Capability at Work: How to Solve the Performance Puzzle

by Paul Matthews

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 Amazon provides a print on demand paperback. If you want the higher quality paperback, you can get it from us at www.peoplealchemy.co.uk/paul-matthews...

188 pages, Paperback

First published September 23, 2014

Reviews

[Monty · Rating 4 out of 5]

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.

[andy noble · Rating 4 out of 5]

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