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3D Capabilities Profile is a structured framework for comprehensively capturing or profiling one's capabilities. Working with this, we can profile our capabilities, assessment of which is the 1st step towards career development. Similarly, employers or organizations would be able to use the framework to profile the capabilities of its employees to focus its development effort.
The highlights of the 3D Capabilities Profile:
1. Comprehensiveness: It is applicable to individuals in any function or market and covers all areas one's talent, skilled and otherwise.
two. Structured: It takes one from a macro to a micro level in a step-by-step manner.
3. Universal: It is applicable to people across geographies and levels in organizations.
The profiling involves two dimensions:
1. The capabilities we possess and
2. The proficiency in the capabilities
(Batting perhaps one's capability the related aspect or proficiency would mean how well 1 bats.)
Our 3D Capabilities profile would consequently cover both these aspects i.e. profile the capabilities or abilities we possess and the proficiency levels in these skills or capabilities.
Career development or employee development would mean either/and:
1. Acquiring new capabilities or abilities
two. Improving our proficiency levels in the capabilities or skills
Structure for capturing capabilities
1. Function
Example: HR, Arts, Software program Development, Accounts and Sales and so on.
2. Industry
Example: Monetary Services, Software, Automotive, Oil & Gas etc.
three. Roles
5 broad clusters of roles that anchor around 1 key element or core competence. A position in an organization possibly a mixture of these five roles in varied degrees. From each of these roles, numerous kinds of deliverables are expected.
Example:
• Operations
• Manual or low skills individual contributor
• Understanding-centric or high skills individual contributor
• Consumers influencer
• Organization manager
4. Functional specialization
Areas inside the function-specializations that the function supplies. A very simple way to comprehend specialization is to take the case of doctors. We have doctors specializing in distinct areas of medicine, such as orthopaedics, dentistry, surgery and so on.
Example:
Software - Applications development, Mainframe, Testing etc.
HR - Recruitment, Compensation & Benefits, Training & Development etc.
5. Functional skills
Example:
Programming languages - C, C++, Java, etc.
HRIS - SAP, Peoplesoft,
Finance & Accounts - Monetary Accounting, Laws such as Businesses Act, Auditing etc.
6. Behavioral/Soft skills Ordinarily enables performance in one's role
Example: Communication, Delegation, Team management, Interpersonal abilities and so on.
7. Small business/Managerial skills Ordinarily enables performance in one's role
Example: Operations management, Advertising and marketing, Info Systems, Organizational alter etc.
8. Avocational skills (Hobbies and interests) Our interest areas, not necessarily related to our profession
Example: Yoga, Languages, Sports, Music and so on.
3D Capabilities Profiler is a menu-driven tool that assists us capture our capabilities and abilities. It is pre-loaded with skills in several functions and specializations, and so helps us identify the abilities or capabilities we have with small effort.
We need to realize what roles mean in detail. We will talk about that later in this document.
Proficiencies
Proficiency is defined as the ability to manage a particular level of complexity.
Complexity, in turn, depends on:
1. The quantity of information to be processed
2. Quantity of variables
3. Interdependency of variables
4. Prior data out there
The complexity can be viewed for each and every of the roles, for example
• Quantity of men and women to be managed
• Location covered under a salesman
• Number of merchandise or service lines
• Intricacy of a topic matter
• Tolerance of error
• Mix of technologies to be applied
• How dynamically the technology or subject is altering
We define proficiencies at 3 levels (Level 1, Level two and Level 3)
A basic way to fully grasp the unique levels would be to know the flair in the subject area, complexity of problems that we can solve, ability to make issues with the topic or skill.
When we say that I am able to converse with some difficulty in a specific language, I am at Level 1. In Level two of proficiency, I am able to converse with ease producing little or no errors. In Level three, I am able to converse in imaginative ways.
In the case of roles, we can appear at Levels of proficiency differently. One would usually move up proficiency levels with practice and expertise at some complexity level. After we reach a high proficiency level of a specific complexity level, we move on to a low proficiency level of the subsequent complexity level.
The aim is, subsequently, to move up the proficiency as well as the order of complexity.
From a role perspective, the proficiency levels have to indicate the complexity level.
For example, suppose a salesperson has reached a proficiency level of three (high) in his current role, which is managing his territory. Then he wants to be assigned to a greater level of complexity (say, given the responsibility of the sales of a region), exactly where he may perhaps actually move to level 1 proficiency.
Roles
Roles essentially mean how we deliver value in making a product or service-how we use our capabilities and aptitude.
Functional specializations are the focus or a one of a kind cluster of information and skills, inside a particular frame.
Consumers usually perform 5 roles regardless of no matter if they work for organizations or independently. These five roles are universal and are decent indicators of how we align our aptitude to how we make value.
Let us look at these five roles:
1. Operations
2. Manual or low skills individual contributor
3. Information-centric or high skills individual contributor
four. People today influencer
5. Business manager
Operations:
1. Involves coordination with numerous functions, including those outside our function (A production manager, for example, requirements to coordinate with finance, acquire, R&D and HR)
two. Entails following a regimen, method, series of activities (Examples: a production cycle, sales method, customer support procedure)
3. Involves managing people today, allocating tasks, ensuring productivity
4. Involves negotiating for resources-time, material, money
five. Involves troubleshooting in the process and producing improvements (Example: plant breakdown, sudden alter in frequency, leakages in the pipeline, improve in defects)
Individual Doer:
1. Entails the total work of an individual or (only an individual's efforts (Examples: carpentry, programming, fitting, drawing)
two. Involves applying abilities in analyzing troubles and identifying solutions or generating some thing
3. Involves taking instructions from other people and following the instructions
four. Could possibly involve dealing with the finish user directly, understanding their requirements, and meeting them
Knowledge provider:
1. Involves beneficial understanding of a particular subject or knowledge area
two. Entails expert or specialist dilemma-solving making use of our expertise and advising (Examples: an Tax counsellor analyzing my income, applying tax regulations, and advising me on the tax savings an Urban Transportation specialist guiding city planners on designing the appropriate kind of transportation system for the city)
three. Involves advocacy - giving suggestions and guidance (an insurance domain professional advises the insurance application development team, a marriage counselor counsels a couple)
4. Entails taking decisions independently and owning those decisions
5. Might involve dealing with the finish user directly (in the case of a Physician it does in the case of a Urban Transportation specialist, it does not)
Influencing others:
1. Entails selling goods or services or tips to others (Example: soaps, healthcare strategy, insurance policies)
two. Involves understanding the behaviour of many people (could be based on age, geography, culture, earnings, education and so on)
three. Involves expanding network and connecting with folks
4. Entails negotiations (could be prices, product or service possibilities, trade-offs)
5. Involves comfort in managing or working with emotions of men and women (some refuse to take up managerial positions saying that they are not comfy in dealing with other people's emotions)
Small business management:
1. Involves managing a home business unit, responsible for its financial performance (Examples: revenue, P&L, growth rates)
two. Entails taking risks on investments (Examples: make or invest in, will need to we invest now or later, must we set up a new office in a diverse city or not)
3. Involves bringing many people of diverse functions together to produce value
4. Involves spotting and building on opportunities for organization enhancement
Proficiencies for the 5 roles
Proficiency is our capability to deal with a specific level of complexity. The measure of complexity varies for diverse roles. Lets us look at some of the examples of the indicators of complexity or measures we use for proficiency in each of the 5 roles.
Operations:
1. Size of the operations (number of many people managed, size of the spending budget, spread of operations)
2. Sensitivity of the operations (tolerance for error, speed at which decisions have to be taken, the impact of decisions)
3. Criticality of the operations (financial value, strategic value, life cycle of the operations)
Low skill individual contributor:
1. Nature of skills (availability of the skill, competition)
two. Working conditions (where the skills require to be deployed and when)
3. Contextual variety (unique contexts in which the understanding is deployed)
High abilities individual contributor:
1. Expertise area (level of specialization, exclusivity, pace of modifications inside the expertise location)
2. Contextual variety (different contexts in which the expertise is deployed)
Influencing:
1. Nature of product or services (niche market segment or product/service/concept, competition, people's awareness about it)
two. Diversity of the audience (demography, culture, geography)
3. Value of the item or service or idea (criticality, sensitivity, monetary or non-monetary value)
Enterprise management
1. Financial value or the Net worth of business enterprise (size, growth, number of people today, spread)
two. Nature of item or services (competition, industry opportunities, method, and technologies)
3. Organization complexity (demography of people in the organization, functions, skills, geography)