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In this case study, I want to share an exercise to measure the strength and weaknesses of a team. This exercise guided our team in terms of areas we had to improve, and enabled me to do better succession planning.

A Capacity and Capability Report consists of a series of GAP analyses of the team’s soft skills, hard skills and technical aptitude, a SWOT (Strengths, Weaknesses, Opportunities and Threats) analysis and a Succession & Risk plan. The report shown in this case study is the result of such a study I conducted with my UxD team in 2013.

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The capacity of a team focuses on each individual’s confidence in applying knowledge, skills and attributes to a range of contexts, while capability is more focused on the acquisition of knowledge, attributes and skills. In short, it considers both the skills and competencies we have and the ability to apply these in rapidly changing working environments and contexts. This ability to be flexible and ensure efficiency outside of segmented environments is an important skill in an agile workplace.

As a manager I conduct regular 1:1 coaching sessions with my team members. This is one of the methods that helps me uncover my team’s strengths and weaknesses. I can then utilise the strengths in certain individuals to compensate for the weaknesses in others. This form of strength-based leadership focuses mainly on people’s strengths and making the most of it.

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In the main body of the document I communicated my findings through simple visual representations (see first image below). However, I also included the less visually pleasing data behind these representation in an Addendum, with an explanation of how I rated each individual, and their respective scores (see second image below).

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The Succession and Risk planning section considers various scenarios such as attrition, where the team’s capacity may be reduced, and proposes alternative solutions to ensure resiliency.