Recruiting For Strengths

Tips for recruiting for strengths

Recruiting For Strengths

FACT: When an organisation focuses on strengths, employee engagement can increase from 9% to 73% [Rath and Conchie 2008]

FACT: People who use their strengths every day are six times more engaged [Gallup]

FACT: Leaders focusing on the team members’ performance strengths effect a 36% improvement in performance [Corporate Leadership Council 2002]

“The strengths based approach and also the expertise and professionalism of Rebecca who worked with me on this assignment was excellent. The approach led to more authentic responses from candidates’ and a far richer discovery of their talents and motivations”

— Paul Neville, Head of People and Organisational Development, Housing Ombudsman Service

Ever interviewed a candidate and they said all the right things but something wasn’t quite right?

How did you know they would be really engaged with the job and passionate about your company?

In practical terms, strengths are about appreciating that a task can be achieved successfully in different ways.

Each person reaches their goals reflecting their own unique set of values, skills, experience and motivations.

In recruitment it can be difficult to accommodate this, as generally recruitment is based on a predefined set of criteria which candidates are then tested and assessed against in order to be successful.

The strengths approach provides a language and framework to explore with candidates what type of work they are really motivated by, passionate about and energised by, so you find out not only if they can do the job but if they’ll love to do the job.

Hear more about how here: How to find the missing piece of the puzzle when you want to recruit a star performer.

Strengths can bring something extra; something special to your next recruitment campaign.

How to devise strengths-based interview questions

Find out how by contacting us on

Strengths are defined as “underlying qualities that energise us, contribute to our personal growth and lead to peak performance”

— Brewerton and Brook, 2006