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Capability Development For Growth: Leverage Strength or Build Competencies at

The document discusses capability development at VA Tech Wabag, an Indian water management company. It proposes leveraging individual strengths rather than focusing on competencies and weaknesses. This diverges from the typical competency-based approach to talent development. The case examines understanding and applying a strengths-based approach to building capabilities while recognizing the role of competency frameworks. It raises questions about optimizing both approaches to effectively manage talent and develop leaders.

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Abhay Kumar
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162 views11 pages

Capability Development For Growth: Leverage Strength or Build Competencies at

The document discusses capability development at VA Tech Wabag, an Indian water management company. It proposes leveraging individual strengths rather than focusing on competencies and weaknesses. This diverges from the typical competency-based approach to talent development. The case examines understanding and applying a strengths-based approach to building capabilities while recognizing the role of competency frameworks. It raises questions about optimizing both approaches to effectively manage talent and develop leaders.

Uploaded by

Abhay Kumar
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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CAPABILITY DEVELOPMENT FOR

GROWTH :
Leverage strength or build competencies at

VA Tech Wabag

Project Submitted by:


(Abhay Kumar - [email protected])
(Dipu Verma - [email protected])
(Heeshal Datwaanii - [email protected])
(M Riyaz Khan - [email protected])
(Sanjeev Kumar - [email protected])
WHAT IS CAPABILITY?

’Capability' refers to the skills, ability, aptitude and knowledge


one possesses in relation to the job he is employed to.
BACKDROP

VA Tech Wabag, an Indian MNC firm was an industry leader in


total water management. The case presents an alternative method of
Talent Development that focuses on leveraging an individual's
strengths against the practice of focusing on functional and
behavioral competencies and develops training need analysis
(TNA).
DIVERGENT APPROACH

This approach appears to be contrary to the ongoing deficit culture,


which concentrates on weaknesses. The HR head of the organization
resists the paradigm shift in the approach to capability development.
LEVERAGING INDIVIDUAL STRENGTH

The case addresses three principal issues:


1. Understanding the strengths-based approach to capability building
2. Clarifying the competency-based approach to talent management
3. Building leadership capabilities by understanding and leveraging
individual strengths and appreciating the role of competencies in enabling
success.
All of this raises the question of the role of competency frameworks,
the TNA approach's limitations, and synergizing both ideologies.
CRITICAL QUESTIONS

Some specific questions raised by this case are:


 Is it possible to build capability by adopting either approach?
 What are the challenges of adopting strengths-based approach for
recruitment?
 How can the organization leverage team strengths?
Understanding these dichotomies can help L&D functions manage the
best out of their talent and build effective leaders.
COMPETENCY FRAMEWORK

The case challenges existing paradigms of capability development,


arguing for an approach, which hinges on the principles of positive
psychology. The helps develop an understanding of the role of
competency frameworks, their relevance, and their limitations.
LEADERSHIP DEVELOPMENT

It also expands on the applicability of strengths-based approach and


how this can be integrated with competency framework of
organizations. Overall, the case suggests that multiple approaches of
capability development are required for effective talent management
and leadership development.
ALERNATE APPROACHES

For Junior Resources - We also recommend IDP :


An individual development plan, or IDP, is a document completed
by individual for the plan of self-development over the next period,
usually one year. This plan is then reviewed and discussed by
supervision to match the individual goals with company goals. They
also discuss various options and approaches to achieve the plan.

For Middle and Above - Leadership Development :


Leadership development is the process which helps expand the
capacity of individuals to perform in leadership roles within
organizations. Leadership roles are those that facilitate execution of
an organization's strategy through building alignment, winning
mindshare and growing the capabilities of others.
THANKYOU!

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