Progress

CONFIDENTIALHR Engagement Group

29 October 2018

©Strength

s Partnership Ltd 20

18. A

ll rights reserved.

ContentsThis Progress report is based on responses from 4 participants and includes the following sections:

1. Introduction

2. Current vs past engagement levelsThis section provides you with a graph showing the current levels of engagement and effectiveuse of strengths as completed on 27 August 2018 compared with the group's previous levels ofengagement

3. Shift in engagementThis section provides a view from the group of the benefits of any strengths-based programundertaken and any changes they would recommend to improve future initiatives

4. Tips for creating a positive and productive work cultureThis section provides tips for creating a positive and productive work culture, which can beimplemented in conjunction with your results

1. Introduction

The StrengthscopeEngage™ progress report isdesigned to show the current levels of engagementand effective use of strengths reported by anominated group, as well as any changes inengagement over time.

Strengthscope is the world’s most comprehensiveand innovative cloud-based strengths profiling systemthat helps energize peak performance at work.

We define strengths as the underlying qualities thatenergize you and that you are great at (or have thepotential to become great at).

Engaged employees tend to be committed to theirorganization’s goals and values, motivated tocontribute to organizational success, and are able toimprove their own sense of well-being.

This progress report focuses particularly onemployees’ effective use of their strengths in order todrive their engagement, drive their engagement.Research has shown that providing employees withsufficient opportunity to use their strengths at workcan increase engagement by up to 73% , drivingpositive organizational outcomes such as productivity,customer loyalty and discretionary effort .

Our model of engagement is shown below:

In addition, this report provides information on thereported benefits from strengths-basedinterventions experienced by the group.

Please note that the results of this report should beconsidered in conjunction with other information,including actual work results, observable levels ofeffort and energy, retention of key talent, etc.

This progress report is based on responses from 4participants and includes:

Section 2: A graph showing the current levels ofengagement and effective use of strengths ascompleted on 27 August 2018, as well as previousreported levels of engagement for comparison.

Section 3: The group’s feedback on the benefitsof the strengths-based program undertaken andany changes they would recommend to improvefuture initiatives.

Section 4: Tips for creating a positive andproductive work culture, which can be utilized inconjunction with your results.

and Please refer to the Strengthscope technical manual and/or handbookfor the full reference list.

®

1

2

1 2 ®

2. Current vs past engagement levels

The graph below shows the percentage of the group responding positively to the seven engagement questions,taking into account those who responded negatively and removing these from the total. These results are shownfor each time point where engagement was measured. Each bar shows current and previous levels ofengagement and effective use of strengths in each area.

Engagement levels for HR Engagement Group group over time Time 1 Time 2

OverallEngagement

Energy Performance Resilience Collaboration Stretch Well-being Support

The relevance of each question to work performance is shown in the table below. Look at your highest scoringareas - these may represent your greatest potential strengths. Look at your lowest scoring areas – these mayrepresent your greatest potential risks.

Area of engagement When score is lower... When score is higher...

Energy: I get a lot of positive energy from

my work

Little discretionary effort High discretionary effort

Performance: I have plenty of

opportunities to use my strengths in my

daily work

Limited productivity and performance High productivity and performance

Resilience: I have learned how to use my

strengths effectively to help overcome

even the toughest challenges

Inability to deal with change, ambiguity

and pressure

Capacity to deal with change, ambiguity

and pressure

Collaboration: I am comfortable asking

others in my team for help when I am

challenged with a task that doesn’t play to

my strengths

Little teamwork or cooperation Improved teamwork and cooperation

Stretch: At work I am often challenged to

develop and stretch my strengths well

beyond my comfort zone

Employee development limited Improved performance through

continuous development

Well-being: My work generally makes me

feel more happy and positive

Limited well-being and engagement Improved well-being and engagement

Management support: My manager helps

me to find opportunities to use my

strengths more effectively

Isolating, unsupportive environment More supportive environment

Perc

enta

ge o

f ra

ters

100

80

60

40

20

0

+18% +25% 0% +50% +25% 0% 0% +25%

No. of participants 4 N.B. Engagement score - OverallEngagement in graph above

Engagement

Time 1: 21% Time 2: 39%

66 33

66 33

33 66

33 66

33 66

33 66

33 66

3. Shift in engagement

The graph below shows responses to a series of questions about the impact of the strengths programundertaken by the group.

The Strengthscope profile and strengths-based development has...

Disagree Neutral Agree

Improved my levels of engagementwith my work (Energy)

Improved my performance and resultsat work (Performance)

Improved my capacity to deal withsetbacks and challenges (Resilience)

Improved the way I work with mycolleagues (Collaboration)

Improved my effectiveness in lookingfor ways to stretch and develop mystrengths (Stretch)

Improved my overall happiness andsense of well-being (Well-being)

Increased the number of opportunitiesI get to use my strengths at work(Management support)

®

0 20 40 60 80 100

No. of participants 4N.B. ‘shift’ score = average of greens

(agree) in graph aboveShift 57%

Vertbatim comments from the responses appear below:

What did you most value about the strengths-based development process?

"The ability to share and have others strengths to draw upon. Knowing where I can help others and others canhelp me.""Such an enlightening approach to use, I love it, how cool it this!""I appreciate the value this is bringing to the team and should be instilled throughout the company!"

What one improvement would you like to suggest to the team/organization to enable you to do your bestwork and make full use of your strengths?

"Try not work with each-other, not against them in times of heightened pressure. FYI, don't undermine andinterject others, listen to others.""I am proud and want to shout about my strengths to others but need full buy-in from my team, if they don'tbuy in fully then this approach won't work. Just open your minds and give it a try, it has already yielded positiveresults.""I would love this to be rolled out everywhere all over our global company as it will help those in seniormanagement see how easy it is to bring on board fresh new ideas and reap the benefits of it."To what extent do you feel that the strengths-based development process has contributed to a morepositive and productive organization on a rating scale of 1 to 10 (where 1 = Highly ineffective to 10 =Highly effective).

Lowest Rating Average Rating Highest Rating

Please provide some specific examples

"I understand my team so much better, I love strengths for loan what a great idea! ""Colleagues are more receptive of others but there is still a lot of work to do. The culture change still needssome work. We are in the early days.""I feel we can see tangible results and return on investment."

1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 9.0 10.0

4. Tips for creating a positive and productive work culture

Building a positive and productive work culture where employees can optimize their strengths and deliver theirbest work is a continuous process and requires positive leadership, an empowering environment and a focusedinvestment of time and resources.

This section provides advice on how to build on your highest ranked engagement areas and address your lowestranked engagement areas. This will help you to translate employees’ strengths and engagement into measurableresults.

The group’s highest ranked engagement areas and suggestions to help you build on these:

Resilience (50%)Ensure managers are competent to provideengaging performance feedback and coaching tohelp employees boost their strengths and minimizeweaker areas.Implement Peer Coaching Groups where peers canshare learnings on how they have successfullyovercome challenges and provide each other withfeedback. These can be self-managed or supportedby an internal or external facilitator.Don’t ignore weaknesses. Use creative ways toreduce the impact of limiting weaknesses and don'texpect them to become areas of mastery, if theperson's strengths lie in other areas. Creative waysinclude: helping the person to find partners withcomplementary strengths, mentoring and coaching,outsourcing parts of the work or findingtechnology-based solutions.

Stretch (50%)Help staff to develop their skills, experience andknowledge in areas of natural strength, ratherthan sending them on training courses to addressweaker areas.During performance reviews, encourage staff todiscuss how they would like to contribute to theteam’s goals in a way that most energizes andchallenges them.Challenge employees to undertake personal orteam ‘stretch’ assignments that enhance theirstrengths and contribute to the organization'sgoals and vision. Organize a voluntary ‘Dragon'sDen’ style event (i.e. a top managementevaluation panel) to review projects and toidentify winning entries.

The group’s lowest ranked engagement areas and suggestions to help you lessen the impact of these:

Energy (25%)Encourage managers and leaders to create anappreciative, positive work environment by spendingtime with staff. Train them to become better atspotting strengths and successes as they happenrather than recognizing effort and accomplishmentlate after the event.Begin team meetings with a quick round-up ofhighlights and successes for the month. This startsthe meeting on an energizing and solutions-focusednote, ensuring a more positive and productivemeeting.Align individual and team goals with broaderorganizational goals so employees can see how theircontribution impacts the organization’s goals, somaking work more meaningful.

Performance (25%)Introduce strengths and values awarenessexercises into the new starter’s induction processto clearly communicate that staff are encouragedto be themselves and play to their strengths.Ensure senior managers provide regular feedbackon performance and specific successes againstgoals. Create a team/company dashboard and a‘success visualizer’ to help communicate progressagainst critical performance measures.Help employees remove unnecessary rules andbureaucracy, and streamline processes to freethem up to do their best work.

HR Engagement Group. 29 October 2018

© Strengths Partnership Ltd. All Rights Reserved

 1 

ContentsThis Progress report is based on responses from 4 participants and includes the following sections:

1. Introduction

2. Current vs past engagement levelsThis section provides you with a graph showing the current levels of engagement and effectiveuse of strengths as completed on 27 August 2018 compared with the group's previous levels ofengagement

3. Shift in engagementThis section provides a view from the group of the benefits of any strengths-based programundertaken and any changes they would recommend to improve future initiatives

4. Tips for creating a positive and productive work cultureThis section provides tips for creating a positive and productive work culture, which can beimplemented in conjunction with your results

1. Introduction

The StrengthscopeEngage™ progress report isdesigned to show the current levels of engagementand effective use of strengths reported by anominated group, as well as any changes inengagement over time.

Strengthscope is the world’s most comprehensiveand innovative cloud-based strengths profiling systemthat helps energize peak performance at work.

We define strengths as the underlying qualities thatenergize you and that you are great at (or have thepotential to become great at).

Engaged employees tend to be committed to theirorganization’s goals and values, motivated tocontribute to organizational success, and are able toimprove their own sense of well-being.

This progress report focuses particularly onemployees’ effective use of their strengths in order todrive their engagement, drive their engagement.Research has shown that providing employees withsufficient opportunity to use their strengths at workcan increase engagement by up to 73% , drivingpositive organizational outcomes such as productivity,customer loyalty and discretionary effort .

Our model of engagement is shown below:

In addition, this report provides information on thereported benefits from strengths-basedinterventions experienced by the group.

Please note that the results of this report should beconsidered in conjunction with other information,including actual work results, observable levels ofeffort and energy, retention of key talent, etc.

This progress report is based on responses from 4participants and includes:

Section 2: A graph showing the current levels ofengagement and effective use of strengths ascompleted on 27 August 2018, as well as previousreported levels of engagement for comparison.

Section 3: The group’s feedback on the benefitsof the strengths-based program undertaken andany changes they would recommend to improvefuture initiatives.

Section 4: Tips for creating a positive andproductive work culture, which can be utilized inconjunction with your results.

and Please refer to the Strengthscope technical manual and/or handbookfor the full reference list.

®

1

2

1 2 ®

2. Current vs past engagement levels

The graph below shows the percentage of the group responding positively to the seven engagement questions,taking into account those who responded negatively and removing these from the total. These results are shownfor each time point where engagement was measured. Each bar shows current and previous levels ofengagement and effective use of strengths in each area.

Engagement levels for HR Engagement Group group over time Time 1 Time 2

OverallEngagement

Energy Performance Resilience Collaboration Stretch Well-being Support

The relevance of each question to work performance is shown in the table below. Look at your highest scoringareas - these may represent your greatest potential strengths. Look at your lowest scoring areas – these mayrepresent your greatest potential risks.

Area of engagement When score is lower... When score is higher...

Energy: I get a lot of positive energy from

my work

Little discretionary effort High discretionary effort

Performance: I have plenty of

opportunities to use my strengths in my

daily work

Limited productivity and performance High productivity and performance

Resilience: I have learned how to use my

strengths effectively to help overcome

even the toughest challenges

Inability to deal with change, ambiguity

and pressure

Capacity to deal with change, ambiguity

and pressure

Collaboration: I am comfortable asking

others in my team for help when I am

challenged with a task that doesn’t play to

my strengths

Little teamwork or cooperation Improved teamwork and cooperation

Stretch: At work I am often challenged to

develop and stretch my strengths well

beyond my comfort zone

Employee development limited Improved performance through

continuous development

Well-being: My work generally makes me

feel more happy and positive

Limited well-being and engagement Improved well-being and engagement

Management support: My manager helps

me to find opportunities to use my

strengths more effectively

Isolating, unsupportive environment More supportive environment

Perc

enta

ge o

f ra

ters

100

80

60

40

20

0

+18% +25% 0% +50% +25% 0% 0% +25%

No. of participants 4 N.B. Engagement score - OverallEngagement in graph above

Engagement

Time 1: 21% Time 2: 39%

66 33

66 33

33 66

33 66

33 66

33 66

33 66

3. Shift in engagement

The graph below shows responses to a series of questions about the impact of the strengths programundertaken by the group.

The Strengthscope profile and strengths-based development has...

Disagree Neutral Agree

Improved my levels of engagementwith my work (Energy)

Improved my performance and resultsat work (Performance)

Improved my capacity to deal withsetbacks and challenges (Resilience)

Improved the way I work with mycolleagues (Collaboration)

Improved my effectiveness in lookingfor ways to stretch and develop mystrengths (Stretch)

Improved my overall happiness andsense of well-being (Well-being)

Increased the number of opportunitiesI get to use my strengths at work(Management support)

®

0 20 40 60 80 100

No. of participants 4N.B. ‘shift’ score = average of greens

(agree) in graph aboveShift 57%

Vertbatim comments from the responses appear below:

What did you most value about the strengths-based development process?

"The ability to share and have others strengths to draw upon. Knowing where I can help others and others canhelp me.""Such an enlightening approach to use, I love it, how cool it this!""I appreciate the value this is bringing to the team and should be instilled throughout the company!"

What one improvement would you like to suggest to the team/organization to enable you to do your bestwork and make full use of your strengths?

"Try not work with each-other, not against them in times of heightened pressure. FYI, don't undermine andinterject others, listen to others.""I am proud and want to shout about my strengths to others but need full buy-in from my team, if they don'tbuy in fully then this approach won't work. Just open your minds and give it a try, it has already yielded positiveresults.""I would love this to be rolled out everywhere all over our global company as it will help those in seniormanagement see how easy it is to bring on board fresh new ideas and reap the benefits of it."To what extent do you feel that the strengths-based development process has contributed to a morepositive and productive organization on a rating scale of 1 to 10 (where 1 = Highly ineffective to 10 =Highly effective).

Lowest Rating Average Rating Highest Rating

Please provide some specific examples

"I understand my team so much better, I love strengths for loan what a great idea! ""Colleagues are more receptive of others but there is still a lot of work to do. The culture change still needssome work. We are in the early days.""I feel we can see tangible results and return on investment."

1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 9.0 10.0

4. Tips for creating a positive and productive work culture

Building a positive and productive work culture where employees can optimize their strengths and deliver theirbest work is a continuous process and requires positive leadership, an empowering environment and a focusedinvestment of time and resources.

This section provides advice on how to build on your highest ranked engagement areas and address your lowestranked engagement areas. This will help you to translate employees’ strengths and engagement into measurableresults.

The group’s highest ranked engagement areas and suggestions to help you build on these:

Resilience (50%)Ensure managers are competent to provideengaging performance feedback and coaching tohelp employees boost their strengths and minimizeweaker areas.Implement Peer Coaching Groups where peers canshare learnings on how they have successfullyovercome challenges and provide each other withfeedback. These can be self-managed or supportedby an internal or external facilitator.Don’t ignore weaknesses. Use creative ways toreduce the impact of limiting weaknesses and don'texpect them to become areas of mastery, if theperson's strengths lie in other areas. Creative waysinclude: helping the person to find partners withcomplementary strengths, mentoring and coaching,outsourcing parts of the work or findingtechnology-based solutions.

Stretch (50%)Help staff to develop their skills, experience andknowledge in areas of natural strength, ratherthan sending them on training courses to addressweaker areas.During performance reviews, encourage staff todiscuss how they would like to contribute to theteam’s goals in a way that most energizes andchallenges them.Challenge employees to undertake personal orteam ‘stretch’ assignments that enhance theirstrengths and contribute to the organization'sgoals and vision. Organize a voluntary ‘Dragon'sDen’ style event (i.e. a top managementevaluation panel) to review projects and toidentify winning entries.

The group’s lowest ranked engagement areas and suggestions to help you lessen the impact of these:

Energy (25%)Encourage managers and leaders to create anappreciative, positive work environment by spendingtime with staff. Train them to become better atspotting strengths and successes as they happenrather than recognizing effort and accomplishmentlate after the event.Begin team meetings with a quick round-up ofhighlights and successes for the month. This startsthe meeting on an energizing and solutions-focusednote, ensuring a more positive and productivemeeting.Align individual and team goals with broaderorganizational goals so employees can see how theircontribution impacts the organization’s goals, somaking work more meaningful.

Performance (25%)Introduce strengths and values awarenessexercises into the new starter’s induction processto clearly communicate that staff are encouragedto be themselves and play to their strengths.Ensure senior managers provide regular feedbackon performance and specific successes againstgoals. Create a team/company dashboard and a‘success visualizer’ to help communicate progressagainst critical performance measures.Help employees remove unnecessary rules andbureaucracy, and streamline processes to freethem up to do their best work.

HR Engagement Group. 29 October 2018

© Strengths Partnership Ltd. All Rights Reserved

 2 

ContentsThis Progress report is based on responses from 4 participants and includes the following sections:

1. Introduction

2. Current vs past engagement levelsThis section provides you with a graph showing the current levels of engagement and effectiveuse of strengths as completed on 27 August 2018 compared with the group's previous levels ofengagement

3. Shift in engagementThis section provides a view from the group of the benefits of any strengths-based programundertaken and any changes they would recommend to improve future initiatives

4. Tips for creating a positive and productive work cultureThis section provides tips for creating a positive and productive work culture, which can beimplemented in conjunction with your results

1. Introduction

The StrengthscopeEngage™ progress report isdesigned to show the current levels of engagementand effective use of strengths reported by anominated group, as well as any changes inengagement over time.

Strengthscope is the world’s most comprehensiveand innovative cloud-based strengths profiling systemthat helps energize peak performance at work.

We define strengths as the underlying qualities thatenergize you and that you are great at (or have thepotential to become great at).

Engaged employees tend to be committed to theirorganization’s goals and values, motivated tocontribute to organizational success, and are able toimprove their own sense of well-being.

This progress report focuses particularly onemployees’ effective use of their strengths in order todrive their engagement, drive their engagement.Research has shown that providing employees withsufficient opportunity to use their strengths at workcan increase engagement by up to 73% , drivingpositive organizational outcomes such as productivity,customer loyalty and discretionary effort .

Our model of engagement is shown below:

In addition, this report provides information on thereported benefits from strengths-basedinterventions experienced by the group.

Please note that the results of this report should beconsidered in conjunction with other information,including actual work results, observable levels ofeffort and energy, retention of key talent, etc.

This progress report is based on responses from 4participants and includes:

Section 2: A graph showing the current levels ofengagement and effective use of strengths ascompleted on 27 August 2018, as well as previousreported levels of engagement for comparison.

Section 3: The group’s feedback on the benefitsof the strengths-based program undertaken andany changes they would recommend to improvefuture initiatives.

Section 4: Tips for creating a positive andproductive work culture, which can be utilized inconjunction with your results.

and Please refer to the Strengthscope technical manual and/or handbookfor the full reference list.

®

1

2

1 2 ®

2. Current vs past engagement levels

The graph below shows the percentage of the group responding positively to the seven engagement questions,taking into account those who responded negatively and removing these from the total. These results are shownfor each time point where engagement was measured. Each bar shows current and previous levels ofengagement and effective use of strengths in each area.

Engagement levels for HR Engagement Group group over time Time 1 Time 2

OverallEngagement

Energy Performance Resilience Collaboration Stretch Well-being Support

The relevance of each question to work performance is shown in the table below. Look at your highest scoringareas - these may represent your greatest potential strengths. Look at your lowest scoring areas – these mayrepresent your greatest potential risks.

Area of engagement When score is lower... When score is higher...

Energy: I get a lot of positive energy from

my work

Little discretionary effort High discretionary effort

Performance: I have plenty of

opportunities to use my strengths in my

daily work

Limited productivity and performance High productivity and performance

Resilience: I have learned how to use my

strengths effectively to help overcome

even the toughest challenges

Inability to deal with change, ambiguity

and pressure

Capacity to deal with change, ambiguity

and pressure

Collaboration: I am comfortable asking

others in my team for help when I am

challenged with a task that doesn’t play to

my strengths

Little teamwork or cooperation Improved teamwork and cooperation

Stretch: At work I am often challenged to

develop and stretch my strengths well

beyond my comfort zone

Employee development limited Improved performance through

continuous development

Well-being: My work generally makes me

feel more happy and positive

Limited well-being and engagement Improved well-being and engagement

Management support: My manager helps

me to find opportunities to use my

strengths more effectively

Isolating, unsupportive environment More supportive environment

Perc

enta

ge o

f ra

ters

100

80

60

40

20

0

+18% +25% 0% +50% +25% 0% 0% +25%

No. of participants 4 N.B. Engagement score - OverallEngagement in graph above

Engagement

Time 1: 21% Time 2: 39%

66 33

66 33

33 66

33 66

33 66

33 66

33 66

3. Shift in engagement

The graph below shows responses to a series of questions about the impact of the strengths programundertaken by the group.

The Strengthscope profile and strengths-based development has...

Disagree Neutral Agree

Improved my levels of engagementwith my work (Energy)

Improved my performance and resultsat work (Performance)

Improved my capacity to deal withsetbacks and challenges (Resilience)

Improved the way I work with mycolleagues (Collaboration)

Improved my effectiveness in lookingfor ways to stretch and develop mystrengths (Stretch)

Improved my overall happiness andsense of well-being (Well-being)

Increased the number of opportunitiesI get to use my strengths at work(Management support)

®

0 20 40 60 80 100

No. of participants 4N.B. ‘shift’ score = average of greens

(agree) in graph aboveShift 57%

Vertbatim comments from the responses appear below:

What did you most value about the strengths-based development process?

"The ability to share and have others strengths to draw upon. Knowing where I can help others and others canhelp me.""Such an enlightening approach to use, I love it, how cool it this!""I appreciate the value this is bringing to the team and should be instilled throughout the company!"

What one improvement would you like to suggest to the team/organization to enable you to do your bestwork and make full use of your strengths?

"Try not work with each-other, not against them in times of heightened pressure. FYI, don't undermine andinterject others, listen to others.""I am proud and want to shout about my strengths to others but need full buy-in from my team, if they don'tbuy in fully then this approach won't work. Just open your minds and give it a try, it has already yielded positiveresults.""I would love this to be rolled out everywhere all over our global company as it will help those in seniormanagement see how easy it is to bring on board fresh new ideas and reap the benefits of it."To what extent do you feel that the strengths-based development process has contributed to a morepositive and productive organization on a rating scale of 1 to 10 (where 1 = Highly ineffective to 10 =Highly effective).

Lowest Rating Average Rating Highest Rating

Please provide some specific examples

"I understand my team so much better, I love strengths for loan what a great idea! ""Colleagues are more receptive of others but there is still a lot of work to do. The culture change still needssome work. We are in the early days.""I feel we can see tangible results and return on investment."

1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 9.0 10.0

4. Tips for creating a positive and productive work culture

Building a positive and productive work culture where employees can optimize their strengths and deliver theirbest work is a continuous process and requires positive leadership, an empowering environment and a focusedinvestment of time and resources.

This section provides advice on how to build on your highest ranked engagement areas and address your lowestranked engagement areas. This will help you to translate employees’ strengths and engagement into measurableresults.

The group’s highest ranked engagement areas and suggestions to help you build on these:

Resilience (50%)Ensure managers are competent to provideengaging performance feedback and coaching tohelp employees boost their strengths and minimizeweaker areas.Implement Peer Coaching Groups where peers canshare learnings on how they have successfullyovercome challenges and provide each other withfeedback. These can be self-managed or supportedby an internal or external facilitator.Don’t ignore weaknesses. Use creative ways toreduce the impact of limiting weaknesses and don'texpect them to become areas of mastery, if theperson's strengths lie in other areas. Creative waysinclude: helping the person to find partners withcomplementary strengths, mentoring and coaching,outsourcing parts of the work or findingtechnology-based solutions.

Stretch (50%)Help staff to develop their skills, experience andknowledge in areas of natural strength, ratherthan sending them on training courses to addressweaker areas.During performance reviews, encourage staff todiscuss how they would like to contribute to theteam’s goals in a way that most energizes andchallenges them.Challenge employees to undertake personal orteam ‘stretch’ assignments that enhance theirstrengths and contribute to the organization'sgoals and vision. Organize a voluntary ‘Dragon'sDen’ style event (i.e. a top managementevaluation panel) to review projects and toidentify winning entries.

The group’s lowest ranked engagement areas and suggestions to help you lessen the impact of these:

Energy (25%)Encourage managers and leaders to create anappreciative, positive work environment by spendingtime with staff. Train them to become better atspotting strengths and successes as they happenrather than recognizing effort and accomplishmentlate after the event.Begin team meetings with a quick round-up ofhighlights and successes for the month. This startsthe meeting on an energizing and solutions-focusednote, ensuring a more positive and productivemeeting.Align individual and team goals with broaderorganizational goals so employees can see how theircontribution impacts the organization’s goals, somaking work more meaningful.

Performance (25%)Introduce strengths and values awarenessexercises into the new starter’s induction processto clearly communicate that staff are encouragedto be themselves and play to their strengths.Ensure senior managers provide regular feedbackon performance and specific successes againstgoals. Create a team/company dashboard and a‘success visualizer’ to help communicate progressagainst critical performance measures.Help employees remove unnecessary rules andbureaucracy, and streamline processes to freethem up to do their best work.

HR Engagement Group. 29 October 2018

© Strengths Partnership Ltd. All Rights Reserved

 3 

ContentsThis Progress report is based on responses from 4 participants and includes the following sections:

1. Introduction

2. Current vs past engagement levelsThis section provides you with a graph showing the current levels of engagement and effectiveuse of strengths as completed on 27 August 2018 compared with the group's previous levels ofengagement

3. Shift in engagementThis section provides a view from the group of the benefits of any strengths-based programundertaken and any changes they would recommend to improve future initiatives

4. Tips for creating a positive and productive work cultureThis section provides tips for creating a positive and productive work culture, which can beimplemented in conjunction with your results

1. Introduction

The StrengthscopeEngage™ progress report isdesigned to show the current levels of engagementand effective use of strengths reported by anominated group, as well as any changes inengagement over time.

Strengthscope is the world’s most comprehensiveand innovative cloud-based strengths profiling systemthat helps energize peak performance at work.

We define strengths as the underlying qualities thatenergize you and that you are great at (or have thepotential to become great at).

Engaged employees tend to be committed to theirorganization’s goals and values, motivated tocontribute to organizational success, and are able toimprove their own sense of well-being.

This progress report focuses particularly onemployees’ effective use of their strengths in order todrive their engagement, drive their engagement.Research has shown that providing employees withsufficient opportunity to use their strengths at workcan increase engagement by up to 73% , drivingpositive organizational outcomes such as productivity,customer loyalty and discretionary effort .

Our model of engagement is shown below:

In addition, this report provides information on thereported benefits from strengths-basedinterventions experienced by the group.

Please note that the results of this report should beconsidered in conjunction with other information,including actual work results, observable levels ofeffort and energy, retention of key talent, etc.

This progress report is based on responses from 4participants and includes:

Section 2: A graph showing the current levels ofengagement and effective use of strengths ascompleted on 27 August 2018, as well as previousreported levels of engagement for comparison.

Section 3: The group’s feedback on the benefitsof the strengths-based program undertaken andany changes they would recommend to improvefuture initiatives.

Section 4: Tips for creating a positive andproductive work culture, which can be utilized inconjunction with your results.

and Please refer to the Strengthscope technical manual and/or handbookfor the full reference list.

®

1

2

1 2 ®

2. Current vs past engagement levels

The graph below shows the percentage of the group responding positively to the seven engagement questions,taking into account those who responded negatively and removing these from the total. These results are shownfor each time point where engagement was measured. Each bar shows current and previous levels ofengagement and effective use of strengths in each area.

Engagement levels for HR Engagement Group group over time Time 1 Time 2

OverallEngagement

Energy Performance Resilience Collaboration Stretch Well-being Support

The relevance of each question to work performance is shown in the table below. Look at your highest scoringareas - these may represent your greatest potential strengths. Look at your lowest scoring areas – these mayrepresent your greatest potential risks.

Area of engagement When score is lower... When score is higher...

Energy: I get a lot of positive energy from

my work

Little discretionary effort High discretionary effort

Performance: I have plenty of

opportunities to use my strengths in my

daily work

Limited productivity and performance High productivity and performance

Resilience: I have learned how to use my

strengths effectively to help overcome

even the toughest challenges

Inability to deal with change, ambiguity

and pressure

Capacity to deal with change, ambiguity

and pressure

Collaboration: I am comfortable asking

others in my team for help when I am

challenged with a task that doesn’t play to

my strengths

Little teamwork or cooperation Improved teamwork and cooperation

Stretch: At work I am often challenged to

develop and stretch my strengths well

beyond my comfort zone

Employee development limited Improved performance through

continuous development

Well-being: My work generally makes me

feel more happy and positive

Limited well-being and engagement Improved well-being and engagement

Management support: My manager helps

me to find opportunities to use my

strengths more effectively

Isolating, unsupportive environment More supportive environment

Perc

enta

ge o

f ra

ters

100

80

60

40

20

0

+18% +25% 0% +50% +25% 0% 0% +25%

No. of participants 4 N.B. Engagement score - OverallEngagement in graph above

Engagement

Time 1: 21% Time 2: 39%

66 33

66 33

33 66

33 66

33 66

33 66

33 66

3. Shift in engagement

The graph below shows responses to a series of questions about the impact of the strengths programundertaken by the group.

The Strengthscope profile and strengths-based development has...

Disagree Neutral Agree

Improved my levels of engagementwith my work (Energy)

Improved my performance and resultsat work (Performance)

Improved my capacity to deal withsetbacks and challenges (Resilience)

Improved the way I work with mycolleagues (Collaboration)

Improved my effectiveness in lookingfor ways to stretch and develop mystrengths (Stretch)

Improved my overall happiness andsense of well-being (Well-being)

Increased the number of opportunitiesI get to use my strengths at work(Management support)

®

0 20 40 60 80 100

No. of participants 4N.B. ‘shift’ score = average of greens

(agree) in graph aboveShift 57%

Vertbatim comments from the responses appear below:

What did you most value about the strengths-based development process?

"The ability to share and have others strengths to draw upon. Knowing where I can help others and others canhelp me.""Such an enlightening approach to use, I love it, how cool it this!""I appreciate the value this is bringing to the team and should be instilled throughout the company!"

What one improvement would you like to suggest to the team/organization to enable you to do your bestwork and make full use of your strengths?

"Try not work with each-other, not against them in times of heightened pressure. FYI, don't undermine andinterject others, listen to others.""I am proud and want to shout about my strengths to others but need full buy-in from my team, if they don'tbuy in fully then this approach won't work. Just open your minds and give it a try, it has already yielded positiveresults.""I would love this to be rolled out everywhere all over our global company as it will help those in seniormanagement see how easy it is to bring on board fresh new ideas and reap the benefits of it."To what extent do you feel that the strengths-based development process has contributed to a morepositive and productive organization on a rating scale of 1 to 10 (where 1 = Highly ineffective to 10 =Highly effective).

Lowest Rating Average Rating Highest Rating

Please provide some specific examples

"I understand my team so much better, I love strengths for loan what a great idea! ""Colleagues are more receptive of others but there is still a lot of work to do. The culture change still needssome work. We are in the early days.""I feel we can see tangible results and return on investment."

1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 9.0 10.0

4. Tips for creating a positive and productive work culture

Building a positive and productive work culture where employees can optimize their strengths and deliver theirbest work is a continuous process and requires positive leadership, an empowering environment and a focusedinvestment of time and resources.

This section provides advice on how to build on your highest ranked engagement areas and address your lowestranked engagement areas. This will help you to translate employees’ strengths and engagement into measurableresults.

The group’s highest ranked engagement areas and suggestions to help you build on these:

Resilience (50%)Ensure managers are competent to provideengaging performance feedback and coaching tohelp employees boost their strengths and minimizeweaker areas.Implement Peer Coaching Groups where peers canshare learnings on how they have successfullyovercome challenges and provide each other withfeedback. These can be self-managed or supportedby an internal or external facilitator.Don’t ignore weaknesses. Use creative ways toreduce the impact of limiting weaknesses and don'texpect them to become areas of mastery, if theperson's strengths lie in other areas. Creative waysinclude: helping the person to find partners withcomplementary strengths, mentoring and coaching,outsourcing parts of the work or findingtechnology-based solutions.

Stretch (50%)Help staff to develop their skills, experience andknowledge in areas of natural strength, ratherthan sending them on training courses to addressweaker areas.During performance reviews, encourage staff todiscuss how they would like to contribute to theteam’s goals in a way that most energizes andchallenges them.Challenge employees to undertake personal orteam ‘stretch’ assignments that enhance theirstrengths and contribute to the organization'sgoals and vision. Organize a voluntary ‘Dragon'sDen’ style event (i.e. a top managementevaluation panel) to review projects and toidentify winning entries.

The group’s lowest ranked engagement areas and suggestions to help you lessen the impact of these:

Energy (25%)Encourage managers and leaders to create anappreciative, positive work environment by spendingtime with staff. Train them to become better atspotting strengths and successes as they happenrather than recognizing effort and accomplishmentlate after the event.Begin team meetings with a quick round-up ofhighlights and successes for the month. This startsthe meeting on an energizing and solutions-focusednote, ensuring a more positive and productivemeeting.Align individual and team goals with broaderorganizational goals so employees can see how theircontribution impacts the organization’s goals, somaking work more meaningful.

Performance (25%)Introduce strengths and values awarenessexercises into the new starter’s induction processto clearly communicate that staff are encouragedto be themselves and play to their strengths.Ensure senior managers provide regular feedbackon performance and specific successes againstgoals. Create a team/company dashboard and a‘success visualizer’ to help communicate progressagainst critical performance measures.Help employees remove unnecessary rules andbureaucracy, and streamline processes to freethem up to do their best work.

HR Engagement Group. 29 October 2018

© Strengths Partnership Ltd. All Rights Reserved

 4 

ContentsThis Progress report is based on responses from 4 participants and includes the following sections:

1. Introduction

2. Current vs past engagement levelsThis section provides you with a graph showing the current levels of engagement and effectiveuse of strengths as completed on 27 August 2018 compared with the group's previous levels ofengagement

3. Shift in engagementThis section provides a view from the group of the benefits of any strengths-based programundertaken and any changes they would recommend to improve future initiatives

4. Tips for creating a positive and productive work cultureThis section provides tips for creating a positive and productive work culture, which can beimplemented in conjunction with your results

1. Introduction

The StrengthscopeEngage™ progress report isdesigned to show the current levels of engagementand effective use of strengths reported by anominated group, as well as any changes inengagement over time.

Strengthscope is the world’s most comprehensiveand innovative cloud-based strengths profiling systemthat helps energize peak performance at work.

We define strengths as the underlying qualities thatenergize you and that you are great at (or have thepotential to become great at).

Engaged employees tend to be committed to theirorganization’s goals and values, motivated tocontribute to organizational success, and are able toimprove their own sense of well-being.

This progress report focuses particularly onemployees’ effective use of their strengths in order todrive their engagement, drive their engagement.Research has shown that providing employees withsufficient opportunity to use their strengths at workcan increase engagement by up to 73% , drivingpositive organizational outcomes such as productivity,customer loyalty and discretionary effort .

Our model of engagement is shown below:

In addition, this report provides information on thereported benefits from strengths-basedinterventions experienced by the group.

Please note that the results of this report should beconsidered in conjunction with other information,including actual work results, observable levels ofeffort and energy, retention of key talent, etc.

This progress report is based on responses from 4participants and includes:

Section 2: A graph showing the current levels ofengagement and effective use of strengths ascompleted on 27 August 2018, as well as previousreported levels of engagement for comparison.

Section 3: The group’s feedback on the benefitsof the strengths-based program undertaken andany changes they would recommend to improvefuture initiatives.

Section 4: Tips for creating a positive andproductive work culture, which can be utilized inconjunction with your results.

and Please refer to the Strengthscope technical manual and/or handbookfor the full reference list.

®

1

2

1 2 ®

2. Current vs past engagement levels

The graph below shows the percentage of the group responding positively to the seven engagement questions,taking into account those who responded negatively and removing these from the total. These results are shownfor each time point where engagement was measured. Each bar shows current and previous levels ofengagement and effective use of strengths in each area.

Engagement levels for HR Engagement Group group over time Time 1 Time 2

OverallEngagement

Energy Performance Resilience Collaboration Stretch Well-being Support

The relevance of each question to work performance is shown in the table below. Look at your highest scoringareas - these may represent your greatest potential strengths. Look at your lowest scoring areas – these mayrepresent your greatest potential risks.

Area of engagement When score is lower... When score is higher...

Energy: I get a lot of positive energy from

my work

Little discretionary effort High discretionary effort

Performance: I have plenty of

opportunities to use my strengths in my

daily work

Limited productivity and performance High productivity and performance

Resilience: I have learned how to use my

strengths effectively to help overcome

even the toughest challenges

Inability to deal with change, ambiguity

and pressure

Capacity to deal with change, ambiguity

and pressure

Collaboration: I am comfortable asking

others in my team for help when I am

challenged with a task that doesn’t play to

my strengths

Little teamwork or cooperation Improved teamwork and cooperation

Stretch: At work I am often challenged to

develop and stretch my strengths well

beyond my comfort zone

Employee development limited Improved performance through

continuous development

Well-being: My work generally makes me

feel more happy and positive

Limited well-being and engagement Improved well-being and engagement

Management support: My manager helps

me to find opportunities to use my

strengths more effectively

Isolating, unsupportive environment More supportive environment

Perc

enta

ge o

f ra

ters

100

80

60

40

20

0

+18% +25% 0% +50% +25% 0% 0% +25%

No. of participants 4 N.B. Engagement score - OverallEngagement in graph above

Engagement

Time 1: 21% Time 2: 39%

66 33

66 33

33 66

33 66

33 66

33 66

33 66

3. Shift in engagement

The graph below shows responses to a series of questions about the impact of the strengths programundertaken by the group.

The Strengthscope profile and strengths-based development has...

Disagree Neutral Agree

Improved my levels of engagementwith my work (Energy)

Improved my performance and resultsat work (Performance)

Improved my capacity to deal withsetbacks and challenges (Resilience)

Improved the way I work with mycolleagues (Collaboration)

Improved my effectiveness in lookingfor ways to stretch and develop mystrengths (Stretch)

Improved my overall happiness andsense of well-being (Well-being)

Increased the number of opportunitiesI get to use my strengths at work(Management support)

®

0 20 40 60 80 100

No. of participants 4N.B. ‘shift’ score = average of greens

(agree) in graph aboveShift 57%

Vertbatim comments from the responses appear below:

What did you most value about the strengths-based development process?

"The ability to share and have others strengths to draw upon. Knowing where I can help others and others canhelp me.""Such an enlightening approach to use, I love it, how cool it this!""I appreciate the value this is bringing to the team and should be instilled throughout the company!"

What one improvement would you like to suggest to the team/organization to enable you to do your bestwork and make full use of your strengths?

"Try not work with each-other, not against them in times of heightened pressure. FYI, don't undermine andinterject others, listen to others.""I am proud and want to shout about my strengths to others but need full buy-in from my team, if they don'tbuy in fully then this approach won't work. Just open your minds and give it a try, it has already yielded positiveresults.""I would love this to be rolled out everywhere all over our global company as it will help those in seniormanagement see how easy it is to bring on board fresh new ideas and reap the benefits of it."To what extent do you feel that the strengths-based development process has contributed to a morepositive and productive organization on a rating scale of 1 to 10 (where 1 = Highly ineffective to 10 =Highly effective).

Lowest Rating Average Rating Highest Rating

Please provide some specific examples

"I understand my team so much better, I love strengths for loan what a great idea! ""Colleagues are more receptive of others but there is still a lot of work to do. The culture change still needssome work. We are in the early days.""I feel we can see tangible results and return on investment."

1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 9.0 10.0

4. Tips for creating a positive and productive work culture

Building a positive and productive work culture where employees can optimize their strengths and deliver theirbest work is a continuous process and requires positive leadership, an empowering environment and a focusedinvestment of time and resources.

This section provides advice on how to build on your highest ranked engagement areas and address your lowestranked engagement areas. This will help you to translate employees’ strengths and engagement into measurableresults.

The group’s highest ranked engagement areas and suggestions to help you build on these:

Resilience (50%)Ensure managers are competent to provideengaging performance feedback and coaching tohelp employees boost their strengths and minimizeweaker areas.Implement Peer Coaching Groups where peers canshare learnings on how they have successfullyovercome challenges and provide each other withfeedback. These can be self-managed or supportedby an internal or external facilitator.Don’t ignore weaknesses. Use creative ways toreduce the impact of limiting weaknesses and don'texpect them to become areas of mastery, if theperson's strengths lie in other areas. Creative waysinclude: helping the person to find partners withcomplementary strengths, mentoring and coaching,outsourcing parts of the work or findingtechnology-based solutions.

Stretch (50%)Help staff to develop their skills, experience andknowledge in areas of natural strength, ratherthan sending them on training courses to addressweaker areas.During performance reviews, encourage staff todiscuss how they would like to contribute to theteam’s goals in a way that most energizes andchallenges them.Challenge employees to undertake personal orteam ‘stretch’ assignments that enhance theirstrengths and contribute to the organization'sgoals and vision. Organize a voluntary ‘Dragon'sDen’ style event (i.e. a top managementevaluation panel) to review projects and toidentify winning entries.

The group’s lowest ranked engagement areas and suggestions to help you lessen the impact of these:

Energy (25%)Encourage managers and leaders to create anappreciative, positive work environment by spendingtime with staff. Train them to become better atspotting strengths and successes as they happenrather than recognizing effort and accomplishmentlate after the event.Begin team meetings with a quick round-up ofhighlights and successes for the month. This startsthe meeting on an energizing and solutions-focusednote, ensuring a more positive and productivemeeting.Align individual and team goals with broaderorganizational goals so employees can see how theircontribution impacts the organization’s goals, somaking work more meaningful.

Performance (25%)Introduce strengths and values awarenessexercises into the new starter’s induction processto clearly communicate that staff are encouragedto be themselves and play to their strengths.Ensure senior managers provide regular feedbackon performance and specific successes againstgoals. Create a team/company dashboard and a‘success visualizer’ to help communicate progressagainst critical performance measures.Help employees remove unnecessary rules andbureaucracy, and streamline processes to freethem up to do their best work.

HR Engagement Group. 29 October 2018

© Strengths Partnership Ltd. All Rights Reserved

 5 

ContentsThis Progress report is based on responses from 4 participants and includes the following sections:

1. Introduction

2. Current vs past engagement levelsThis section provides you with a graph showing the current levels of engagement and effectiveuse of strengths as completed on 27 August 2018 compared with the group's previous levels ofengagement

3. Shift in engagementThis section provides a view from the group of the benefits of any strengths-based programundertaken and any changes they would recommend to improve future initiatives

4. Tips for creating a positive and productive work cultureThis section provides tips for creating a positive and productive work culture, which can beimplemented in conjunction with your results

1. Introduction

The StrengthscopeEngage™ progress report isdesigned to show the current levels of engagementand effective use of strengths reported by anominated group, as well as any changes inengagement over time.

Strengthscope is the world’s most comprehensiveand innovative cloud-based strengths profiling systemthat helps energize peak performance at work.

We define strengths as the underlying qualities thatenergize you and that you are great at (or have thepotential to become great at).

Engaged employees tend to be committed to theirorganization’s goals and values, motivated tocontribute to organizational success, and are able toimprove their own sense of well-being.

This progress report focuses particularly onemployees’ effective use of their strengths in order todrive their engagement, drive their engagement.Research has shown that providing employees withsufficient opportunity to use their strengths at workcan increase engagement by up to 73% , drivingpositive organizational outcomes such as productivity,customer loyalty and discretionary effort .

Our model of engagement is shown below:

In addition, this report provides information on thereported benefits from strengths-basedinterventions experienced by the group.

Please note that the results of this report should beconsidered in conjunction with other information,including actual work results, observable levels ofeffort and energy, retention of key talent, etc.

This progress report is based on responses from 4participants and includes:

Section 2: A graph showing the current levels ofengagement and effective use of strengths ascompleted on 27 August 2018, as well as previousreported levels of engagement for comparison.

Section 3: The group’s feedback on the benefitsof the strengths-based program undertaken andany changes they would recommend to improvefuture initiatives.

Section 4: Tips for creating a positive andproductive work culture, which can be utilized inconjunction with your results.

and Please refer to the Strengthscope technical manual and/or handbookfor the full reference list.

®

1

2

1 2 ®

2. Current vs past engagement levels

The graph below shows the percentage of the group responding positively to the seven engagement questions,taking into account those who responded negatively and removing these from the total. These results are shownfor each time point where engagement was measured. Each bar shows current and previous levels ofengagement and effective use of strengths in each area.

Engagement levels for HR Engagement Group group over time Time 1 Time 2

OverallEngagement

Energy Performance Resilience Collaboration Stretch Well-being Support

The relevance of each question to work performance is shown in the table below. Look at your highest scoringareas - these may represent your greatest potential strengths. Look at your lowest scoring areas – these mayrepresent your greatest potential risks.

Area of engagement When score is lower... When score is higher...

Energy: I get a lot of positive energy from

my work

Little discretionary effort High discretionary effort

Performance: I have plenty of

opportunities to use my strengths in my

daily work

Limited productivity and performance High productivity and performance

Resilience: I have learned how to use my

strengths effectively to help overcome

even the toughest challenges

Inability to deal with change, ambiguity

and pressure

Capacity to deal with change, ambiguity

and pressure

Collaboration: I am comfortable asking

others in my team for help when I am

challenged with a task that doesn’t play to

my strengths

Little teamwork or cooperation Improved teamwork and cooperation

Stretch: At work I am often challenged to

develop and stretch my strengths well

beyond my comfort zone

Employee development limited Improved performance through

continuous development

Well-being: My work generally makes me

feel more happy and positive

Limited well-being and engagement Improved well-being and engagement

Management support: My manager helps

me to find opportunities to use my

strengths more effectively

Isolating, unsupportive environment More supportive environment

Perc

enta

ge o

f ra

ters

100

80

60

40

20

0

+18% +25% 0% +50% +25% 0% 0% +25%

No. of participants 4 N.B. Engagement score - OverallEngagement in graph above

Engagement

Time 1: 21% Time 2: 39%

66 33

66 33

33 66

33 66

33 66

33 66

33 66

3. Shift in engagement

The graph below shows responses to a series of questions about the impact of the strengths programundertaken by the group.

The Strengthscope profile and strengths-based development has...

Disagree Neutral Agree

Improved my levels of engagementwith my work (Energy)

Improved my performance and resultsat work (Performance)

Improved my capacity to deal withsetbacks and challenges (Resilience)

Improved the way I work with mycolleagues (Collaboration)

Improved my effectiveness in lookingfor ways to stretch and develop mystrengths (Stretch)

Improved my overall happiness andsense of well-being (Well-being)

Increased the number of opportunitiesI get to use my strengths at work(Management support)

®

0 20 40 60 80 100

No. of participants 4N.B. ‘shift’ score = average of greens

(agree) in graph aboveShift 57%

Vertbatim comments from the responses appear below:

What did you most value about the strengths-based development process?

"The ability to share and have others strengths to draw upon. Knowing where I can help others and others canhelp me.""Such an enlightening approach to use, I love it, how cool it this!""I appreciate the value this is bringing to the team and should be instilled throughout the company!"

What one improvement would you like to suggest to the team/organization to enable you to do your bestwork and make full use of your strengths?

"Try not work with each-other, not against them in times of heightened pressure. FYI, don't undermine andinterject others, listen to others.""I am proud and want to shout about my strengths to others but need full buy-in from my team, if they don'tbuy in fully then this approach won't work. Just open your minds and give it a try, it has already yielded positiveresults.""I would love this to be rolled out everywhere all over our global company as it will help those in seniormanagement see how easy it is to bring on board fresh new ideas and reap the benefits of it."To what extent do you feel that the strengths-based development process has contributed to a morepositive and productive organization on a rating scale of 1 to 10 (where 1 = Highly ineffective to 10 =Highly effective).

Lowest Rating Average Rating Highest Rating

Please provide some specific examples

"I understand my team so much better, I love strengths for loan what a great idea! ""Colleagues are more receptive of others but there is still a lot of work to do. The culture change still needssome work. We are in the early days.""I feel we can see tangible results and return on investment."

1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 9.0 10.0

4. Tips for creating a positive and productive work culture

Building a positive and productive work culture where employees can optimize their strengths and deliver theirbest work is a continuous process and requires positive leadership, an empowering environment and a focusedinvestment of time and resources.

This section provides advice on how to build on your highest ranked engagement areas and address your lowestranked engagement areas. This will help you to translate employees’ strengths and engagement into measurableresults.

The group’s highest ranked engagement areas and suggestions to help you build on these:

Resilience (50%)Ensure managers are competent to provideengaging performance feedback and coaching tohelp employees boost their strengths and minimizeweaker areas.Implement Peer Coaching Groups where peers canshare learnings on how they have successfullyovercome challenges and provide each other withfeedback. These can be self-managed or supportedby an internal or external facilitator.Don’t ignore weaknesses. Use creative ways toreduce the impact of limiting weaknesses and don'texpect them to become areas of mastery, if theperson's strengths lie in other areas. Creative waysinclude: helping the person to find partners withcomplementary strengths, mentoring and coaching,outsourcing parts of the work or findingtechnology-based solutions.

Stretch (50%)Help staff to develop their skills, experience andknowledge in areas of natural strength, ratherthan sending them on training courses to addressweaker areas.During performance reviews, encourage staff todiscuss how they would like to contribute to theteam’s goals in a way that most energizes andchallenges them.Challenge employees to undertake personal orteam ‘stretch’ assignments that enhance theirstrengths and contribute to the organization'sgoals and vision. Organize a voluntary ‘Dragon'sDen’ style event (i.e. a top managementevaluation panel) to review projects and toidentify winning entries.

The group’s lowest ranked engagement areas and suggestions to help you lessen the impact of these:

Energy (25%)Encourage managers and leaders to create anappreciative, positive work environment by spendingtime with staff. Train them to become better atspotting strengths and successes as they happenrather than recognizing effort and accomplishmentlate after the event.Begin team meetings with a quick round-up ofhighlights and successes for the month. This startsthe meeting on an energizing and solutions-focusednote, ensuring a more positive and productivemeeting.Align individual and team goals with broaderorganizational goals so employees can see how theircontribution impacts the organization’s goals, somaking work more meaningful.

Performance (25%)Introduce strengths and values awarenessexercises into the new starter’s induction processto clearly communicate that staff are encouragedto be themselves and play to their strengths.Ensure senior managers provide regular feedbackon performance and specific successes againstgoals. Create a team/company dashboard and a‘success visualizer’ to help communicate progressagainst critical performance measures.Help employees remove unnecessary rules andbureaucracy, and streamline processes to freethem up to do their best work.

HR Engagement Group. 29 October 2018

© Strengths Partnership Ltd. All Rights Reserved

 6 

ContentsThis Progress report is based on responses from 4 participants and includes the following sections:

1. Introduction

2. Current vs past engagement levelsThis section provides you with a graph showing the current levels of engagement and effectiveuse of strengths as completed on 27 August 2018 compared with the group's previous levels ofengagement

3. Shift in engagementThis section provides a view from the group of the benefits of any strengths-based programundertaken and any changes they would recommend to improve future initiatives

4. Tips for creating a positive and productive work cultureThis section provides tips for creating a positive and productive work culture, which can beimplemented in conjunction with your results

1. Introduction

The StrengthscopeEngage™ progress report isdesigned to show the current levels of engagementand effective use of strengths reported by anominated group, as well as any changes inengagement over time.

Strengthscope is the world’s most comprehensiveand innovative cloud-based strengths profiling systemthat helps energize peak performance at work.

We define strengths as the underlying qualities thatenergize you and that you are great at (or have thepotential to become great at).

Engaged employees tend to be committed to theirorganization’s goals and values, motivated tocontribute to organizational success, and are able toimprove their own sense of well-being.

This progress report focuses particularly onemployees’ effective use of their strengths in order todrive their engagement, drive their engagement.Research has shown that providing employees withsufficient opportunity to use their strengths at workcan increase engagement by up to 73% , drivingpositive organizational outcomes such as productivity,customer loyalty and discretionary effort .

Our model of engagement is shown below:

In addition, this report provides information on thereported benefits from strengths-basedinterventions experienced by the group.

Please note that the results of this report should beconsidered in conjunction with other information,including actual work results, observable levels ofeffort and energy, retention of key talent, etc.

This progress report is based on responses from 4participants and includes:

Section 2: A graph showing the current levels ofengagement and effective use of strengths ascompleted on 27 August 2018, as well as previousreported levels of engagement for comparison.

Section 3: The group’s feedback on the benefitsof the strengths-based program undertaken andany changes they would recommend to improvefuture initiatives.

Section 4: Tips for creating a positive andproductive work culture, which can be utilized inconjunction with your results.

and Please refer to the Strengthscope technical manual and/or handbookfor the full reference list.

®

1

2

1 2 ®

2. Current vs past engagement levels

The graph below shows the percentage of the group responding positively to the seven engagement questions,taking into account those who responded negatively and removing these from the total. These results are shownfor each time point where engagement was measured. Each bar shows current and previous levels ofengagement and effective use of strengths in each area.

Engagement levels for HR Engagement Group group over time Time 1 Time 2

OverallEngagement

Energy Performance Resilience Collaboration Stretch Well-being Support

The relevance of each question to work performance is shown in the table below. Look at your highest scoringareas - these may represent your greatest potential strengths. Look at your lowest scoring areas – these mayrepresent your greatest potential risks.

Area of engagement When score is lower... When score is higher...

Energy: I get a lot of positive energy from

my work

Little discretionary effort High discretionary effort

Performance: I have plenty of

opportunities to use my strengths in my

daily work

Limited productivity and performance High productivity and performance

Resilience: I have learned how to use my

strengths effectively to help overcome

even the toughest challenges

Inability to deal with change, ambiguity

and pressure

Capacity to deal with change, ambiguity

and pressure

Collaboration: I am comfortable asking

others in my team for help when I am

challenged with a task that doesn’t play to

my strengths

Little teamwork or cooperation Improved teamwork and cooperation

Stretch: At work I am often challenged to

develop and stretch my strengths well

beyond my comfort zone

Employee development limited Improved performance through

continuous development

Well-being: My work generally makes me

feel more happy and positive

Limited well-being and engagement Improved well-being and engagement

Management support: My manager helps

me to find opportunities to use my

strengths more effectively

Isolating, unsupportive environment More supportive environment

Perc

enta

ge o

f ra

ters

100

80

60

40

20

0

+18% +25% 0% +50% +25% 0% 0% +25%

No. of participants 4 N.B. Engagement score - OverallEngagement in graph above

Engagement

Time 1: 21% Time 2: 39%

66 33

66 33

33 66

33 66

33 66

33 66

33 66

3. Shift in engagement

The graph below shows responses to a series of questions about the impact of the strengths programundertaken by the group.

The Strengthscope profile and strengths-based development has...

Disagree Neutral Agree

Improved my levels of engagementwith my work (Energy)

Improved my performance and resultsat work (Performance)

Improved my capacity to deal withsetbacks and challenges (Resilience)

Improved the way I work with mycolleagues (Collaboration)

Improved my effectiveness in lookingfor ways to stretch and develop mystrengths (Stretch)

Improved my overall happiness andsense of well-being (Well-being)

Increased the number of opportunitiesI get to use my strengths at work(Management support)

®

0 20 40 60 80 100

No. of participants 4N.B. ‘shift’ score = average of greens

(agree) in graph aboveShift 57%

Vertbatim comments from the responses appear below:

What did you most value about the strengths-based development process?

"The ability to share and have others strengths to draw upon. Knowing where I can help others and others canhelp me.""Such an enlightening approach to use, I love it, how cool it this!""I appreciate the value this is bringing to the team and should be instilled throughout the company!"

What one improvement would you like to suggest to the team/organization to enable you to do your bestwork and make full use of your strengths?

"Try not work with each-other, not against them in times of heightened pressure. FYI, don't undermine andinterject others, listen to others.""I am proud and want to shout about my strengths to others but need full buy-in from my team, if they don'tbuy in fully then this approach won't work. Just open your minds and give it a try, it has already yielded positiveresults.""I would love this to be rolled out everywhere all over our global company as it will help those in seniormanagement see how easy it is to bring on board fresh new ideas and reap the benefits of it."To what extent do you feel that the strengths-based development process has contributed to a morepositive and productive organization on a rating scale of 1 to 10 (where 1 = Highly ineffective to 10 =Highly effective).

Lowest Rating Average Rating Highest Rating

Please provide some specific examples

"I understand my team so much better, I love strengths for loan what a great idea! ""Colleagues are more receptive of others but there is still a lot of work to do. The culture change still needssome work. We are in the early days.""I feel we can see tangible results and return on investment."

1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 9.0 10.0

4. Tips for creating a positive and productive work culture

Building a positive and productive work culture where employees can optimize their strengths and deliver theirbest work is a continuous process and requires positive leadership, an empowering environment and a focusedinvestment of time and resources.

This section provides advice on how to build on your highest ranked engagement areas and address your lowestranked engagement areas. This will help you to translate employees’ strengths and engagement into measurableresults.

The group’s highest ranked engagement areas and suggestions to help you build on these:

Resilience (50%)Ensure managers are competent to provideengaging performance feedback and coaching tohelp employees boost their strengths and minimizeweaker areas.Implement Peer Coaching Groups where peers canshare learnings on how they have successfullyovercome challenges and provide each other withfeedback. These can be self-managed or supportedby an internal or external facilitator.Don’t ignore weaknesses. Use creative ways toreduce the impact of limiting weaknesses and don'texpect them to become areas of mastery, if theperson's strengths lie in other areas. Creative waysinclude: helping the person to find partners withcomplementary strengths, mentoring and coaching,outsourcing parts of the work or findingtechnology-based solutions.

Stretch (50%)Help staff to develop their skills, experience andknowledge in areas of natural strength, ratherthan sending them on training courses to addressweaker areas.During performance reviews, encourage staff todiscuss how they would like to contribute to theteam’s goals in a way that most energizes andchallenges them.Challenge employees to undertake personal orteam ‘stretch’ assignments that enhance theirstrengths and contribute to the organization'sgoals and vision. Organize a voluntary ‘Dragon'sDen’ style event (i.e. a top managementevaluation panel) to review projects and toidentify winning entries.

The group’s lowest ranked engagement areas and suggestions to help you lessen the impact of these:

Energy (25%)Encourage managers and leaders to create anappreciative, positive work environment by spendingtime with staff. Train them to become better atspotting strengths and successes as they happenrather than recognizing effort and accomplishmentlate after the event.Begin team meetings with a quick round-up ofhighlights and successes for the month. This startsthe meeting on an energizing and solutions-focusednote, ensuring a more positive and productivemeeting.Align individual and team goals with broaderorganizational goals so employees can see how theircontribution impacts the organization’s goals, somaking work more meaningful.

Performance (25%)Introduce strengths and values awarenessexercises into the new starter’s induction processto clearly communicate that staff are encouragedto be themselves and play to their strengths.Ensure senior managers provide regular feedbackon performance and specific successes againstgoals. Create a team/company dashboard and a‘success visualizer’ to help communicate progressagainst critical performance measures.Help employees remove unnecessary rules andbureaucracy, and streamline processes to freethem up to do their best work.

HR Engagement Group. 29 October 2018

© Strengths Partnership Ltd. All Rights Reserved

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