Strategies for developing employee capability | The Oxford Review

Strategies for developing employee capability

Research Briefing

Keywords: employee capability, workforce capability, organisational capability, organisation performance, strategy

One of the key issues any organisation or firm faces, no matter how large or small, is how to acquire the necessary knowledge, skills, attitudes, behaviours and thinking in order to achieve its goals. Together, these five attributes are the primary components of workforce or employee capability. Broadly, there are considered to be three overarching strategies to acquire the necessary capabilities:

  1. Buying in the capability
  2. Developing it internally
  3. A mixture of both buying and developing capability

The vast majority of organisations opt for the third strategy whereby they recruit against specified capabilities and then have internal processes for fine tuning and customising those capabilities.

Regardless of which strategy an organisational firm uses, workforce capability is a primary direct and indirect predictor of organisational performance and overall capability.

A new (2019) study has looked at the primary strategies that non-profit organisations use for workforce capability development. The study is of particular interest because non-profit organisations frequently lack the resources of commercial organisations and, as such, have frequently been found to be more innovative in their approach to capability development which other organisations can capitalise on.

This research briefing is essential reading for anyone involved in learning and development or HR.

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Disclaimer: This is a research review, expert interpretation and briefing. As such it contains other studies, expert comment and practitioner advice. It is not a copy of the original study – which is referenced. The original study should be consulted and referenced in all cases. This research briefing is for informational and educational purposes only. We do not accept any liability for the use to which this review and briefing is put or for it or the research accuracy, reliability or validity. This briefing as an original work in its own right and is copyright © Oxford Review Enterprises Ltd 2016-2019. Any use made of this briefing is entirely at your own risk.

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