Stryker Uses Talent Offense to Succeed | Gallup

Stryker Uses Talent Offense to Succeed | Gallup


What’s it like to work at Stryker? It’s a
a collection of individuals that you are surrounded with that make you better,
that are all striving to make an impact with our customers and ultimately
with our patients. We approach hiring, talent, development, all of those things
from a place of intention. There’s a balance that we approach roles from a
place of success and fulfillment it’s easy in a lot of organizations to look
at you know what are those full metrics to make somebody successful. But having
a true Talent Offense is also looking at what’s going to fulfill that employee
and what’s the balance of that and strengths and Gallup helps us do that. It’s about putting your people first you know it’s about putting the right people in
the right roles and maximizing their potential and and I think that the
strength-based approach within that Talent Offense really allows us to put
the very best people in the right roles and get the very best out of them
maximize their potential based on them leading with their strengths and
doing what they do best. The thing I love most about strengths is it provides a
language and it helps individuals to identify those elements in themselves
that they may have not, they may have not thought of before and I watch it
from a team environment and it really helps to defuse conflict it helps us to
better manage projects or initiatives because we can really
purposefully develop and build teams with complementary strengths. I love the fact that with strengths one of the best things is that it enables you to almost
leverage who you are and let go of who you’re not and I think the beauty of
then working in teams is that you have people that are surrounded or you know
that surround you that can almost make up for the things that you’re not. With a strength-based approach what you’re really doing is you’re allowing
your people to be their very best and to bring their very best
and at Stryker when we allow our people to thrive and when we maximize that
potential through giving them the ability to lead with their strengths
every time we see that their performance is maximized and that the outcomes are
not just delivered on but exceeded on. We see it every single day
within the industry that we’re in when you walk into a hospital for example and
the staff is engaged you get great outcomes and that’s the same with
Stryker and I’m sure it’s the same in any organization and so to drive
great engagement with your employees number one I think foundationally people
just want to know that they’re appreciated that they’re heard that
they’re respected that what they bring as a strength is recognized and so
driving engagement only allows you to really maximize the collection of
talents you have on the team and ultimately that translates into great
performance because folks are engaged it gets down to the foundational level of
trust you know you have a great team when people can show up with what their
strengths are then you got a trusting team you’ve got an aligned team you have
a vulnerable team you have a team that can accelerate and go fast and make
decisions. When I think about the Stryker and the Gallup relationship it is really
over time been a tremendous formula it’s given us a lot of consistency it’s given
us a lot of stability and how we attract great talent, how we develop great talent,
and how we really ultimately drive engagement which really is the funnel to
us achieving our mission statement and so that partnership that alignment is
foundational it is the fabric of what Stryker has been built on over the years. What I’ve come to learn is that relationship driven nature that Stryker
has is truly unique to our organization and I think Gallup has a huge part to do
with that because Gallup plays such an integral role in the entire lifecycle of
an employee’s time with Stryker so it’s everything from how we brand ourselves,
how we hire people, how we recruit, how we develop our internal employees all the
way down to how do we use something like a tool like strengths every single day
in every aspect of that employees role and so again we’re looking at people as
people first and employees second and I think Gallup and Stryker have really
shaped that culture and you can see it every single day. So that performance orientation for them success is never they’re never done they always want to
get better. So they’re always asking how do we take things to the next level, how
do we continue to grow as a business, how do we get better and I think it’s that
pursuit of improvement that has a huge part in a reason that they’re successful
and you combine that with their belief in people and the importance of people
that they can’t be successful without talented people without a growing base
of leaders that just comes naturally to their view of growth and success as a
company. We’re driven our mission statement states just that; together with
our customers we’ve driven to make healthcare better and there’s three
words that I love about that. Together, I think that describes Stryker. We’re a
closely knit culture that’s really hard to match it’s kind of our force
multiplier this talent driven culture that we have and that driven piece is
really it describes kind of the mentality that while we all bring
something unique to the table we are aligned on being driven and in striving
for excellence and growth. And better, I love that word better because it’s not
best it’s not a sense of arrogance but it’s a sense of
a constant effort to try to get better to make health care better, to make our
team’s better, to make our people better. Working at Stryker it’s amazing for me it
actually it feels like home because you’re surrounded by people who have
the same intent, they have the same desire to to make healthcare better.

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