In lay terms we can think simply think of capability as a person's in - born potential. Let's take a more scientific look at what capability is in an organisational and job performance context. In Module 1 we referred to the research done by Hunter and Schmidt that identified general mental ability and personality as two of the key drivers of individual job performance and will focus our discussion on these two key areas. With this in mind, our definition of capability is the following.
Capability is the sum of all of the personality and emotional potential (EQ); and thinking, problem solving and cognitive potential (IQ) that is hard – wired in the human brain, and that are largely developed and crystalized by the time we reach young adulthood. These capabilities greatly influence and regulate how we deal with every facet of our work lives, including the technical and non – technical challenges found in the workspace.
Let's take look at some of the key concepts in this definition:
hard– wired:meaning that the bulk of our cognitive or thinking potential and personality and emotionalpotential is genetically programmed into our brains at birth.
developed: meaning that the potential we are born with is shaped and influenced by a wide variety of life experiences into who we are as people by the time we are young adults.
largely crystalized: meaning that our potential is to a very a great extent solidified – set or established by young adulthood. However, it's important to note that our journey is ongoing, and life experiences continually shape and refine our abilities.
greatly influences and regulates: meaning that our “crystalized capability” results in us behaving in largely stable and predictable ways across a wide range of situations.
technical challenges in the workspace: here we are referring to core functional components of a job. For instance an accountant preparing financial statements
non - technical challenges:there are a multitude of demands made on an individual that have little to do with the core functional demands of their jobs such as how they function under pressure, work in a team, relate to the people they work with and so on.