In a series of applications within companies and in the Human Resource Business School program each year, it has been revised and refined. The leadership capabilities reflect a logical process, evolving from shaping business and human resource strategy through the shaping and implementing of change. Most capability models are merely clusters of capabilities, without such a defining rationale. All capabilities are defined as behaviors, so that they may be observed, assessed, identified as strengths or development needs, and developed through learning actions. This is why we use the term capabilities rather than competencies, which usually encompasses individual attitudes, personality qualities, and other factors.
Capabilities are the knowledge, skills, and abilities required to perform roles effectively.
This model applies to individuals in human resource leadership roles as members of business unit management teams or cross-functional project teams. While there are multiple ways to use the capabilities model, the primary application is for individual assessment and development planning through the use of the HR Leadership Profile. This Profile solicits self-perceptions from individual HR leaders, usually as part of a HRBS program or a workshop that provides a context for understanding the purpose and application of the results. The Walker Group will customize the Profile and the process for using it with a company. HR Capabilities Profile Report Where multi-source feedback is used, questionnaires are returned directly to The Walker Group for processing and analysis.