June 2018

Do Your Staff Have The Capability To Do Their Jobs?

I’ve noticed a trend.

Ten years ago, I selected the term capability as a collective noun for education, knowledge, experience, technical & behavioural competency and track record. I’ve written about this before.

The idea of focusing on scoring capability was new and a bit off the beaten track: interesting but not critical. People spoke about training and development, competencies, skills development, team building, formal education, workshops, seminars, certificates, on the job training, coaching and so on.

But no-one spoke about capability or scoring capability. Performance was scored, training was a possible outcome of a development discussion. The outcome of the training was assumed to be positive.

And we all know what assume stands for.

We have to measure performance and capability to answer a fundamental question: Do your staff have the capability to perform in their current jobs?

And in the recruitment, selection, transfer and promotion space: does this person have the required capability to perform in the role we have in mind for him or her?

The short answer is: we don’t know. We guess, we hope, we think, we estimate, we trust but we don’t measure.

Recently, I’ve noticed that capability is coming of age. From nowhere 10 years ago, the word is creeping into HR and management lexicon. I write this today because an article about tax breaks in the US mentions an increased focus on training and development, not salary increases. Interesting.

I suspect though that the investment will be disappointing while training companies make lots of cash. Why? Because the ROI for millions of training options remains subjective and unmeasured.

It’s time to measure capability per person per job and to implement focused capability development options to improve specific, job-relevant capabilities.

If you’d like to know more, please click here and I’ll contact you. All best.

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