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Capability Frameworks - Too Slow for a Fast Moving World


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Capability Frameworks have been used in organisations to neatly depict the progression of skill levels. In many organisations the level you attain also links to pay and rewards. While Capability Frameworks worked well in the past when changes were less frequent, they may not be flexible enough to accommodate rapid business and workplace changes now.

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Capability Frameworks - Too Slow for a Fast Moving World

  1. 1. 1 Thurs, 24th Nov 2016, 12-1 PM, Sydney Ways to participate: • Q&A Box - comment, whinge & opinions • Twitter Backchannel - @capabilitycafe #capability Knowledge Sharing Better Practices Experienced Panel Capability Frameworks – Too Slow for a Fast Moving World?
  2. 2. Introductions Advisian Pty Ltd AIM AMP ANZ ANZIIF APT Group Bank Australia BNZ BP Brisbane City Council Bupa Calvary Community Care Canon Australia Cbus Super Fund Coca Cola Amatil Commonwealth Bank DBL DeakinPrime Dimension Data Elders Insurance QBE Fairfax Media GWF/DON John Swire & Sons Pty Ltd Learning Tack Lennox Macquarie Bank Maxxam Aspire Leadership Development Enable Performance Consulting MCI Ministry for the Environment NAB NATA Optus Profiling Online Prudential Rio Tinto RMIT University Shine Lawyers Skillsoft sms m&t Sprout Labs Suncorp SW TAFE Sydney Water Talent Specialists Consulting TCSA Tennis Australia The George Institute Transport Accident Commission UnitingCare Queensland University of Melbourne Library University of Queensland UTS Insearch Westpac Group Willis Towers Watson Registrations90+ 60+ Organisations Miles Williams GM Capability & Transformation Bupa Aus & NZ Harry Ewing Strategic Client Adviser DDI Asia/Pacific International Ltd. Jeevan Joshi Producer & Founder CapabilityCafé & LearningCafe Andrea Hannah Principal Advisor Queensland Public Service Commission
  3. 3. Thought Leadership Webinar Discussions UnConference Blog Magazine Coffee Catch Ups Capability Building Workshops Community of Professionals with a focus on implementing ideas Building Capability 3
  4. 4. Sydney UnConference 2017 4 Limited to 130 seats only. Early Bird @ 440 + GST Register: Peter Hall QBE - APAC Nicole Thompson Fairfax Media Vanessa Blewitt Nestlé Pierre De Villiers Marsh & McLennan + Other L&D Thought Leaders Darin Fox Sydney Water Rob Wilkins DOE NSW Discussion Sessions Learning Labs Immersion Labs Hackathon Rated 4.25+/ 5
  5. 5. 5 LearningCafe Year End Webinar 2016 Looking back at 2016. What is coming in 2017? Register: Thurs, 15th Dec 2016, 12-1 PM, Sydney We Discuss: •Business drivers for Learning in 2017. How Learning design and delivery has changed? •Current and future capability of L&D teams and bridging the gaps •Influences of disruptive business model of Learning •Top 3 predictions for L&D in 2017 Peter Hall - Head of Learning and Development - Australia and Asia Pacific at QBE. Rob Wilkins - Leader - Information Management at NSW Department of Education Jeevan Joshi- Producer at CapabilityCafe & LearningCafe
  6. 6. Are Capability Frameworks flexible for a fast moving business? What are their current usages in organisations? Problem Statement #1
  7. 7. Problem Statement #2 Can we reduce the time and complexity of developing Capability Frameworks?
  8. 8. Can we reduce the time and complexity of developing Capability Frameworks? Problem Statement #3
  9. 9. Deloitte Capability Dimensions
  10. 10. Key Skills for Capability Professionals
  11. 11. ANDREA HANNAH Principal Advisor at Queensland Public Service Commission Use of Capability Frameworks In Queensland Public Sector
  12. 12. Public Service Commission (PSC) Executive Recruitment and Contracts Workforce Policy and Legal Performance & Capability Development Workforce Strategy Queensland Public Sector Context • 20 departments and 15 other public service offices • On 31 March 2016, we had 249, 289 employees which equates to 209, 588.04 full- time equivalent (FTE) employees The Public Service Commission (PSC) is a central agency that shapes workforce strategy for the Queensland Government.
  13. 13. Queensland Public Sector Leadership Talent Management Strategy Our goal is to attract, develop and retain great leaders to ensure we have a service driven, high performing and productive public sector for the people and communities of Queensland.
  14. 14. Queensland Public Sector Workforce Capability Success Profile • A common framework and language • A foundation for dialogue between managers and staff about performance and development • Transferable leadership and management capabilities as careers progress • Greater mobility across the sector • Shared responsibility for professional and capability development • profile
  15. 15. • Each department can choose a framework • Working for Queensland Employee Opinion Survey (2015) • 57% positive response to Learning and development – strongest driver of intention to leave • 56% positive response to Performance assessment Challenges...
  16. 16. Capability Framework Uses in the Queensland Public Sector • Executive performance agreements • Leadership Roadmap • The career pathways of high performing, high potential Queensland government leaders can inform the career journeys of others • planning-your-leadership-journey • Each public sector agency uses a framework: • Recruitment and selection • Learning and development
  17. 17. MILES WILLIAMS GM Capability & Transformation at Bupa Australia & New Zealand Capability Frameworks in 2016 and beyond..
  18. 18. Backstory • About Me • About my journey at Bupa so far.. The Story • Our focus today… The Value Conversation Framework
  19. 19. Considerations • End Users (People and customer) • Environment (internal and external) • Technology (hardware and software) • Culture (and sub cultures) • Leadership (operational, functional, strategic) Capability Development End users Environment Culture Leadership
  20. 20. Our goal • Provide greater value to customer • Develop a framework that is centred on providing value to our customers, and will be delivered through; • People • CRM (software) • Technology (hardware)
  21. 21. Lean Innovation Positive Psychology Recognise Reward Socialise Lean Innovation HCD AgileLean Frameworks we’ll be using* to develop and embed the value conversation framework *within the Sales and Growth Business Area (retail, growth channels, support functions)
  22. 22. Risks • It’s complicated • Legacy systems and capability • Appetite for change • Decentralised workforce
  23. 23. How will success be measured? • Engagement (Macro) • NPS (Customer) • Hypothesis testing & embedding rates (Micro)
  24. 24. HARRY EWING Strategic Client Adviser at DDI Asia/Pacific International Limited Identifying & Addressing the Challenges for Design and Implementation
  25. 25. Some key challenges to address • No/weak link to the organisational priorities and culture – seen as HR/OD/L&D initiative rather than business initiative • Boiling the ocean/reinventing the wheel – conceptual rigour v pragmatic application (Agile principles) • Who’s championing its implementation and sustainability?
  26. 26. Business Drivers – Linking the Business Strategy to the Framework Leading Change Leading Teams Business Driver Capabilities Integrate New Organisational Structures Leads large scale change to assure the strategic integration of new organisational structures Establishing Strategic Direction Personality Pattern Strategic/Creative Strong interpersonal relations Overly linear/ B & W thinker; Resistant to change Derailers Enablers
  27. 27. Sample Framework
  28. 28. WHAT PEOPLE KNOW Technical and/or professional information needed to perform job activities successfully WHO PEOPLE ARE Personal dispositions and motivations that relate to job satisfaction, job success or failure. WHAT PEOPLE CAN DO A cluster of behaviours performed on a job WHAT PEOPLE HAVE DONE Educational and work achievements needed to perform job activities successfully A Holistic View of Success - It’s not only Capability
  29. 29. Ensure rigour in supporting Implementation and Sustainability 1. Start with a plan that builds the foundation for success 2. Build a Framework/Success Profiles that align with business challenges 3. Engage leaders and employees to use the framework across all key functions 4. Assess impact and adjust Framework as needed
  30. 30. Here’s a quick summary… • No/weak link to organisational priorities and culture – seen as HR/OD/L&D initiative rather than business initiative • Start with end in mind • Business Drivers flex with business needs • Framework for all relevant functions (selection, development, performance management, succession management) • Boiling the ocean/reinventing the wheel – conceptual rigour v pragmatic application (Agile principles) • Get it relevant and practical, not ‘perfect’ • Don’t try to crowd too much in – use Success Profiles for ‘differentiating detail’ • Leverage existing robust frameworks and tailor them to suit language and culture • Who’s championing its implementation and sustainability? • Have a plan • Consult and engage the right stakeholders in build and implementation phases • Build and support champions • Look for quick wins on business outcomes • Evaluate, measure and adjust • Publish success
  31. 31. Can we reduce the time and complexity of developing Capability Frameworks? Problem Statement #3
  33. 33. @capabilitycafe blogs capability conversations free resources workshops UnConference 2017 Sydney Melbourne Webinar recording, ebooks, capability frameworks Building Effective Employee Social Networks 35 Ideas@work Collaborations
  34. 34. Next Steps Join Special Interest Community Attend Workshops Attend UnConference Sydney CapabilityCafe LinkedIn Group Register interest Register interest