In “Capability at Work: How to Solve the Performance Puzzle,” Paul Matthews highlights a critical approach for organizational success: “The first step is to ensure that the focus is on performance rather than on learning or corporate training as the ultimate goal. Concentrating on performance and the gap between current and desired outcomes addresses both organizational and individual capabilities.”

For corporate training and development, it’s essential to assess how stakeholders view their role. Even with a position at the decision-making table, does the professional merely take orders, or is their expertise in enhancing workforce performance genuinely valued and integrated? Are they regarded as a crucial strategic partner?

Consider a scenario where a Chief Learning Officer (CLO) is part of senior management meetings but is primarily tasked with implementing training programs decided upon by others. In such a case, the CLO might find their role limited to managing vendor contracts for leadership and technical training, rather than contributing strategically to organizational goals. This example underscores that not all learning leaders are seen as true business partners, a reality that can be both challenging and instructive.

Transitioning to a Performance Consulting Role: Emphasize Capabilities

The journey toward becoming an effective CLO involves understanding how to enhance organizational performance through strategic training. One notable concept is Josh Bersin’s capability academies. These academies encompass a structured blend of programs, content, experiences, assignments, and credentials focused on specific functional areas.

Paul Matthews identifies five components of capability: knowledge, skills, mindset, physiology, and environment. While knowledge and skills are familiar elements of corporate training, the other components—mindset, physiology, and environment—are crucial for transforming corporate training into tangible performance improvements. By shifting from a training-centric to a performance-centric approach, learning and development (L&D) leaders can attract the attention of senior management, as performance directly correlates with achieving strategic objectives.

Linking Capabilities to Performance

To effectively link capabilities to performance, applying the Jobs-to-be-Done (JTBD) theory is valuable. This theory suggests that people utilize products and services to complete tasks, achieve goals, and solve problems. Employees have JTBDs in the context of fulfilling the organization’s strategic objectives. Corporate training professionals can break down these strategic missions into JTBDs.

For example, in a previous role at the U.S. Patent and Trademark Office, part of the strategic plan involved patent examiners conducting timely and high-quality patent examinations. The following JTBDs were identified:

• Mastery of the patent application process.
• Understanding complex technical information.
• Technical writing skills for effective communication with patent applicants.
• Accurate assessment of the patentability of applications.
• Proper management of patent application files.

Mapping Capabilities to JTBDs

Once JTBDs are identified, the next step is to determine the capabilities required to support them:

• Knowledge of patent law.
• Understanding of the patent application process.
• Ability to research prior art.
• Proficiency in writing clear and precise technical documents.
• Capacity to defend patentability decisions.

Mapping these capabilities to the JTBDs allows for the establishment of performance goals necessary for business success. This mapping process helps in developing relevant learning objectives and corporate training modules, creating a detailed course map aligned with the identified capabilities.

Developing a Comprehensive Training Plan

Following the mapping of capabilities to JTBDs, the Performance Program Path (PPP) becomes a crucial tool. The PPP aligns learning objectives with the business rationale for training by specifying performance outcomes and behaviors expected from employees post-training. This information is compiled into a master training plan or organizational development plan, which addresses the necessary knowledge, skills, mindset, and environment for each capability.

Evaluating and Refining the Training Plan

Evaluation, although listed last, should be an integral part of the process from the beginning. Employing evaluation methods such as Phillips’s Return on Investment (ROI) Methodology or the Kirkpatrick Model can be effective. The focus should be on behavior change and organizational impact. The mapping of JTBDs and capabilities informs the PPP, which includes performance goals. The next step is to link evaluation measures to these performance goals, potentially aligning them with organizational objectives and key results (OKRs) to enhance the credibility and effectiveness of the performance consulting efforts.

Becoming a Trusted Performance Advisor

Organizations are driven by the need to achieve their goals, and employee performance plays a critical role in this achievement. Effective performance depends on the development of employees’ capabilities through targeted training. While senior managers recognize the importance of training, they may struggle to see the direct connections between training programs and organizational performance. By adopting a capabilities-focused approach, learning leaders can clearly demonstrate how training translates into capabilities, which in turn drives performance and contributes to both individual and organizational success.