The extent to which the organisation understands the capabilities and skills it needs now and in the future, aligns learning and workforce development to organisational priorities, and uses targeted interventions and workforce routes to build sustainable capability.
1. The organisation has identified a focused set of priority organisational capabilities linked to its strategy, with the underlying skills required to build each capability clearly understood. 1. The organisation has identified a focused set of priority organisational capabilities linked to its strategy, with the underlying skills required to build each capability clearly understood.
1. Not in place 2. Emerging / inconsistent 3. Partly established 4. Well established 5. Embedded and effective
2. There is a forward-looking workforce and skills plan that identifies current and future capability gaps and sets out how the organisation will upskill, reskill and source the skills it needs. 2. There is a forward-looking workforce and skills plan that identifies current and future capability gaps and sets out how the organisation will upskill, reskill and source the skills it needs.
1. Not in place 2. Emerging / inconsistent 3. Partly established 4. Well established 5. Embedded and effective
3. Learning and development is differentiated from task-based training, with development interventions deliberately mapped to the capabilities and skills required by different roles, levels and populations rather than applying the same solution to everyone. 3. Learning and development is differentiated from task-based training, with development interventions deliberately mapped to the capabilities and skills required by different roles, levels and populations rather than applying the same solution to everyone.
1. Not in place 2. Emerging / inconsistent 3. Partly established 4. Well established 5. Embedded and effective
4. Employees have clear visibility of career progression and development opportunities, supported by meaningful role and skills mapping, internal movement and targeted development that enables people to build capability over time. 4. Employees have clear visibility of career progression and development opportunities, supported by meaningful role and skills mapping, internal movement and targeted development that enables people to build capability over time.
1. Not in place 2. Emerging / inconsistent 3. Partly established 4. Well established 5. Embedded and effective
5. The organisation uses a coherent mix of development and workforce routes — including apprenticeships, graduate programmes, work experience and outreach — to build future capability, with clear measures of success used to assess whether learning, skills and workforce investment is delivering the intended outcomes. 5. The organisation uses a coherent mix of development and workforce routes — including apprenticeships, graduate programmes, work experience and outreach — to build future capability, with clear measures of success used to assess whether learning, skills and workforce investment is delivering the intended outcomes.
1. Not in place 2. Emerging / inconsistent 3. Partly established 4. Well established 5. Embedded and effective
