FEBRUARY 18th, 10:00 am – 11:00 am, Session B
Presented by Melinda Figeley Dean, Vice President of Human Performance Strategies
For decades, organizations have focused the efforts on employees on “fixing” their weaknesses. This focused effort, though well-intentioned, has been largely unsuccessful. Now, progressive organizations are increasingly focused on fostering a strengths-based culture in which employees work collaboratively with their managers to identify, develop, and apply their strengths in the workplace.
In this workshop, we will discuss a new concept for defining and identifying “strengths.” We will also explore strategies for leveraging employee strengths in the workplace, which can empower employees and create a more productive organization that fully utilizes its human talent.
- Differentiate between traditional and strengths-based approaches to employee and team development
- Define “strengths” and why they are critical to performance
- Debunk the “myth of the well-rounded leader” and its implications in individual performance and development
- Find out what leaders need to know about “followers”
- Evaluate assessment tools for determining individual and team strengths
- Summarize the organizational preparation needed to successfully launch a strengths-based program
- Understand each step to building strengths-based teams and organizations
Melinda Figeley Dean, SPHR, is partner/vice president of Human Performance Strategies (HPS), a management consulting and leadership development firm in Austin. She has 21 years of human resources management experience, including 16 years at the senior management/executive level, in industries such as telecommunications, technology, manufacturing, insurance, services, and healthcare.
Melinda’s areas of specialization in human resources include organizational assessment/development; employee/labor relations; internal investigation; human resources risk assessment; union-awareness and union strategy development; and union-awareness management training.
In her work with HPS, Melinda has been a consultant to many companies throughout the United States, including for-profit and not-for-profit organizations in the high-tech, financial, staffing, legal and health care industries; and she has been a frequent guest speaker on management, leadership and human resources issues to professional groups in Texas, New York, and California.
Melinda began her human resources career with General Motors Corporation in Flint, Michigan. In this role, she supported 8,000 union-represented employees in a 3.5 million square foot manufacturing plant, which had been the location of the historical 1936-37 “sit-down strike,” an event that ultimately led to the formation of the United Auto Workers (UAW).
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