Is Gallup Strengths Performance Model Right for You?

Whether you are an individual or a business, if you are trying to determine whether or not a Gallup strengths performance model is right for you then this article will help. Many organizations do use this type of tool, including many local, state and federal government agencies. 

There are many types of these systems, and for various purposes. As they can vary from use to purpose, this article will provide a general overview of how they work. 

This first paragraph is going to give you a basic introduction to the different types of systems. Once you have read that, you will be better prepared to take a look at the general advantages and disadvantages of each type. Hopefully you will see why some of the same systems may have slightly different implications for your organization. 

A Gallup strengths performance model is a complex model that has been developed specifically for the purpose of measuring employees' strengths. These models are also referred to as performance ratings or performance assessments. The purpose of the Gallup structure is to provide quantitative information. While most companies have their own systems, some use what they have at their disposal. 

In fact, a Gallup assessment system provides accurate information that reveals how your employees have positioned themselves relative to your company, and how well they have fulfilled their own strengths. The system gives you answers on such things as your current and projected employee strengths, which position they have held relative to your goals and targets, and so on. As a result, you will know how your employees perform, and what they have contributed to your company. 

While a Gallup strengths rating and performance model are definitely the best way to measure the performance of your employees, the system must be used correctly. This means that you need to assess your strengths and weaknesses as well as evaluating the strengths of your employees, and use the information to improve your performance. 

Unfortunately, many organizations will not use the information in the performance analysis to implement changes. They don't take advantage of the measurement tools to find out exactly where they are weak and implement corrective actions. 

Instead, they overlook this valuable strength based approach questions and start from scratch with an inferior performance model that doesn't really help them understand what they are doing. Ultimately, the downfalls of such an approach are twofold: 

Since the system is based on the strengths and weaknesses of the employees, it causes a lot of strain on self-confidence. When a person knows that he is weak, he is often not motivated to do the things that he needs to do to improve his situation. Conversely, when the employee is motivated by a clear understanding of his strengths, he is more likely to do the things that he needs to do to become more productive. 

Since the weaknesses of the employee are recognized, the sense of self-confidence that was the root cause of the weakness is also increased. For example, if the employee knows that he has weak problem solving skills, he may try to solve a particular problem by simply thinking of what he would have done in the past. On the other hand, if he knows that he is good at problem solving, he may try to find a solution to a particular problem that requires some thinking, so that he can demonstrate his ability to solve difficult problems. 

Disadvantages of an evaluation system can easily be identified if you compare the strengths that the individual sees in himself to the strengths that are associated with him. If he sees himself as a strong team player and if he sees himself as a problem solver, then the weaknesses may come through as lack of initiative, confidence, and self-confidence. 

Before you make any judgment about your organization's culture, look at the strengths and weaknesses of the people who populate your organization. You may very well find that you have strengths and weaknesses that are more in line with your own capabilities than those of your employees.