Building a strengths based organisation

1
Building a strengths-based organisation

• Neill Mulvie
• Head of Human Resources, Global Markets,
• Standard Chartered Bank, Singapore

2
The core question

• What is the

best way
to improve one persons

performance?
3
The worlds best managers answer

• Focus on
• each employees strengths,
• manage around his/her
• weaknesses

4
Strengths-based philosophy

• Underpins our people processes
• Resourcing succession planning performance
  management talent management executive
  development
• High performance companies build on peoples
  strengths and manage around limitations
• People dont change that much
• Dont try to fix people

5
The business case
6
Sales Snapshots of Findings and Results

• As sold 65 more than Cs (ARecommended,
  BCR,CNR)
• At the 2-year point, turnover of original group
  studied showed
• As 13
• Bs 31
• Cs 100
• Overall turnover was cut by more than half -
  annual savings of over 1,000,000

7
Predictive Validation regarding Sales Consultant
Life Premiums
8
Four disciplines to build a strengths-based
organisation
9
Four disciplines to build a strengths-based
organisation
1
Hold all managers accountable for building talent

• Consistent application of talent process
• Embed talent development into day-to-day
  management
• Teach managers and employees how to build local
  talent action plans

Tools Peformance vs. potential talent matrix,
talent metrics across organisation, management
rewards based on talent development, Q12
10
Four disciplines to build a strengths-based
organisation
2
Teach all employees how to identify and
buildtheir strengths

• Instill common language to distinguish
  teachables from unteachables
• Reveal each persons strongest and weakest
  talents
• Teach each person how to develop these talents
• Teach managers how to develop talents oftheir
  teams

Tools StrengthsFinder
11
Four disciplines to build a strengths-based
organisation
3
Rate the performanceDevelop the person based on
talent

• Make manager employee feedback aconstant event
• Discovery interview and career discussion
  annually
• Robust annual performance review
• Recognition is not an annual event

Tools Q12, reward and recognition manual,
performance management guide (business targets
and values)
12
Four disciplines to build a strengths-based
organisation
4
Maximise each key role based on talent

• Identify talents common to best in the
  role.E.g. Personal financial consultant
• Capture best in the role describing what theydo
  differently
• Build a ladder from good, to great, to
  world-class. Motivate employees to climb these
  rungs

Tools Structured selection interviews, web-based
screening interviews, graduate selection system