EIDOS – Building Capabilities for Performance
The capabilities that companies need most have evolved, but methods of building those skills have not. Our survey finds that the most effective companies focus on sustaining skills and linking learning to business performance.
Mc Kinsey Survey. January 2015
Without continual growth and progress, such words as
improvement, achievement, and success have no meaning.”– Sir Benjamin Franklin
To sustain capabilities,
alignment and measurement are key
To capitalize on the skill-development, it’s critical for organizations to formalize their approaches to maintaining and improving capabilities. Yet few executives report that their companies do this well. Nearly half say their organizations encourage employees to develop their skills. But less than one in five says their human-resources functions and business units co-own learning—a practice that reinforces the importance of skill development and also aligns learning objectives with business needs. Across all the activities to sustain capabilities that we asked about, the respondents who do report co-ownership are the most likely to say it’s been very effective in supporting their learning programs.
To sustain and continuously improve, Organizations must have human-resources functions and business units co-own learning. ᴧɪɖɒs provides a more structured approach to developing tools, methods, and procedures to support capability building. We insist learning programs should be more often based on competency models and “learning journeys” for all roles.
At ᴧɪɖɒs we believe training your human resources is an integrated executive function that leads to organizational success or business performance.
Capability building has remained a high strategic priority for executives like on the job training. We say organizations, to perform at their best, must focus on a different set of capabilities and different groups of employees to develop. Organizations that are most effective at capability building, are much likelier than others to stay successful. Sustaining capabilities over time and linking learning to company performance are integral parts of their capability-building programs. ᴧɪɖɒs uses more methods than others to develop employee skills, We also use metrics to assess the impact of our programs on the business.
Looking ahead
- Diagnose systematically. In our experience, companies are best able to build strong capabilities when they systematically identify the capabilities and the training required to build such capabilities, both institutional and individual, that can have the most positive impact on the business. At ᴧɪɖɒs we begin by Objective needs assessment. By diagnosing these gaps in a systematic, objective way, we can better establish a foundation for the effective design of learning programs that link learning results to the business and include meaningful, quantitative targets.
- Design and deliver learning to address individual needs. The core principles of adult learning require that companies tailor their learning programs to employees’ specific strengths and needs, rather than developing a one-size-fits-all program for everyone. In our experience, the most effective approach to adult learning is blended—that is, complementing in-class learning with real work situations and other interventions, such as coaching. The results suggest that all companies could take advantage of more novel approaches, such as digital learning (which can reach large groups of employees anywhere, at once) and experiential learning (which links skill development to day-to-day work experience in a risk-free setting).
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