Capability Framework

AbilityMap’s capability framework includes transferrable human capabilities, literacy, numeracy and problem-solving. Our framework does not assess technical skills or validate qualifications such as certifications and licences. By focusing on the transferrable skills, AbilityMap’s recruiting software can also be leveraged in areas like employee development and skills-based workforce planning.

If we think of responsibilities within a role as what gets done, capabilities refer to how things get done. Sure, it’s great if someone achieves high results for the company, but not if it causes carnage for the rest of the team to fix. 

This is the benefit of using a capability framework in your business. It allows you to understand which capabilities are important for high performance in your workplace and recruit candidates who naturally align with those. There are many benefits to aligning occupation-specific capability sets to roles, including increased retention, performance, productivity, wellbeing and employee engagement.

AbilityMap’s framework can map to existing, similar frameworks, so that your organisation’s language is reflected throughout the platform including reporting and results. Alternatively, for frameworks that concentrate on a specific function, such as leadership, AbilityMap can complement these specialised frameworks by providing a comprehensive framework for those roles outside of the leadership function.

AbilityMap’s default framework includes 31 human capabilities, representing 8 skill groups that broadly comprise what humans ‘do’ in the course of working.

COMMUNICATION

• Personal Communication
• Listening to Others
• Building Customer Relationships
• Building Networks

Sharing Knowledge

How this looks: Someone who scores high in Communication skills is easy to talk to with approachable body language, and has the ability to listen with presence and intent. A good communicator encourages openness, happily shares knowledge with others, and is keenly aware of the importance of nurturing relationships within their personal and professional lives.

TEAMWORK

• Working with Teams
• Supporting Diversity
• Understanding Others’ Needs
• Showing Professionalism

How this looks: Someone who scores high in Teamwork skills works well with fellow employees and always adheres to the behaviours expected when collaborating with other teams. A strong team player is sensitive to the needs of others, takes care with appearances and punctuality, is respectful of authority, and often does more than what is required.

MANAGING PEOPLE

• Leading Others
• Motivating Others
• Handling Authority
• Influencing & Persuading

How this looks: Someone who scores high in Managing People shows strong leadership potential, displaying the capabilities needed to create high performance teams. Excellent people managers are results-focused, naturally adept at negotiating with internal and external stakeholders, and comfortable with challenging others’ viewpoints in pursuit of their goals.

PLANNING & ORGANISING

• Setting Goals
• Committing to Goals
• Managing Resources

How this looks: Someone who scores high in Planning & Organising is passionate about the work they do and does it right the first time, on time and within budget. These detail-oriented individuals are known for their responsible project management, efficient organisation of resources, and ability to think ahead and anticipate problems before they occur.

INITIATIVE & ENTERPRISE

• Displaying Initiative
• Operating Independently
• Business Acumen
• Personal Selling
• Using Creativity

How this looks: Someone who scores high in Initiative & Enterprise is a creative self-starter who is naturally business-savvy, confident in their own ideas, and able to get buy-in from others. They excel without hand-holding, and are pro-active about implementing new ideas and processes to improve effective performance in key areas of the organisation.

LEARNING

• Managing Career Development
• Achieving Plans

How this looks: Someone who scores high in Learning actively seeks continuous improvement in their professional knowledge and to further develop capability within their own skills set. A learning-driven person relies on facts over feelings, likes to plan ahead and follow through, and is eager to increase their expertise by accepting ambitious projects.

SELF-MANAGEMENT

• Adapting to Change
• Accepting Responsibility
• Managing Safety & Risk
• Coping with Pressure
• Displaying Consistency

How this looks: Someone who scores high in Self-Management is a quick learner who is unafraid of change and challenging situations. A competent self-manager has consistently high standards and embodies personal excellence as a virtue. They are sensitive to risk and take steps to protect themselves, their team, and the organisation from danger.

PROBLEM-SOLVING

• Solving Problems
• Working With Words
• Working with Numbers

How this looks: Someone who scores high in Problem-Solving overcomes barriers to success through their inquiring and systematic approach to both their own work and the broader organisation they operate in. They are highly analytical, adept at using words and numbers effectively, and able to understand individual issues within wider contexts.

Objectively measuring capabilities assists with workforce planning by determining suitable roles and potential enjoyment for individuals.

People naturally develop preferences for certain behaviours over time, indicating their inherent capabilities and enjoyment in performing specific skills. Positive preferences align with natural capabilities, while negative preferences suggest lesser capability or enjoyment.

Since there are numerous behavioural measures, such as sociability, anxiety, and independence, individuals tend to excel in some skills while struggling with others based on their preferences.

Utilising a capability framework serves three main purposes:

1. Defining skills essential for effectiveness in a specific role
2. Identifying individuals’ natural capabilities based on behavioural preferences
3. Comparing the two to align strengths with role requirements in a business

This approach contributes positively to individual job satisfaction, enhances overall productivity, and influences the organisational culture. With these frameworks in place, companies can take the guesswork out of hiring decisions and succession planning, and elevate their skills-based workforce planning through data-driven, objective insights.