The scprime® people capability framework is based around a set of profiles which describe the specific capabilities required to deliver best practice within each functional area of the supply chain. Whether an organisation’s plans are focused on growth, rationalisation, acquisition, integration or just simply improving business as usual, the framework identifies whether the existing team has the capability to deliver those plans, and if not, where the gaps are. The structure is modular allowing businesses to select appropriate profiles for their specific needs.

The scprime® people capability framework supports a variety of specific business needs.

  • It can be used to identify the target capabilities needed to deliver the strategy (or implement improvement programmes) and determine any gaps that currently exist
  • It can be used to drive consistency of skills across a number of global regions and improve role profiles
  • It can be used as part of an annual assessment process to determine individual development needs and training requirements

Also to:

  • Identify the right people for the right jobs
  • Ensure there is a sustainable balance of skills across teams/functions
  • Benchmark skill levels against industry standards and/or internal improvement metrics
  • Tightly specify capabilities & skillsets required in new recruits

There are four key stages in the process of applying capability insight to specific roles and development plans. The approach can be tailored to each organisation but the standard approach is as follows:

1. Define

Select the capabilities needed to achieve the desired ways of working. They will involve capabilities in the person's 'home' function, plus adjacent functions and foundation elements are also likely to be relevant.

2. Target

Using the scprime® people capability profiles, determine what level of capability is needed by considering whether the role holder would be expected to be able to understand, execute or transform in each subject area.

3. Assess

The assessment process can be completed via management workshops, or by all role holders completing on-line self assessments. The results can be analysed for both individuals and team groups. This can help identify where one-to-one training is appropriate, or where a full team training session is more suited.

4. Action planning and training

Draw up action plans which include a combination of skills building, increased experience, and greater awareness. These become personal action plans that can be reviewed to ensure learning takes place and behaviour is changed.