Capability Approach

Capability Approach

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  A Capability Approach toorganizational talent management By: Deepti Singh 15609053
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  Introduction • The CapabilityApproach (CA) was originally developed by the economist Amartya Sen as a way of thinking about and measuring human wellbeing. • The Approach shifts the focus from resources to individual freedoms (monetary and material resources), he calls freedom-’Capabilities’ & beings and doings-’ Functionings’. • CA helps in many evolving areas of the organization-employee relationship, to introduce social and ethical considerations to conceptualizations of talent and its management and hence to position talent programmes in social and ethical contexts. • The core characteristic of the capability approach is its focus on what people are effectively able to do and to be, that is, on their capabilities. ACAtoOrganisationalTM 2 8/21/2016
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  Cont… • Well-being anddevelopment should be discussed in terms of people’s capabilities to function, i.e, on their effective opportunities to undertake the actions and activities that they want to engage in, and be whom they want to be. • These beings and doings, which Sen calls achieved functioning, together constitute what makes a life valuable. • Functioning include working, resting, being literate, being healthy, being part of a community, being respected, and so forth. • The CA can be used as a normative framework for assessing social arrangements, social justice, equality, and quality of life, as well as for designing policies. It has also been seen as a theory of social justice – seeking to reduce social exclusion and inequalities. • It can also be used as an alternative evaluative tool for social cost-benefit analysis, or to design and evaluate policies. ACAtoOrganisationalTM 3 8/21/2016
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  Sen’s attention topotential outcomes ACAtoOrganisationalTM 4 8/21/2016
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  CA & TalentManagement • The approach has been used perceptively to analyze a range of management situations including workplace equality ,human resource development, careers of senior managers, disability policy, health care and business ethics. • As CA can’t be seen simply as an alternative ‘system’ that could be covered over, or fitted round, existing talent management structures. • To emphasize that the difficulties are not unbeatable and may at times even be reframed as strengths. • It provides a solid platform on which to site talent management programmes and policies. ACAtoOrganisationalTM 5 8/21/2016
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  Capabilities and newperspectives on talent management • The Approach is often conceptualized as a space in which one must take a fundamentally different perspective and ask different, often counterfactual, questions. • The power of CA lies in its transformative potential and its ability to generate new meanings and understandings that offer real alternatives to the conceptualization of talent and its management. • CA transforms a managerial view of HRM that positions it primarily as a means of serving organizational effectiveness into one in which the focus is shifted away from the needs of the organization to the freedoms of the individual. ACAtoOrganisationalTM 6 8/21/2016
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  • The mosttalented employees are those that are deemed to be adapting most successfully to their changing organizational environments. • CA is fundamentally about the expansion of freedoms rather than the battle over resources. • The underlying idea is that the transformative potential of CA arises in turn out of the ethical quality of its composition. ACAtoOrganisationalTM 7 8/21/2016
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  Bringing capabilities & talentmanagement together • The qualities of CA form a transformative space that can offer a essential alternative to existing conceptualizations of talent management. • This was necessary to provide a platform on which to bring CA and talent management into closer proximity. • CA positioned as providing a set of antecedent ideas which might inform thinking about talent management and guide the development of specific programmes that are relevant to the individual needs of organizations. ACAtoOrganisationalTM 8 8/21/2016
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  More about CA •Nussbaum distinctions between different types of capability: • Internal capabilities:-not the same as ‘innate equipment’ but which can be trained and developed in interaction with the various environments in which a person may find themselves.(talent, skill or competence). • Basic capabilities:- are innate powers that can be nurtured. These are innate faculties of the person that make later development and training possible. The usefulness of these categories of capabilities in formulating inclusive talent programmes that seek to eliminate the current waste of talent. ACAtoOrganisationalTM 9 8/21/2016
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  New principles oftalent management 1. Talent identification should not focus simply on a ‘vital few’ who are deemed to be uniquely valuable. 2. Talent identification should encourage people to consider and to realize what matters to them in-line with the interests of the organization. 3. The ethical individual, far from being completely self- serving, sees themselves as a social being with obligations to others. ‘’Selfishness has no place’’. 4. External talent pools must not be seen as an instrumental means to an end in which new hires simply bring something to the organization. 5. In any evaluation the focus must be on capabilities and not on performance. ACAtoOrganisationalTM 10 8/21/2016
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  • Organizations mustconsider what they are doing to help the employee move to an environment where their talents will enable them to function in a way they want to, in other words to flourish. • Evaluation must also ask whether the conditions are being created to develop particular functionings given that employees will fall into three categories:-  those with no talent of value to the organization, those with talents of value but which are not being appreciated & those who have been identified as talented. ACAtoOrganisationalTM 11 8/21/2016
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  Difference between CA& TM ACAtoOrganisationalTM 12 8/21/2016
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  Conclusion • Talent Management"has become one of the most important buzzwords in Corporate HR and training today. Organizations know that they must have the best talent in order to succeed in the hypercompetitive and increasingly complex global economy. They must manage talent as a critical resource to achieve the best possible results in the long run. • The principles could be used to assist in setting out how ‘talent’ is understood within an organization and the capabilities that are being promoted. These must be capabilities that expand individual freedoms and meet the needs of the organization. ACAtoOrganisationalTM 13 8/21/2016
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  ACAtoOrganisationalTM 14 8/21/2016