Capability at Work: How to Solve the Performance Puzzle
Imagine you’re the Chief Executive of a new business, and you’re offered a choice of two teams to work in your business.
Team One consists of people who are well-educated, have been on many training courses, and have lots of qualifications. The people in Team Two have done this sort of work before and have proven themselves capable of doing the work that needs to be done in your new business.
Which team would you choose?
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.
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.
Buy your copy of Capability at Work by entering your details and we will post you a copy today.
The price is £14.97 with free shipping in the UK, £3.50 airmail to Europe and £7.00 airmail to the rest of the world.
For this, you will discover how the role of anybody involved in workplace learning, enhancing capability and improving performance MUST change to successfully manage the critical shift to cater to the performance needs of the organisation. Here is how to tangibly improve worker capability and performance, right at the point of work.
Here are the chapter headings…
- Foreword by Charles Jennings
- Chapter 1 – Survive and thrive with capability
- Chapter 2 – Changing your perspective
- Chapter 3 – The new L&D role
- Chapter 4 – The components of capability
- Chapter 5 – The Performance Consultancy process
- Chapter 6 – Getting the meeting
- Chapter 7 – What to do in the meeting
- Chapter 8 – After the meeting
- Chapter 9 – The role of the manager
- Conclusion – Towards a performance culture
It is clear that the role of Learning and Development is changing. This is both a challenge and an opportunity for L&D practitioners.
The opportunity is yours for the taking!
My very best wishes,
Founder and MD
People Alchemy Ltd
“I found the insights in this book had me nodding my head in agreement on almost every page. The practical advice is clear and implementable.“
“Finally a book which speaks sense. Paul’s book does what it says on the tin!”
Sue Snowball (Head of L&D and OD)
“This book is in effect a field guide for HR and L&D practitioners to develop performance consulting capability.“
Karly Olsen-Haveland (Group Director of People and OD)
“This book is a must for anyone in the world of HR and L&D.“
Col. Garry Hearn OBE (Defence Learning)
“This concept is so obvious, so why don’t we all practice it?“
Tony Bulmer (Learning Manager)
“Straightforward, practical and effective.“
Meriel Box (Head of Staff Development)