Abstract
Applying a strengths-based approach to performance management has previously been proposed as an improvement. We present results from a large, randomised workplace trial in the UK civil service of management training in strengths-based performance coaching. The trial sheds new light on the impacts that accrue and changes in the nature of performance conversations. Our findings suggest that a strengths-based approach helps employees develop, but evidence on this translating into improved job performance is weaker. As hypothesised, we observe changes to performance conversations, in that the manager training leads to more developmental and supportive performance conversations. However, we see no significant increase in discussion of job-related challenges and no reduction in discussion of performance assessment. Whilst the strengths-based approach does not change conversations exactly as hypothesised it nonetheless helps them to be purposeful and constructive.
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