Capability at Work: How to Solve the Performance Puzzle

It’s a question that I’ve asked CEOs, company directors, and managers, as well as people in L&D and HR in both the public and private sectors.

How did they answer?

Ninety-nine percent of the people I’ve asked that question have picked Team Two.

Why?

They all knew that in the moment when a job needs to be done, capability to do the task counts far more than the amount of training someone has done or even the amount of knowledge they possess.

In this book, I explain the importance of capability to organisational performance and why L&D and HR, and in fact every department, must make the capability of people and the organisation a priority if they want their company (and their jobs) to survive in the current and future economy.

I show you why focusing on performance and results rather than learning or training is key to business survival and why it’s a mistake for L&D, HR and Training to continue to focus solely on creating content, and then delivering it, either in the training room or online.

You’ll discover the key roles that L&D and HR have in developing capability to improve individual and organisational performance and the practical steps you can take within your organisation to start or enhance this process.

I explain the fundamentals of a systems view of organisational performance and the critical role that HR and L&D have to play in organisational design and development. I’ll also show you how you can move away from the passive (and quite often ineffective) role of training order-taker to become a performance consultant, and a major player in improving organisational performance.

I also explain why HR and L&D need to learn to speak and understand the language of business and put an end to the isolation professionals within such roles experience.

You’ll find out the five critical components of capability and the important role each plays in any organisation’s success.