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Day in the life of a Capability Manager - CapabilityCafe Webinar
- 1. 1 Fri, 12th May 2017 12-1 PM, Sydney Ways to participate: • Q&A Box - comment, whinge & opinions • Twitter Backchannel - @capabilitycafe #capability Knowledge Sharing Better Practices Experienced Panel Day in the life of a Capability Manager
- 2. Introductions ANZ BP Coca Cola Amatil Deloitte Domain Group Elders Insurance (QBE) Fairfax Media GCS Pty. Ltd. GlaxoSmithKline Pharmaceuticals India GrowingBeyond John Swire & Sons Pty Ltd Latitude Financial Services Lion Lion D&D m3 Collective Marketing Nous MCI Solutions NAB Profiling Online QBE Rio Tinto Search4Solutions Pty Ltd Sprout Labs Suncorp Wentworth People Westpac Registrations50+ 25+ Organisations Darin Fox Capability Lead Sydney Water Catarina Rogers Organisational Development Manager Enterprise Capability UnitingCare Queensland. Jeevan Joshi Producer & Founder CapabilityCafé & LearningCafe
- 3. Blog Magazine Webinar Discussions UnConference Twitter Linkedin Facebook Coffee Catch Ups Workshops Community of Capability Professionals with a focus on implementing ideas Growing the Profession
- 4. Capability Management HR/L&D Role in Lifelong Learning Merging KM+L&D xAPI/Tin • Capability UnConference Sept 17 Sydney • Working Group • Webinars/ workshops • Catch Ups • Working Group • White Paper • Webinar on 25th May • Working Group • White Paper • Kick off Phase 2 • Workshops Pushing the Boundaries Collaborative explorations Ideasatwork.com.au
- 9. What is your view of Capability Management and how is Capability Management shaping up in your organisation? What does your day look like as a Capability Management professional? Is it a profession in its own right? What are the required skills?
- 10. Capability Lead at Sydney Water. DARIN FOX
- 11. A new approach to learning Learning is the new black Learning anytime, anywhere, any device Be the leader you want to be Learning as a daily activity
- 12. AT&T CEO and Chair Randall Stephenson “There is a need to retool yourself, and you should not expect to stop….People who do not spend five to 10 hours a week learning will be obsolete.” Self-Accountability
- 14. Our people are ahead of us already!
- 15. We will still manage programs of learning: • Change Maker • Change Architect • Safety, Health & Wellbeing • Customer at the Heart/COH • Supply Chain • Learning How to Learn • Unconscious Bias • Ripple Effect • Leadership Impact • Succession Planning • Boost Program • Mentorloop • Ongoing Training
- 17. CATARINA ROGERS Organisational Development Manager – Enterprise Capability at UnitingCare Queensland.
- 18. “So…what do you actually do?”
- 19. Organisational capability sets you apart from your competitors. D C A B E Provider of Choice Industry Competition Organisational Capability
- 20. Adapted from PWC ‘What is a Capability?’ 2012 Individual, Social and Leadership Knowledge, Skills and Behaviours Organisational Processes, Tools, Systems Organisational Structure and Readiness Organisational Strategy and Culture Organisational Capability My take on Organisational Capability
- 21. “So…what do you actually do?” Strategic Plan Individual and Leadership Capabilities Needed Organisational Capabilities Needed Strategic Plan Individual and Leadership Capabilities Needed Processes, Systems and Tools Needed FROM THIS: TO THIS: Capability Building Initiatives Capability Building Initiatives
- 22. Work in the next horizon Engagement with executive, senior leaders and key stakeholders to identify the organisational capabilities. Development of a capability framework Capability audits and needs assessments Development of initiatives to address gaps (includes learning initiatives, toolkit development, process recommendations) Evaluation and reporting of capability development
- 24. JEEVAN JOSHI Founder at LearningCafe & CapabilityCafe
- 25. CAPABILITY MANAGEMENT Ver 0.8 Business Results
- 29. Culture Leadership Tools Frameworks Business Results Competencies Learning CAPABILITY MANAGEMENT Ver 0.8
- 32. Culture Leadership Tools Frameworks Business Results Competencies Learning Capability Management • L&D • Workforce Planning • Acquisition & Recruitment • Organisation Design • Leadership • Engagement • Rewards inc Perf Mgt • Operations • IT • Shared Services • C Suite • Business • Strategy
- 34. Workforce Capabilities & Workforce Lifecycle Capability Requirements Plan Acquire Develop Exit Workforce Planning Acquisition & Onboarding Rewards & Promotions HRL&D
- 35. People CMM Framework – It measures http://www.plays-in-business.com/people-capability-maturity-model-p-cmm/ The P-CMM framework enables organisations to incrementally focus on key process areas and to lay foundations for improvement in workforce practices. Unlike other HR models, P- CMM requires that key process areas, improvements, interventions, policies, and procedures are institutionalised across the organisation — irrespective of function or level.
- 36. www.capabilitycafe.com @capabilitycafe http://bit.ly/lcafefb blogs capability conversations free resources workshops UnConference 2017 Sydney Melbourne Webinar recording, ebooks, capability frameworks Building Effective Employee Social Networks 36 Ideas@work Collaborations
- 37. Next Steps Join Special Interest Community Attend Workshops Attend UnConference Sydney CapabilityCafe LinkedIn Group Register interest www.capabilitycafe.com.au Register interest www.capabilitycafe.com.au
Editor's Notes
- Create a desire for learning by making it easy, fun and a daily activity. Not an event. Push self-accountability and ownership of development, but we need to make it easier Help our people “learn how to learn” via training, technology and tools Utilise peer-based coaching for strategic programs Use our data analytics more effectively to continually improve our capability programs
- Hi everyone, my name is Catarina Rogers. I lead Organisational Capability at UnitingCare Queensland. For those not familiar with UnitingCare Queensland, we are a not-for-profit organisation providing healthcare, aged care, disability care and community services across Queensland and NT. We are the second largest employer in QLD, with 15,000 employees and 9000 volunteers. A bit of background about me, my career has predominantly been in L&D roles working either in L&D or OD teams across various industries including retail, finance, utilities and healthcare. I’ve been with UnitingCare QLD for nearly 6 years, most of this time in an L&D Specialist role focussing on leadership development. My current Organisational Capability role is a new role both for myself and the organisation, and we are still in the early days of our organisational capability journey.
- So what do I actually do? Funnily enough, this is a question that comes up a lot, or if the question doesn’t come up, I certainly get the look that’s on the picture on this slide when I introduce myself and my role (both internally and externally to the organisation). I find most people make the assumption that my role is learning and development, and although that is a component of developing organisational capability, it’s not all there is to it. Before I talk through what it is I do in my day to day role, it might be helpful for me to firstly share my view of what organisational capability is and why I feel it is important for business and then outline what it is I’m doing in relation to that.
- Organisational capability is what sets us apart from our competitors. If organisations within the same industry all have the same areas of focus and all provide learning and development in those areas of focus, how are they any different from one another? Organisational capabilities are the differentiator. You look at your strategic plan, identify what sets the organisation apart and what will make the organisation successful and then work to develop those areas.
- I define organisational capability as the collective individual, social and leadership knowledge, skills and behaviours (what and how) in the organisation as well as the processes, tools and systems (enablers) to support the utilisation of this knowledge, skills and behaviours. If you think about it, you can provide customer service training until the cow’s come home – you can teach people active listening skills, how to seek feedback, how to identify customer needs but if you don’t provide them with a service delivery model or the systems, processes and tools to be able to do those things, then your training will have minimal impact. My experience has been that many organisations focus on the individual, social and leadership components only and these are driven mostly by reactive team or department needs. In large organisations, this can result in a lot of diverse initiatives, all using different models and occurring in isolation of one another. This makes it difficult to have an organisational view and direction, and of course makes it difficult to work collectively in a way that sets you apart in the market. You’ll also notice in the model that organisational strategy and culture drive the organisational capability – and there needs to be direct alignment to both of those things. It’s also important that the organisation can support the development of the capability, which means making sure the capabilities identified are ambitious but also achievable.
- So going back to ‘what do I actually do?’ My goal is to support our organisation in moving from an individual and leadership view of capability to a more strategic organisational capability view. We are quite early in our organisational capability journey. As an organisation we’ve recently undergone a massive restructure, bringing together our four different organisations under the one banner. We are coming together and identifying what we want to be and what we need to be to be able to best serve our community. We are in the process of developing our new strategic plan and my role is to support the organisation in identifying the organisational capabilities we need to support the realisation of that plan. It’s an exciting time but there’s a lot to do. I’m currently in the process of planning how we make the shift to an organisational capability view and engaging and educating key stakeholders on what this means and why we are doing it. The systems, processes and tools component will be particularly interesting as it isn’t an area that HR usually work within and I think we may be limited in what we can achieve in this space given the breadth and complexity involved. I think in this space my role would be more of an advisory role for any systems, processes and tools that do not sit within the remit of HR. I’m also staying closely connected with other key pieces of work particularly in the L&D, culture, performance and talent management spaces, given how closely related these are to organisational capability. This oversight and partnership with the project leads in these areas will be, and has already been, incredibly valuable in informing organisational capability work.
- The plan of work for the next horizon includes: Engagement with executive, senior leaders and key stakeholders to identify the organisational capabilities. Development of a capability framework Capability audits and needs assessments Development of initiatives to address gaps (includes learning initiatives, toolkit development, process recommendations) Evaluation and reporting of capability development Relationship management plays a big part throughout all of the steps above. Particularly in our organisation where the workforce is so incredibly diverse, I want to be sure all areas know they’ve been heard and that this is reflected in the output produced.
- So all in all, my role requires strategic thinking (also includes the ability to draw connections across the organisation), strong relationship management, influencing, research and analysis, project management, vendor management, facilitation (focus groups), Is it a profession in it’s own right?