Chapter 3
Build on People’s Strengths and Interests
Creating Extra Value for Everyone
The need for organizations to develop their human capital will not come as big news to anyone. It has long been recognized by elite knowledge-intensive businesses like Goldman Sachs, McKinsey, and Johns Hopkins Hospital. More recent examples include Microsoft, Google, and Apple. But we contend that this process is not confined to specialized, high-tech, or high-finance organizations or occupations. It will increasingly become characteristic of the wider employment relationship, including in traditional “blue-collar” industries and franchises such as McDonald’s, whose UK training program in hospitality and catering awards employees with nationally recognized ...
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