Capability Management
IDM Assessments of Company Echelons
GETTING TO KNOW WHERE YOUR WORKFORCE IS DEVELOPMENTALLY:
An important step toward taking responsibility for your company!
Have you ever wondered, not just what talent your company possesses, but what the long-term developmental resources of your company are? These two things are not the same! ‘Talent’ is not a well-defined concept if you approach it only behaviorally. What you need is an adult-developmental assessment as pioneered in the social sciences since 1970. ‘Talent’ seen long-term implicit in the social-emotional and cognitive profile of your company’s managers. Our CDF methodology is answering the question: How many of my managers (or other personnel) are falling BELOW, AT, or ABOVE the Capability level their role requires?
Ideally, you want ALL of your personnel have exactly the capability they need to take responsibility for their role. With regard to those who fall either below or above that level, you will have to take some action. Assigning “better people” to those falling below role requirements means wasting talent, while those above required Capability are already wasting their talent. As shown below, you will have to match your managers’ “Size of Person” to the Size of their Role level by level. Otherwise, you are not requisitely organized for achieving or sustaining success!
Fortunately, the Capability Metric we provide you with based on CDF assessments lets you know precisely where in the company you need to take action:
All those people falling “into the red” ought not to be at the level of responsibility at which they are presently stationed. All those “in the green” could be better used in roles requiring higher Capability than the role they are presently in.
How, you will ask, do I go about engaging with CDF? Your strategy for taking action is shown in the diagram above:
- Assess work complexity levels
- Assess available capability levels
- Determine the gap between the two levels
- Adjust ‘fit’ by building capabilities or changing accountabilities
- Establish Capability Management Practices in HR
- Monitor impact of Capability Management Practices.
Why this strategy?
As shown in the first figure, above, once you know the level of work complexity of a role, you can match the person to the level of cognitive and social-emotional development (capability) required in that role. As shown by the second figure, above, the CDF Capability Metric shows you how many of your personnel at a particular level of work complexity have (or do not have) the required capability for the job they are presently doing. Once you know the degree of requisite organization in your company, you also know what you have to do to bring the company’s accountability architecture in line with its capability architecture (see the second figure): you don’t want to see any reds nor greens, only grays!
Please note that the CDF Capability Metric is not a snapshot of the present, but a prediction of the future based on assessing your personnel’s developmental potential. In contrast to the majority of talent management tools in existence, the CDF Metric REALLY points to the future, being grounded in assessing developmental potential. In fact, it is the very first instrument capable of doing so. The Metric can guide your human capital strategy for purposes of succession planning, team development, recruitment, talent management, developmental coaching, and HR scorecarding.
In the near future, you will be able to use an internet-based version of CDF that is geared to your specific human capital needs. IDM Boston, USA, in cooperation with Comartis, Baar, Switzerland, will help you put in place a winning strategy for aligning your people’s capability with the responsibility they have in their particular role.
For further details on Capability Management, contact us at .