Functional Capability Analysis Example

Wanting to improve on how a function, such as Human Resources (HR), performs requires one to analyse the difference between your expectations for the function, the norm in the marketplace for that kind of function and of course reality. The resource I am sharing today helps you look at various functions/departments at a location/office and compare the reality vs what you expect to see. This knowledge or insight helps you plan your approach going forward.

What you expect from a function could be a mixture of what you know is considered “normal” service delivery and capability for that function at that particular location and it would also contain operational expectations based on your strategy. For example: you may have a strategy to gain more marketshare by applying your IT department in different ways to support R&D and that means your expectation for the service delivery and capability of the IT function may be higher than what is considered “normal” in the marketplace for the location where you are at.

Functional Capability Plotting is an excel spreadsheet which helps you rate existing functions at a location against expectations for capability and service delivery. You may also wish to split those two topics into two different graphs in case you feel that there may be differences in your ratings. (The graph is generated automatically when you have filled in the scores in the yellow and orange cells)

Functional Capability Plotting  resource link

When you have completed the analysis portion using the attached resource, consider this: what do you need to Stabilize in the next year? [situations that are fluctuating/not stable or actually currently meeting expectations so do not make any further changes just maintain status quo]. What do you need to Improve and Develop? What do you need to leverage and incorporate in your value propositions going forward? [Where are you currently doing better than customers know and/or you are far better than the norm and it is giving you a previously unknown edge?]

Knowing the capability and service delivery for each of the functions at your location can help you map out operational and organizational development priorities when you review how important these functions are to achieving your strategic goals. Any changes you need to make to up-skill a function or change the mindset or management approach in a function can be documented by using an Action Plan. (The Action Plan shared in this post can help with that).

Coaching Effectiveness Survey

While it is a good idea for coaches to periodically discuss how well the process may be working for those that they are coaching, it is also a good idea for HR/Learning and Development to get feedback on the coaching program on an annual basis. Occasional informal feedback from the person being coached to the coach directly may help the coach improve the person’s coaching experience and outcomes reached. A formal annual survey helps the department responsible for managing and monitoring the coaching program to understand a few things:

  • General questions that coaching participants may still have about the process or program objectives
  • How to improve the training of coaches to improve developmental outcomes
  • How well the relationships are working between coaches and those being coached. Perhaps an intervention may be needed in cases where a high level of dissatisfaction is recorded?
  • Whether the coaching process is working well in general – meetings are held on a regular basis and the right topics are being discussed.

The coaching effectiveness survey contains questions you may want to consider for your annual survey and it also contains some suggested wording in an email to those who are being coached to introduce the survey and its purposes.

The coaching effectiveness survey  link

Gather the survey feedback and analyze it for overall coaching program effectiveness, but also look at individual responses to see if anyone is having a particularly negative view about his or her coach or the coaching process.  When you take action on individual responses pay close attention to the confidentiality statement you put in the email that went with the survey. Do not reveal someone’s input to his or her coach unless it was expressly established that the survey respondent consent to this course of action. Also use the information gathered from the survey to improve your orientation slides for the next coaching program and to improve future training you offer to coaches.

Other coaching resources that may be useful for setting up your coaching program: preparing for coaching, coaching questions, coaching program orientation slides.

Internal Communication Effectiveness SURVEY


Employees should receive regular information about the company and should be informed about planned changes, successes in the company and how their efforts have lead to good outcomes and wins for the company. Managers also need to be heard and have their views, goals and plans shared with employees who can help them achieve the planned successes. Employee opinions and feedback should also be captured and reviewed by managers to enable better decision-making and improve in areas where company actions or activities are not as effective as originally planned.

Ensuring that employees receive important and relevant information about the company on a regular basis and in the right ways is mostly the responsibility of the HR function. In some cases HR shares this responsibility with the Communications department.

Internal Communication Effectiveness Survey  link

Effectiveness of internal communication should be evaluated periodically. I would not repeat a survey like this one on a monthly basis unless you are going through a specific change initiative in this regard and would like to ensure you have a good understanding of how well your change process is going. Once per year or once in 18 months should be a good evaluation period. Keep it short to optimize your chances of getting good feedback and a high level of participation.


  • Ensure your questions are specific and simple – survey respondents should know what exactly you are asking about. Do not combine more than one question into one.
  • Always make a post-survey action plan and share that with survey respondents and other stakeholders in the success of internal communications.
  • If you are an HR Director or in HR Management – stay close to the creation of internal communications. Read everything before it is released or published internally in your area of responsibility. The tone of communications and the contents of messages that are sent into the company very closely link to how employees are interpreting how the company’s management “feels” about them and you will often find disconnects started with some internal message that was misinterpreted.

Team Effectiveness Snapshot

The strength of teams lies in their ability to achieve more as a group working together than as individuals working independently on various parts of a project or activity.  The main obstacle to a team achieving the optimal performance level is the ability of the individual team members to work together collaboratively. You can select the right team members based on the knowledge you need, the skills and competencies you need and the experience levels you need for a project. And the team performance can still be very disappointing if the team members do not communicate effectively, are not sharing information in a comprehensible way, and are not clear on how to coordinate with each other to avoid rework or waste their efforts working on the wrong items.

Any team will go through developmental phases starting from the first day the team members spend together. If these phases are navigated successfully, they can help team members build a high level of trust which enables the team to achieve a high performance level. The leader of a team has an important role to play throughout the phases to help the team achieve their goals in the most effective and efficient manner. Team Success Measures
Measuring the progress of a team’s efforts is typically simply a case of setting and measuring KPIs (Key Performance Indicators) on a regular basis. These are typically set around costs, time to completion, quality of the product etc.

Measuring the cohesion between team members and how well the team is functioning is not that simple. Every team member most likely has his or her own opinion of how well the team is functioning and where improvements may be needed on interpersonal levels to enhance their experience of being on the team.

The Team Effectiveness Snapshot is a great way for leaders to take a quick look at how each of the team members see the team at that moment in time and identify where discussions may be needed to clarify or remove impressions that could hamper team functioning.

The purpose of this quick survey is to gather input from the team on their own perspectives. Remember that a perspective is just how one person sees things at that moment in time. It does not mean that the perspective of one person holds true for the rest of the team. It is important though that you understand whether one or more team members are not feeling included, engaged or able to contribute or understand what the team is trying to accomplish.

I suggest you, as the team leader, ask your team members to fill this out maybe once a month – more often if you are going through a difficult phase as a team and you are concerned about how well things are going for each team member. I would not do this more than once per week.

Note that your team dynamics will most likely change when you add members, remove members or when your project enters a completely new phase of functioning and performance expectations. At those moments you are likely to see a decline in previously recorded good scores for team effectiveness and functioning.

Use this tool as a way to quickly diagnose where the team is at and use it as a starting point for some team or one-on-one discussions to address concerns raised. Include an external person to facilitate difficult team discussions if you feel it may be helpful – someone from HR/Learning and Development may be able to use their expertise and skills in group dynamics, conflict resolution and interpersonal relationships to get your team out of a rough spot when it occurs.

Determining own Values TEMPLATE


Before you can select goals and objective for your life and your career, you need to know what you value above all else in your life. You could not even select priorities for your time or how to use your efforts and energy best if you did not have clarity on what your values are. This is also true for leaders, managers and others who like to plan for the successes they intend to achieve.

Values drive how you spend your time and how you make choices and decisions for activities and events that are important to you. Your values are especially helpful with choosing between two options – events to attend, how to prioritize activities, which actions to take next etc. When it comes to decision-making: select options that mostly align with your values and refrain from choosing options that are not aligned or even opposites to your values.

This template can help you define your own values; it contains a list of statements to guide you on your quest. Instructions on how to use the template can be found at the top of the worksheet. First you read through the statements and then put a Y for yes in the first column to indicate those statements which most appeal to you on an internal value scale. (It seems or feels right to you; knowing yourself and what you find important in life). The next step is to look at only the ones you have selected with a Y – put a score between 1 and 10 next to the selected items using the column to the right of each statements to indicate how important that selected statement (representing a value) is to you. The highest scores indicate your highest values. Rephrase or clarify any of the value statements so that you can be 100% sure to remember it correctly a few days or weeks down the line when you review the list of your top values.


  • Feel free to add more statements or words at the bottom of the list if you think of values that are not shown. I find that these lists are good at helping one start-up the process and then your own ideas and words start to pop-up which then enables you to complete the process without using the listed guiding statements.
  • Once you have your list of top 5 values, check that against how you spend your time and ask yourself if your choices reflect your values or not. If they do, great. If they do not, what will you change to ensure you spend your time in a way that reflects your values better?
  • Look at those who are close to you next. Are you surrounded by people who share your values or do they have different values? If their values are aligned with yours, great. If their values are not aligned with yours, what will you do to ensure that you are able to live up to your own values?
  • Your job and the company you work for/the office environment – do you feel that your values are compatible with the environment and what the company is trying to achieve? Are people (employees and customers) being treated in a way that you feel is aligned with your values? I am not suggesting that you resign tomorrow if there is a disconnect between your values and status quo. Instead I would like to pose a question… what can you do to positively impact how things are being done right now? And what do you think are the best steps to take if you do not see any improvement over time or a better alignment with your values?

It is not easy to hold yourself accountable in this way; knowing what your values are and being honest with yourself about how well your life choices align with your values.  It is possible that some people will get upset with you when you consciously start making different choices with your time and the things you are interested in or willing to do. The benefit of making decisions with your values in mind is that you will be able to take a more direct line to accomplishing your goals.  This will impact time management, prioritizing preferences and cutting out those items that distract you from achieving the goals and objectives that you have set for yourself.

Determining own Values TEMPLATE