We focus on professional development rather than performance management. By providing a structure for continuously growing capabilities our people-oriented approach helps you move beyond the restrictions of position descriptions and numerical targets.
Our unique front-line back approach empowers frontline managers to develop dynamic agile teams, using simple, intuitive tools that put them in the driving seat, without micro-management or excessive paperwork.
CapabilityBuilder generates clear, objective evidence for performance-related decisions as well as business cases for training and other expenditure. This gives senior leaders the confidence to delegate, while employees are assured of the fairness of the process
We are your trusted partner in building the skills, capabilities and confidence of individuals, the key to creating high performing teams.
Our supportive, intuitive tools equip frontline managers and their people to create individualised career journeys and learning plans, and set realistic goals directly connected to core business.
Through a single-screen capability profile organisations are able to:
• Take control of recruitment and on-boarding
• Build effective induction and professional development systems
• Significantly reduce staff turnover
• Encourage staff to take on complex new roles
• Develop the leaders of tomorrow without bias.
Induction and onboarding become extended processes with clear expectations and learning objectives
Growing in their role, employees follow clear, customisable pathways to improve their performance
Mapping out clear opportunities for taking on new responsibilities and exploring new avenues for professional development
Established as experts in their field, recognized for their full value as leaders and mentors, with multiple pathways to transition
Steve is CEO of CapabilityBuilder.
Jeremy leads CapabilityBuilder’s product development.
Kevin leads CabapilityBuilder’s business development.
Also read our blog posts on Medium
Latest Blog Posts
Three Reasons To Change Your People System, Part 1: Are You Promoting People Only To Watch Them Fail?
Up to half of all first time managers fail. Why does it happen, and how can you stop it?
“Not everything that can be counted counts, and not everything that counts can be counted” – William Bruce Cameron, sociologist
Taking a product to the public for the first time isn’t just a sales exercise, it’s a learning opportunity!
New research says the future of work is gloriously unstructured. But what should you do when people need structure?
Read more about ALL AT SEA: Leading The Liquid Workforce
Throwing people in the deep end is a great way to destroy careers. Try teaching them to swim instead.
“Culture” means a lot of things, it doesn’t have to mean conformity.
The rush to replace performance management with agile, instantaneous and individualised feedback may sweep away the good with the bad.
Many business leaders complain that universities turn out graduates that are not “job ready”. We often hear about a “war for talent”, where businesses have to offer unsustainable salaries and benefits to get the skills they need. Meanwhile tech and creative-focused business increasingly use interns, a system that is coming under intense criticism.
The solution to all these problems is simple. Read more about Hire apprentices, not interns
Performance Management (PM) is the most common way employees’ contributions are measured and valued. Since the bad old days of “rank and yank” PM has been refined repeatedly, but rating performance against key indicators or goals remains at the heart of modern people management. Unfortunately, despite all attempts at reform, Performance Management just doesn’t Read more about The Common Non-Sense of Performance Management[…]