" (Miglianico et al., 2022, p. 757)
- Next we "identify the person’s strengths" via "a psychometric instrument (e.g., StrengthsFinder, VIA-Survey, StrengthProfile), or in a less restrictive way by observing oneself (e.g., identifying activities that involve performance, energy, authenticity and flow; Biswas-Diener et al. 2011; Linley 2008; Linley and Burns 2010), or by collecting feedback from peers". Using a range "of different methods (e.g., psychometric instrument and feedback from peers) can yield a more accurate and complete picture of an individual’s strengths" (pp. 757-758).
- Following that, we assist the employee to absorb the identified strengths and integrate them into their identity. Allowing time for employees "to fully grasp and assimilate this new information, better understand the reasons for [their] actions and observe [their] behavior in light of personal strengths. This new conceptualization of self can then be integrated into the identity before planning the next steps (Clifton and Harter 2003). It can be facilitated by appropriation exercises, such as specific questions linking strengths to previous successes (Dubreuil et al. 2016), feedback analysis (Roberts et al. 2005b), and self-portrayal exercises (Forest et al. 2012), in order to help the individual gain a deeper awareness of [their] strengths" (p. 758)
- Once complete, we next put the ideas into action, in two parts. To begin, the employee "decides the specific changes [they want] to put in place to make better use of [their] personal strengths. The individual then implements the intended transformations. To help workers move from theory to action, strengths must be invested in specific individual, group, or organizational goals and initiatives (e.g., personal objectives, team projects, new tasks and responsibilities, complementary partnerships, etc.), and their application must be monitored or closely followed by managers, peers or coaches, who can provide support and encourage progress (Linley 2008). In the long term, it is important that the person always remain careful to avoid the overuse of strengths, and rather aims to use the right strength, to the right amount, and at the right time" (p. 758).
- Lastly we review. "[R]esults can be evaluated subjectively through the individual’s appreciation of the progress made (in terms of strengths awareness and use, goal achievement, overall well-being, etc.), or objectively through changes in various variables that were measured prior to the intervention: wellbeing, job satisfaction, motivation, work engagement, or job performance. A measure of the impact of the intervention can then make it possible to ensure the effectiveness of the procedure and allow for readjustment if necessary" (p. 758).
This is a very handy process outline. Because it is research-based, we can probably rely on this meeting the needs of both individuals and the organisation. I think it would be relatively easy to implement; and I suspect it would also be easy to monitor, and to tweak.
A simple tool for organisational growth, delivered through individual development.
Sam
Reference:
Miglianico, M., Dubreuil, P., Miquelon, P., Bakker, A. B., & Martin-Krumm, C. (2020). Strength use in the workplace: A literature review. Journal of Happiness Studies, 21, 737-764. https://doi.org/10.1007/s10902-019-00095-w
No comments :
Post a Comment
Thanks for your feedback. The elves will post it shortly.