Human Capabilities for High Performance

What are the critical human capabilities that need to be monitored, developed and deployed for optimal individual and organisational performance?

According to the Oxford online dictionary, a capability is the power or ability to do something.

Human capabilities are therefore the essential elements or considerations that form the collective power for a person to perform.

For a car to move or perform, power is applied and distributed through a finely tuned and organised set of electrical and mechanical components.

I recently took my car for a service.  I was advised the garage that they would check all the necessary elements recommended by the manufacturer.  A strict diagnostic plan was followed.  Where necessary adjustments were made, or components were renewed.

We service our cars to maintain and optimise performance.  In the same way we need to regularly and robustly review and renew human capabilities to drive people and organisational performance.  In a VUCA world, where challenges and changes are relentless, servicing human performance drivers is essential to thrive, let alone survive.

Here are the key elements I would include on the service manifest or checklist for a review or health check on human capabilities.

1. SKILLS

A skill is a particular ability relating to a task.  Skills may be required to handle the “tools of a trade.”  So, an accountant or bookkeeper deploys and develops skills in designing and maintaining spreadsheets.  A mechanic or production worker uses skills to operate equipment or machinery. 

Skills can be considered not only in terms of closing ‘gaps’ but also abilities where the individual may move from ‘good to great’ as they seek to increase their performance.

2. EXPERTISE

This is the breadth and depth of applicable and relevant knowledge in a particular field.  So, a doctor will generally seek to keep themselves up-to-date on medications to prescribe in their particular field.  A Human Resources professional may keep up to date on anything from employment law to learning and development practices.

Expertise, like the other human capability assets discussed in this post, often needs to be continually maintained and worked at for optimal performance.

3. EXPERIENCE

When interviewing candidates for a job we typically explore the relevance of experience to the context and challenges of the position we seek to fill.  For example, we may look for experience gained in an international or in a multi-cultural context or a ‘track record’ (experience) of facing a type of challenge, e.g. leading or managing teams in a matrix organisation.

Experience development not just something to ensue but also pursue.

We can actively cultivate or grow experience in a purposeful and focussed manner.  This is what happens when we put in place development plans linked to succession planning.  We may expose our high potentials or nominated successors to work on certain projects and in certain contexts so that they are prepared for future roles. 

The question that individuals and line managers need to ask is,

“What experience is needed to remain fit to perform not only vs. present but also vs. future or anticipated challenges?”

Employees and employers need to work together to grow and enable experience in such a way that both profit and perform.

4. BEHAVIOURAL COMPETENCIES

I am well aware that there are a number of different definitions linked to the word “competency”. I deliberately use the term ‘behavioural competencies’ to focus in on the clusters of winning and appropriate behaviours that deliver performance in a specific context. 

Behaviours should be fully and frequently aligned to the context of the specific job or performance challenge.

So, in a Customer Service role, we might expect the individual to demonstrate behaviours in the area of Problem Solving.  Broken down into more specific indicators this entails the actions associated with active listening, asking good questions, diffusing and dealing with emotional outbursts etc.

As a songwriter once wrote,

“It ain’t what you do, it’s the way that you do it, and that’s what gets results.”

In my experience, dialogue around the area of behavioural competence can be very powerful.  The dialogue or feedback discussion does, however, need to be framed and underpinned by a very specific and shared understanding of what “good” performance in terms of aligned behaviour looks like.  To support this I have, on a number of occasions, taken a competency framework and worked with job holders and line managers to define the critical behavioural areas associated with a specific role.  Without going into detail on the methodology, the result was that powerful feedback and development conversations could take place, referencing a very clear picture of what high performance behaviour in a specific role and context looks like.

5. NETWORKS

Especially in today’s hyper-connected world we are the sum of the value we can tap in and through our networks, rather than what we alone bring to the table.

I was once asked in an interview, “What is the one thing we will miss out on if we don’t hire you?”  After a few moments of hard reflection, my response was, “My network”. 

My network is of incredible value, not only to me, but also to any potential employer, client or colleague.  Each of us has the potential to draw and profit from the expertise and experience of our network.

I believe passionately that developing a strong professional network is something in which time and energy is well spent.  I also believe that employers often underestimate the power and potential of networks.  More could be done to encourage their employees to develop and deploy networking skills.  High performance is almost always inextricably a relational, interdependent, co-creative and collaborative pursuit.

In short, employees need to be purposefully and accurately reaching out to and connecting with the right people both within and without their organisation in order to deliver optimal results.

6. MOTIVATIONAL FIT

Many readers will be familiar with the classic Situational Leadership matrix of Hersey and Blanchard.

Performance is the sum of not only of the “Skill” but “Will” of the individual.  Does the individual want - intrinsically - to perform the task or tasks assigned to them?  Are they motivated to deliver performance?

One of the key roles of leaders and people managers is to cultivate and channel the motivation and engagement of employees to deliver performance and results.  This topic could (and does) fill books, let alone a paragraph or two in an article.  For now, suffice it to say that the effective people manager or leader can, for starters, consider two key levers to shift employee motivation – perspective and position design.

1.    Perspective. This concerns the job holder feeling good about what they are doing.  It may entail explaining or emphasising the purpose or importance of a role.  It may involve showing appreciation to the job holder for their efforts.  For further tips see my last article “Winning Words for Love at Work.”

2.    Position Design. Is the individual in the right job? Can the job be in some way enriched or otherwise modified to suit the individual?  Can elements of experience, skills or expertise be built into the job so that the individual is in some way growing or going in a direction that better suits them?

CONCLUSION

Performance consists of inputs, throughputs and outputs. Performance in most organisations involves a significant amount of human capability at work.  Capabilities need to be monitored, maintained and optimised to ensure optimal performance.  As with the maintenance of any valuable asset, this activity needs to be done in a structured and systematic way.  In the case of human capabilities both ‘hard’ and ‘soft’ factors need to be considered and then developed and deployed optimally.  This is key to individual and organisational performance.