Now that you’ve developed your “First 18 Months” StrengthsFinder Scorecard (refer to Part V in this series), the next step is to identify your key objectives, objective-attainment owners plus target dates. A word about objective-attainment owners — their role is to ensure that the work gets accomplished by holding others accountable to the individual tasks that must be tackled in order to achieve each objective. Owners must clearly state this expectation up front otherwise team members may incorrectly assume that the owner is the sole responsible party — the “doer” of each task.

The first step in developing any type of strategy is to define your end goal. The key question to ask yourself is “What do I hope to accomplish and what will success look like —what are my success criteria?” Specific to StrengthsFinder, your goal might be to create a high performing team. If that’s the case, your success criteria might take the shape of a scorecard similar to the one provided.

Most organizations barely scratch the surface when it comes to effectively leveraging the StrengthsFinder tool to achieve optimum value. Typically employees are asked to take the assessment, after which the results are discussed in private or group settings. In some cases, the results may be referenced down the road, but more as fleeting comments versus beneficial data points that lead to action and results. That’s where tool usage generally concludes.

Through Dr. Clifton’s extensive research, he and his colleagues identified 34 discrete talent themes, with talents being defined as people’s naturally recurring patterns of thoughts, feelings or behaviors that can be productively applied in the business environment. The theory is that the more dominant the theme, the greater the theme’s impact will be on that person’s behaviors and performance.

When evaluating which employment tests to leverage within your organization, it’s critical that, among other criteria, you research the test developers’ credentials. In the case of the Clifton StrengthsFinder Assessment, the test was developed and refined by Dr. Donald O. Clifton, who earned his University of Nebraska doctorate degree in educational psychology. Once he assumed the role of Professor of Educational Psychology within the same institution and teamed up with University of Nebraska Department of Psychology Chair Dr. William E. Hall (Ohio State University doctoral graduate), they began their evolutionary research into the key question: “what would happen if we actually studied what was right with people?” At that time, leveraging positive psychology to focus on human potentiality was a significant departure from the norm of diagnosing and treating people’s problems.

Outside of technology, one area of my role that I enjoy greatly is organizational development.  Working to build strong, cohesive, and effective teams is something that I not only take seriously myself, but something I encourage each member of my teams to take seriously as well.  One way in which to do this is through talent development, but training and mentoring aren’t always the answer without the right information to guide those activities.  For this reason, I started doing some research and  it’s not surprising to learn that hundreds of employment tests are available in today’s marketplace.