The productive use of strengths: a shared responsibility

Abstract

Suggests that the only way to get the right person in the right job at the right time is through understanding the unique make‐up of the employee and using that knowledge to satisfy the operational needs of the organization and the motivational needs of the individual. The failure of organizations to adequately recognize and address this issue presents trainers and the training organization with a key responsibility: educating their organization on the critical importance of job‐fit to the overall productivity of the organization and preparing both line managers and employees for their shared responsibilities in the productive use of employee strengths.