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Capability at Work: How to Solve the Performance Puzzle
How to tackle poor performance and build capability Many organisations struggle with poor performance. Despite investing in various learning and development initiatives they seem unable to solve the performance puzzle. They cannot get to the real underlying cause of the lack of performance, and so it continues.
Think about it this way - wherever there is poor performance, it is because someone is not capable of doing what needs to be done. Something is stopping them from doing the job in front of them.
This book is like a 'Field Guide' that shows you how to operate as a performance consultant, how to identify the root causes of poor performance, and how to collaborate with the operations managers to deal with those root causes.
It is clear that the role of Learning and Development is changing. This is both a challenge and an opportunity for L&D practitioners. The opportunity is yours for the taking!
Contents Chapter 1 - Survive and thrive with capability Chapter 2 - Changing your perspective Chapter 3 - The new role of L&D Chapter 4 - The components of capability Chapter 5 - The performance consultancy process Chapter 6 - Stage 1 - Getting the meeting Chapter 7 - Stage 2 - What to do in the meeting Chapter 8 - Stage 3 - After the meeting Chapter 9 - The role of the manager Towards a performance culture References Index
Think about it this way - wherever there is poor performance, it is because someone is not capable of doing what needs to be done. Something is stopping them from doing the job in front of them.
This book is like a 'Field Guide' that shows you how to operate as a performance consultant, how to identify the root causes of poor performance, and how to collaborate with the operations managers to deal with those root causes.
It is clear that the role of Learning and Development is changing. This is both a challenge and an opportunity for L&D practitioners. The opportunity is yours for the taking!
Contents Chapter 1 - Survive and thrive with capability Chapter 2 - Changing your perspective Chapter 3 - The new role of L&D Chapter 4 - The components of capability Chapter 5 - The performance consultancy process Chapter 6 - Stage 1 - Getting the meeting Chapter 7 - Stage 2 - What to do in the meeting Chapter 8 - Stage 3 - After the meeting Chapter 9 - The role of the manager Towards a performance culture References Index
189 pages, Kindle Edition
First published September 23, 2014
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Displaying 1 - 2 of 2 reviews
January 8, 2024
A thought-provoking read on the rather slippery concept of capability (and the general tendency to confuse it with competency).
I enjoyed the focus on business improvement to understand capability with an objectives and performance lens and within the context of the working environment, adequacy of tools, availability of time, and requisite of well designed systems and processes ... it's not about knowledge building, it's about enabling a person to complete work at the point of work successfully.
The points were illustrated well with everyday examples from the workplace and accompanied with a challenge to L&D teams and business areas alike to rethink this concept; how to solve the capability conundrum rather than resolve competency issues that perhaps don't exist!
Likewise, an interesting take on improving organisational capability and thus performance by imagining what customers really need ... "Henry Ford once said, if he asked customers what what they wanted, they would have said 'A faster horse'. He gave them a motorcar.
Loved this divergent thinking book.
I enjoyed the focus on business improvement to understand capability with an objectives and performance lens and within the context of the working environment, adequacy of tools, availability of time, and requisite of well designed systems and processes ... it's not about knowledge building, it's about enabling a person to complete work at the point of work successfully.
The points were illustrated well with everyday examples from the workplace and accompanied with a challenge to L&D teams and business areas alike to rethink this concept; how to solve the capability conundrum rather than resolve competency issues that perhaps don't exist!
Likewise, an interesting take on improving organisational capability and thus performance by imagining what customers really need ... "Henry Ford once said, if he asked customers what what they wanted, they would have said 'A faster horse'. He gave them a motorcar.
Loved this divergent thinking book.
October 4, 2021
Good book
Useful book for any manager or training professional.Capability
is not built by attending courses.A lesson that everyone in a modern organisation needs to learn and Paul's book is a great starting point
Useful book for any manager or training professional.Capability
is not built by attending courses.A lesson that everyone in a modern organisation needs to learn and Paul's book is a great starting point
Displaying 1 - 2 of 2 reviews