Learning Objectives
Participants will learn:
- That there is more to an optimal workforce than sufficient competence
- How to think in terms of capability rather than merely competence
- How to select strategic job families based on what people ARE rather than what they HAVE
- How to determine capability gaps (gaps in the optimal use of available competence)
- How to use capability measures to put in place strategic job families optimally suited to align with, and carry out, strategy
- To conceptualize a pilot project for using Capability Metrics in their company.
Download the slides.
Program content
In our two-part seminar series, we introduce participants to a capability- rather than competence-based paradigm of managing human capital. This requires a novel conceptual framework focused on what individuals ARE rather than what they HAVE (such as competencies). We use methods validated in social-science to introduce measurements of social-emotional, cognitive, and personal capability. These methods yield measurements combining to form a Capability Metric that locates gaps between personnel capability and business strategy, with a focus on strategic job families.
The focus is on the theme of determining and bridging capability gaps. In Part I, we look at evaluating and measuring capabilities. (Go to Part II.)
Objectives of the seminars:
- Overall, provide perspectives for rethinking hiring, job assignment, retention, succession planning, training programs, executive development, and outsourcing
- Introduce novel ways of determining the quality of strategic job families within a work force
- Sensitize to gaps in work capability despite high levels of available competence
- Provide tools for measuring capability gaps that pinpoint weaknesses of strategy formulation (including lack of realism of the strategy formulated)
- Provide perspectives and tools for bridging gaps between existing capability and strategy
Participant level of understanding
This program is intended for participants with a basic or intermediate level of understanding on the topic.
About Otto Laske and Steve Stewart
Dr. Laske’s consultations focus on helping companies achieve a balance between the capability of selected strategic job families and the level of work complexity assigned to them. His methods for assessing available developmental, cognitive, and behavioral resources of the workforce is based on the Corporate Developmental Readiness and Effectiveness Measure (CDREM™), presently brought on-line in the form of questionnaires.
Dr. Stewart has worked in, and consulted for, a variety of public and private organizations, including the U.S. Army. He has expertise in executive and organizational development, change management, the development of critical and creative thinking skills, and succession planning. In particular, he has extended psychometric experience in assessing problem solving style and creative thinking ability, especially at the executive level, grounded in an extensive background in developmental benchmarking.
