What is the value
A clear view of the capacity and capability of change-related disciplines permits an organisation to be more confident in change delivery and to plan effectively for future demand for change.
Capability assessment uses a number of measures to identify the capacity of change professionals to approach and perform discipline tasks effectively.
Why is it valid
Research conducted by Cranfield IT Institute into the attributes of successful project managers, together with further analysis conducted at various universities, has identified a number of key attributes and relevant contributory dimensions to capability in project management; knowledge, attitude, skills and experience - known as the KASE model. This has been used as the basis for assessing over 37,000 project managers, and over the last decade has been extended to other change disciplines.
What you will experience
While change professionals can take advantage of corporate development opportunities presented by annual appraisal and HR / L&D processes, it is not usual that their professional capability is assessed other than by the results they achieve. Such an assessment can appear threatening, and careful management is required to ensure trust and co-operation. The profile approach adopted by CITI reduces this as it focuses on evaluation of competences and capabilities -not just achievement.
How you might start
The assessment uses a number of online questionnaires, but attitudes, and more especially skills, are best determined face to face, using case study-based structured interviews.
The capability assessment results are discussed with the individuals as one of a number of inputs to their personal development planning. In addition, by aggregating the results a profile of the competence of the community can also be presented to management, which is used to identify any generic weaknesses and to plan for, and match capability to the future demand to be made on it.
An understanding of both individual and community capability allows organisations to structure and allocate work with greater confidence of success, and to plan more effectively in preparing for future change demands.
Tools and techniques used
KASE (Kivit chart)
Learning mix against capability
Sample group outputs (e.g. group capability against sector/overall)
"The classic training model, taking individuals out of the business to sit in a classroom for a week at a time, was not going to work for us. But at the same time, we knew we needed to raise our game in managing change. I have to say, your people are brilliant!"
Head of business change, Legal & General