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Stryker Success Story

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Leading with integrity, committing to customers, understanding the strengths of employees and staying ahead of the competition: Stryker proves that large organizations, specifically within the competitive field of healthcare, can choose integrity and dedication to outperform the competition.

One example of Stryker's commitment to its employees is seen in its decades-long partnership with Gallup.

Using Talent Offense to Succeed

With roughly 36,000 employees and around 300 active strengths coaches embedded in the organization, Stryker has put great thought into hiring the right people who are the best talent to achieve its mission of making healthcare better. "Talent offense," a concept used throughout the company, refers to the way Stryker goes about hiring, engaging and developing employees. This approach, used in tandem with CliftonStrengths?, proves to effectively produce market-leading business results.

For decades, Stryker has been on the cutting edge of talent-based behavioral economics to hire great people with the needed talent to succeed, place these hires with great managers and ensure the company's culture aligns with its mission. The strategy reveals how Stryker manages its most important asset -- people. The "talent offense" speaks to the competitive spirit of Stryker; its ability to find and hire great talent differentiates the company from its competition.

Hiring the right employees reaches farther than aligning culture and mission. By using a talent offense as a hiring mechanism, revenue grows due to having stronger employees throughout the company while costs shrink due to a lower turnover rate. Overall, more talented employees mean more productivity and efficiency.

Born from a place of intention and purpose, this strategic hiring concept is an ingenious blend of Stryker's talent offense and Gallup's expertise in creating exceptional workplaces.

By using a talent offense as a hiring mechanism, revenue grows due to having stronger employees throughout the company while costs shrink due to a lower turnover rate.

More Than Just a "Feel Good" Initiative

With steady growth in revenue from year to year, Stryker's people-centric approach leads the company to successful business outcomes. Because it is driven to make the field of healthcare even better, Stryker has been fully committed for years to discovering and leading with strengths.

However, the implementation is not the finish line. As a company, Stryker sees the bigger picture when it comes to strengths. A strengths-based leadership approach has improved the company's culture, employee engagement and performance. Top five strengths can be seen listed on employee badges, in specific internal meetings and on employees' desks. Gallup-Certified Strengths Coaches throughout Stryker ensure that employees are personally using their strengths, and that they're doing what they do best, every single day.

This idea, getting to do what you do best, is a component of the Q12? survey, which Stryker has also espoused as a way to consistently measure employee engagement within the organization. Always striving to do better and be greater, Stryker continues to partner with Gallup to focus its efforts and energy on strengths and engagement - ultimately creating a high-performance workplace culture for its employees.

Stryker not only has confidence in the future, but also continues to innovate and achieve measurable results within its industry while caring for and investing in its employees. Stryker leaders' ongoing drive for performance excellence is infectious -- but it is their love for people and appreciation of their strengths that's key.

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