Powering a strengths-based culture at Fleishman-Hillard

We worked with the FHF HR and Talent Development team across the UK and Europe to create a route map for introducing the strengths-based approach across the talent lifecycle. This involved a series of discrete stages:

• Engaging the Executive team to determine measures of success and to ensure full and vocal participation from the top
• Designing and delivering two development ‘pathways’ for employees and managers, to provide a common language, and the knowledge and skills required for discussing day-to-day performance and future career development
• Weaving in strengths language and philosophy to HR processes such as appraisal and career conversations
• Upskilling the HR and Talent Development team, as well as self-nominated managers, to become ‘strengths coaches’, providing Strengthscope^® feedback to all employees and championing the approach through their teams and employee forums
• Developing self-serve e-learning content for new starters and some European colleagues which could also help embed the approach by providing ‘on demand’ guidance for crucial conversations
• Designing and running strengths-based team development sessions for all teams across the business to improve team communication, cohesion and performance
• Strengths-based coaching for senior executives on a needs basis
• Ongoing review and embedding of the approach in a variety of areas, e.g. recruitment, client teaming and so on

Summary: FHF introduced a range of new approaches to help grow employee attraction, engagement and retention, including training pathways, team development, career/performance management conversations, ‘passion projects’, ‘side hustles’, family first policies, gender-neutral parental policies, school-holiday sabbaticals and flexible working.