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?

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GM Capability & Transformation
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6. Are Capability Frameworks flexible for a
fast moving business? What are their
current usages in organisations?
Problem Statement #1

7. Problem Statement #2
Can we reduce the time and complexity of
developing Capability Frameworks?

8. Can we reduce the time and
complexity of developing Capability
Frameworks?
Problem Statement #3

9. https://www2.deloitte.com/us/en/pages/strategy/articles/strategic-capabilities-bridging-strategy-and-impact.html
Deloitte Capability Dimensions

10. Key Skills for Capability Professionals

12. ANDREA HANNAH
Principal Advisor at Queensland Public
Service Commission
Use of
Capability
Frameworks
In
Queensland
Public Sector

13. 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.

14. Queensland Public Sector Leadership Talent
Management Strategy
https://www.qld.gov.au/gov/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.

15. 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
• https://www.qld.gov.au/gov/workforce-capability-success-
profile

17. • 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
https://www.qld.gov.au/gov/working-queensland-survey
Challenges...

18. 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
• https://www.qld.gov.au/gov/leadership-roadmap-
planning-your-leadership-journey
• Each public sector agency uses a framework:
• Recruitment and selection
• Learning and development

19. MILES WILLIAMS
GM Capability & Transformation at Bupa
Australia & New Zealand
Capability
Frameworks
in 2016 and
beyond..

20. Backstory
• About Me
• About my journey at Bupa so far.. The Story
• Our focus today… The Value Conversation Framework

21. 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

22. 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)

23. 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)

24. Risks
• It’s complicated
• Legacy systems and capability
• Appetite for change
• Decentralised workforce

25. How will success be measured?
• Engagement (Macro)
• NPS (Customer)
• Hypothesis testing & embedding rates (Micro)

26. HARRY EWING
Strategic Client Adviser at DDI Asia/Pacific
International Limited
Identifying &
Addressing the
Challenges for
Design and
Implementation

27. 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?

28. 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

29. Sample Framework

30. 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

31. 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

32. 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

33. Can we reduce the time and
complexity of developing Capability
Frameworks?
Problem Statement #3

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