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Capability development

"Capability incorporates the skills, knowledge and attitudes that a person brings to their work. It includes technical, business, personal and professional expertise which can be developed by formal and informal learning, observation, mentoring, guidance, feedback, lifelong experience and reflection."
Queensland Public Service, Capability and Leadership Framework, 2010

Why capability development?

Capability development is a critical component of the Developing Performance process. Determining capabilities requiring development within current roles and to progress career aspirations, as well as negotiating effective ways to develop these capabilities, ensures the process is meaningful and worthwhile.

Linking capability development to performance goals

To ensure a good return on investment for the time and budget invested in capability development, options must be clearly linked to the performance and development goals in a Developing Performance plan.

Consider these questions when choosing capability development options:

How have the team member and the team benefited from the capability development activities they undertook in the previous 12 months?
What strengths does the team member already have that they can build on to achieve the goals in their Developing Performance plan?
What skills and capabilities must they develop to successfully meet the requirement of the relevant capability framework and achieve their goals?
What capabilities will they need to take the next step in their career? Consider that this step could be at level, in a different role or a promotional step.
What capabilities will the whole team need to meet future workplace priorities?

Current capability development programs being offered include:

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This page was last reviewed on 08 Feb 2013 at 04:45PM

How can development be most effective?

Research undertaken by Lombardo and Eichinger about the most effective development suggests that:

10% of learning is from formal training events alone
20% of learning is affected through working with a coach and/or mentor or more experienced colleagues
70% of learning happens informally through on-the-job and off-the-job interactions.

Lombardo and Eichinger 2003, Leadership Machine