4 Capability Framework Examples
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A capability framework defines the essential skills, knowledge, and behaviors needed for an organization to meet its goals, consisting of core capabilities and sub-capabilities. The document discusses examples from both private and public sectors, illustrating how these frameworks can differ and the importance of aligning performance with organizational outcomes. It emphasizes the strategic impact of behaviors and expertise on overall performance and provides resources for further exploration.
4 Capability Framework Examples
- 1. 4 Capability Framework Examples And how they are used in organisational strategy
- 2. What is a capability framework? A capability framework outlines the skills, knowledge and behaviours an organisation needs to achieve its goals. Done right, a capability framework should be accessible and understandable for everyone in the organisation.
- 3. Key Elements of a Capability Framework
- 4. Core Capabilities These are the overarching groups of capabilities in your framework. They are defined by looking at business drivers or functions and their reinforcing activities. Without even one core capability, your organisation would be flying blind, which is why they sit at the top of your framework. Example: Governance.
- 5. Sub-capabilities Under each core capability will be a collection of sub- capabilities that further anatomise critical key skills, behaviours and knowledge. The number of sub-capabilities under a core capability is really up to your organisational needs. Example: Coaching Talent.
- 6. Competency Levels Managing performance of capabilities comes courtesy of competencies – generally in the form of a scale or spectrum. To define competency levels, break capabilities into behaviours or job roles. Example: Sharing own knowledge and experience to develop others.
- 7. Specialist Capabilities These are optional. They essentially add a specialist stream of capabilities to better reflect organisational requirements. The time to do this is when there are additional or potentially complex expertise and behaviours tied to job roles or families e.g., leadership capabilities or legal department.
- 11. What’s available? Enterprise capability frameworks are hard to come by, and for good reason. They are an organisation’s secret sauce recipe. So, we have to look to consultants.
- 12. Deloitte’s Leadership Capability Model This one is a good example of using strategic drivers as the tentpoles of your framework. Core capabilities are derived from the most complex leadership responsibilities, grouped under people, relationship and business leadership. But from there, sub-capabilities – not just competencies – are linked to specific levels of leadership.
- 13. Source: Deloitte
- 14. The Learning and Performance Institute (LPI) Capability Framework This framework uses 5 core capability groups for 25 sub- capabilities, each with 4 measurable levels of competency (and the baseline competency of no experience). These measures of competency aren’t tied to job roles but are ultimately a strategic display of performance.
- 15. Takeaway At its core, a capability framework should effectively align performance with organisational outcomes. Just remember that for every behaviour, skill, process or expertise noted, there should be a strategic impact felt by the performance of that capability.
- 17. How do they differ? Public sector capability frameworks differ slightly from private sector ones. They need to be reviewed in the interests of not just employees, but also the community they serve, which means they need to be agile.
- 18. NSW Public Service Commission Capability Framework Outlines 20 organisational capabilities organised into 5 groups, where each sub-capability has 5 levels of competence. In their guide, each sub-capability is denoted by its core capability, a performance descriptor of the sub-capability itself and its competency levels.
- 19. Source: NSW Public Service Commission
- 20. Office of Personnel Management Competency Approach The American vernacular uses competency, but we and many industry thinkers prefer capability. This approach’s capabilities are created and framed within the context of nearly 200 federal job roles. They offer ready-made frameworks for certain functions and a list of capabilities HR can utilise to manage performance.
- 21. Takeaway Both of these examples act simply as a pool from which functional managers and human resources can draw from for processes like job role design, performance management, talent mobility and career planning.
- 22. You can learn more about this topic by checking out the full article: https://acornlms.com/enterprise-learning- management/capability-framework-examples