In the latest installment of our ‘Back to basics in learning and development’ series, we will examine how skills and capability frameworks can be the foundation for a strategic approach to learning and development.
First of all, it is important to be clear about what is meant, in this context, by skills and capability frameworks.
What are skills?
Defined as the specific abilities and proficiencies an individual develops to perform tasks effectively, skills may be specialised (e.g. coding, cardiac surgery) or generic (e.g. verbal communication, literacy). Skills enable an individual to complete particular activities or roles.
What is capability?
Capability refers to the broader potential of an individual or team to deliver results in various situations. While skills are about "what" a person can do, capability is more about "how" skills and knowledge are put to use. Capability is the application of skills and knowledge to allow an individual to handle evolving challenges and achieve outcomes beyond specific tasks.
What is a skills and capability framework?
A framework is a structured outline or model. In the context of skills and capability, a framework organises these elements into categories or levels, providing a common language and benchmark for roles across the organisation. An effective framework will support planning, recruitment, training, and performance management, ensuring alignment with strategic goals.
In recent years, most organisations have been striving to become more flexible and agile, in order to respond quickly to the ever-changing local, national and global landscape.
A framework that focuses on the skills and capabilities required for both today and the future can support organisations to prepare for what lies ahead.
Skills framework criteria
With this in mind, a framework should meet these criteria:
- It should be dynamic and adaptable. This means being flexible to adapt as organisational needs change. This can be facilitated by using a range of digital tools, including AI to track changing requirements.
- It should place emphasis on future skills. The framework should be future-focused and build capabilities that will enable individuals, teams and organisations to respond to future challenges. This means it cannot be developed in isolation. The design of the framework needs to be grounded within the strategic plans of the organisation.
- It should provide a comprehensive framework that includes technical skills alongside interpersonal and generic skills. This ensures that team members can deliver their technical specialism efficiently and effectively.
Tips for building a skills and capability framework
Whether you’re starting from scratch or looking to enhance your organisation’s existing version, here are the key components to an impactful skills and capability framework.
Make it dynamic
- Make use of digital tools: Use platforms that support real-time updates and track employee skills continuously. Tools like these allow managers and L&D teams to adjust priorities as business needs shift, helping the organisation stay adaptable.
- Make use of analogue tools: Whilst digital tools can be extremely effective, in many organisations the adoption of these tools can be an uphill struggle. Do not underestimate the power of conversation and dialogue. Using regular 1-1 conversations that cover both the day-to-day requirements of an individual alongside conversations about skills can provide excellent data to inform capability planning.
- Create flexible frameworks: Move away from rigid role-based skills frameworks to capabilities that can transfer across roles. This flexibility will support individuals and teams to adapt quickly when change happens.
Focus on future skills
Use standard tools such as PESTLE and SWOT analyses to compile information about future organisational requirements. Influence senior leaders in the organisation to include learning and development in early discussions around strategic planning. This will enable you to:
- Forecast and plan for future skills: Review emerging trends and industry forecasts. Identify skills where demand is expected to grow, link these demands to the organisation’s strategic plans, and then integrate them into the framework as core capabilities.
- Prioritise core competencies: Seek out evidence that identifies the skills and knowledge that will be critical for your organisation’s success in the long term. For example, the ability to adapt to emerging technologies or lead through change may become priority capabilities.
Conduct comprehensive skill mapping
- Include technical, specialist and generic skills: When identifying requirements consider technical skills as well as personal, interpersonal and cognitive skills. Encourage leaders to look at employees’ resilience, adaptability, creativity, and other traits that help with problem-solving and collaboration.
- Create a learning culture: If your skills and capability framework is to be flexible and adaptable, it will be vital that your organisation has a culture where individual team members are motivated to build their skills and knowledge in all areas.
Integrate the framework with strategic planning
To achieve this, the learning and development strategy must align with the organisation's to be seen as core to business success. Deliver the framework in the language of the organisation, not the language of L&D.
Use data-driven insights
- Draw on both internal and external data: Use both workforce analytics and external benchmarks to guide decisions on which skills to focus on. This approach provides a more objective view of which skills are truly necessary for achieving goals.
- Establish business-focused metrics: When measuring skills development and tracking progress, ensure that the framework supports measurable improvements in capability that speak to the organisation’s strategic plans and the wants/needs of senior leadership.
Engage with the whole organisation
Work with individuals across the organisation from front-line employees right through to senior leadership. This will ensure that the framework is seen as relevant at all levels and will increase buy-in.
In discussions about the framework, ensure that you answer the “what’s in it for me?” question. This will help individuals see the benefits for themselves and their teams.
Review, evaluate and update
Your framework is not a one-off piece of work. To ensure that it is flexible, adaptable and relevant, it is important to build in regular reviews that use current data and evidence.
Wherever possible, integrate the framework with other internal systems, including HR systems and processes.
In conclusion
An agile, well-integrated skills and capability framework can provide an essential foundation for supporting strategic objectives and preparing for future challenges.
