How ASIC Uses Capabilities | February 2025

Summary

In a comprehensive talk hosted by Acorn, an ASIC representative shares insights into their capability framework, integrated into Acorn's Learning Management System, ASIC Learn Hub. Since 2022, this strategic approach has revolutionized learning and development by aligning education with organizational goals and addressing business needs in real-time. The framework facilitates self-assessment and supervisor validation, helping fine-tune skill sets across the organization. With a focus on adaptability, continuous improvement, and collaboration, ASIC demonstrates how capabilities enhance both individual and organizational growth, preparing for future challenges while maintaining a fun, engaging, and supportive environment.

Highlights

• ASIC integrates capability framework into Acorn's LMS for efficiency. 🖥️
• Focus on continuous learning keeps employees agile and future-ready. 🔄
• Self-assessment encourages employee ownership of development. 📊
• Alignment with business goals enhances strategic execution. 📈
• Capability mapping offers targeted resources and tracks growth. 📊

Key Takeaways

• ASIC's capability framework boosts agility and responsiveness to organizational needs. 🚀
• Self-assessment and supervisor validation ensure accuracy and engagement. 🤝
• The framework connects personal growth with strategic goals seamlessly. 🎯
• Capability mapping leads to efficient, targeted learning experiences. 📚
• Employees feel empowered and supported in their professional development. 💪

Overview

ASIC has leveraged Acorn's platform to embed a robust capability framework within its operations, fundamentally changing how learning and development are approached. By tying individual growth to organizational objectives, the framework ensures that learning is dynamic and directly connected to real-world business needs. This approach fosters an environment where employees feel empowered to take charge of their development while clearly aligning their growth with the company’s strategic goals.

Maintaining a flexible and responsive learning structure is crucial in today’s fast-paced corporate world. ASIC's capability framework, through its integration into the LMS, allows for tailored learning experiences that align with specific roles and proficiency levels. The focus on self-assessment with supervisor validation harmonizes employee perception with managerial insight, fostering an inclusive and accurate development pathway.

ASIC’s approach demonstrates the power of a well-structured capability framework in driving both personal and organizational success. The emphasis on continual improvement, capability mapping, and strategic alignment illustrates how modern organizations can cultivate a proactive learning culture that not only meets immediate needs but also prepares for future industry shifts and challenges.

Chapters

• 00:00 - 01:00: Introduction and Background In this chapter, the speaker thanks ACOR for the opportunity to discuss the implementation of their capability framework. This has been integrated into ACORN's learning management system, referred to as Asik Learn Hub. The speaker has been with Asek since 2022 and has a background in various corporate and educational organizations.
• 01:00 - 05:00: Strategic Planning and Business Integration In this chapter, the focus is on strategic planning and business integration. The speaker discusses their diverse career background, including running a business in a different industry. Despite the change in industries, a consistent theme in their career has been teaching and facilitating, focusing on strategic components, career development, and curriculum development. Upon joining Asik, they were impressed by the capability framework and core values, expressing that if they were to leave the organization, it would be a significant consideration.
• 05:00 - 08:00: Capability Framework and Structure The chapter discusses the importance of having a capability framework in a business, highlighting how it's not only about having a set of guidelines but implementing them in practice. It emphasizes that having such a framework can significantly improve the way work is conducted and enhance the speed of response to business needs.
• 08:00 - 16:00: Implementation and Impact The chapter "Implementation and Impact" discusses the strategic planning approach of organizations, particularly contrasting traditional educational curriculum planning with the adaptive learning strategies at ASC. Unlike a fixed yearly curriculum, ASC's learning requirements are driven by the immediate needs of different business units, allowing for more tailored and responsive training initiatives.
• 16:00 - 21:00: Future Plans and Continuous Improvement The chapter titled "Future Plans and Continuous Improvement" discusses the role of partners in supporting and consulting with different business units to identify their needs. It emphasizes the importance of learning principles and practices to aid this process. A key point of discussion is the potential disagreement between business units and the consulting team regarding necessary learning plans. The chapter explores the dynamics and resolutions when such disagreements arise.
• 21:00 - 28:00: Employee Empowerment and Engagement The chapter titled 'Employee Empowerment and Engagement' discusses the importance of addressing disagreements within a team, especially regarding training and development. It suggests that sometimes the issue is not the lack of learning but rather broken processes or outdated systems. By evaluating capability scores, businesses can identify skill gaps and prioritize focus areas to enhance their operations and employee engagement.
• 28:00 - 35:00: Organizational Goals and Talent Management The chapter discusses the importance of aligning group activities and organizational goals, particularly emphasizing the impact this alignment can have. It outlines the purpose of ASIC (presumably an organization or an initiative) and the need for its actions to reflect strategic priorities over the coming years. It stresses the necessity for the corporate plan to include actionable language, defining employee tasks needed to regulate the financial space and ensure compliance among the entities overseen.
• 35:00 - 44:00: Challenges and Continuous Learning The chapter 'Challenges and Continuous Learning' delves into the importance of fostering an environment where education takes precedence over enforcement. It discusses the mantra 'educate not inforce' that is being adopted within some groups, aiming for constructive conversations with regulated entities. Rather than punitive measures, the focus is on understanding their actions and intentions, thereby enhancing compliance through knowledge and skill development. The capability framework is emphasized as a crucial element in equipping individuals with the necessary skills to navigate these regulatory landscapes effectively.

How ASIC Uses Capabilities | February 2025 Transcription

• 00:00 - 00:30 well thank you to acor for inviting a to  come and talk about how we've implemented   our capability framework and integrated it  into the learning management system of the   acorn product which we call it Asik learn  Hub so I've been at asek since 2022 prior   to that of being in different organizations in  the corporate environment tertiary education
• 00:30 - 01:00 the vet space at one point in time I had my own  business doing something in a completely different   industry but always at the Crux of my career has  always been teaching others so facilitating and   then looking after then more of the Strategic um  component and career development and curriculum   development and how all that links together so  when I came to Asik and I saw the capability   framework and I saw all these scores I was like if  I ever leave this organization one of my questions
• 01:00 - 01:30 when I get to ask as the interviewee will be do  you have this type of framework of not just words   but actually in practice in the business because  having this type of feature has changed how we   do the type of work that we do and the speed at  which we can respond to the need needs of the
• 01:30 - 02:00 organization so a lot of the time we would want  to have a plan and think strategically and map   out what learning we're going to do for the year  and coming from a tertiary education background   that the curriculum for the whole year would be  done and I knew what was coming we have a little   bit of a different structure at ASC where for a  long time the learning needs of the business has   actually come from the business units themselves  my team needs help with X so my team are learning
• 02:00 - 02:30 Partners in the business and will support and  consult with those different business units on   what they think their needs are and and all those  you know learning principles and practices of   which we need to do can really help with that but  it does mean sometimes the business is thinking   that their team need to do particular learning  and we don't agree so what happens when there is a
• 02:30 - 03:00 disagreement either in we disagree with either  the topic you're trying to you know get in your   team taught it could be that even learning is not  actually needed it could be you know something as   simple as a process is broken or you need a new  system or a new way of working so by having the   capability scores we can actually pivot and get  those business units to focus on their priorities   essentially on where their gaps are of the skill  level and the cap capabilities that are in their
• 03:00 - 03:30 groups and then the biggest thing that we can  do and has had the most impact is linking that   to our organizational goals what is the purpose  of Asic and what do we do and when you see that   the way that our corporate plan has written in  our strategic priorities for the next couple   of years it is active language of actionables of  what we need to do as employees to regulate the   financial space and to make sure that those  entities in which we regulate are doing the
• 03:30 - 04:00 things that they need but to do that and to make  sure that we catch things or we have a little bit   of a motto happening in some of our groups at the  moment of educate not inforce how do we have those   conversations with some of the entities that  we regulate on why did you do this what were   you thinking here rather than just sending them a  letter saying hey you're going to get in trouble   if you don't do this or we're putting you under  active supervision so the capability framework   for us is really around the skill set and the  knowledge on which people will need to do their
• 04:00 - 04:30 jobs so we have um our capability framework  here which is um a very simplified version of   what it looks like so we have core leadership and  Technical so every single person in the business   has core capabilities map to them and that was  one of the first things that we delivered when   we implemented the the capability framework some  roles had five capabilities attached to them some
• 04:30 - 05:00 had seven um and then some of the different  technical areas of the business had their   te technical capabilities mapped to them so our  lawyers have a capability framework that's very   specific to the type of work that they do for  us those that work in the regulatory space have   a very specific set of capabilities those that  work in enforcement and compliance have a very   technical set those that work as our accountant  and Auditors have a technical set and then of
• 05:00 - 05:30 course we have our our technology and data teams  um so it can sometimes appear quite big but the   data that we get out of it to help us like in the  L &d team do our roles effectively is um a time   saer it's incredible and it really does help to  show the business this is exactly the area that   we need to focus on so today I'm going to have  um I guess our journey on looking back of why we
• 05:30 - 06:00 integrated the capability framework looking for  guidance so how we worked with Acorn to deliver   our current capability framework and the tool  used in the LMS and looking ahead so the impact   to dat and then what we have planned in the  future for the capability framework okay so I   thought I'd have a bit of a different lens on why  Implement a capability framework and I'm sure of   us all of us working in this space HR Learning and  Development we understand the value of why we want
• 06:00 - 06:30 to understand our skill sets and the different  benefits and the areas that we'd want to have   influence on our people the organization as itself  and our own business unit but often the bigger   picture that sometimes just needs that little  linking or different language for people where   they get that light bulb is actually what's the  purpose of my job in my organization so for AIC
• 06:30 - 07:00 all Australians all of you guys we're hoping that  we you know protect and can help make sure that   things like you know you overcharge Bank fees your  superp being invested in the spot that the super   funds are going to put it in and so on so we need  to make sure that the skill set our people have   doing that job actually meets those needs to help  all Australians and as's goal is to have Financial
• 07:00 - 07:30 system and Regulatory area that is fair and  strong and efficient our people so obviously we   have to have the skill set and our people in the  organization that can help support that so being   able to work in an agile way and adaptable way and  that is we obviously have a corporate plan and we   aim to work towards that but sometimes things  happen that we need to Pivot our priorities um   it could be that not that you don't get notice if  laws change but something might happen that then
• 07:30 - 08:00 impacts how we might pursue or trade something um  so having our employees that have you know skills   for now but also perhaps skills for the future so  to you know do those things to make sure that we   have the remit for you know all of our Australians  and then our regulated population so all the banks   super funds trading platforms all those things  that we look after um that they understand   and what's needed from them so we write a lot of  policy and we write a lot of guides we write these
• 08:00 - 08:30 things called regulatory guides and it's a one  pager two pager three pager usually at most on   how to apply the corporations act which is um  used by a lot of organizations as to what you   can and can't do in financial services industry  so they're writing I guess instructional pieces   around you know what you can and can't do and  what happens there so we have to make sure that   these people writing the policies and the  regularly guides use language and can produce
• 08:30 - 09:00 things in line with our corporate goals of writing  in an active voice clear and concise and so on so   then going back to the capability framework we've  used our capabilities the descriptors and of what   you know communication means at AIC but also the  proficiency level so what Acorn have their area of
• 09:00 - 09:30 you know how well someone's doing mapped against  that capability we have a a number rating system   which I'll take you through how we integrated  our capability framework so we had the framework   obviously on paper we know what it looks like  we've got our definitions we need to bring it into   a tool that is accessible and easy for employees  to use so Acorn were able to build the capability   framework for US based on our needs so we had that  we wanted it to look like this we wanted to have
• 09:30 - 10:00 these types of outputs and then they were able  to help us deliver um those um key requirements   a simple workflow so we had a streamline process  building that made it easy for people to find the   capability framework how they interact with it and  essentially the biggest piece there is how they   actually assess their own capabilities so much  like Acorn it is self assessment but it is then   validated by people leader or their manager so  the process of that is quite streamlined I do my
• 10:00 - 10:30 assessment a notification goes to my manager both  in our LMS plus an email to say hey someone's done   this go into your side of the things and then it  will then do a little bit of an algorithm I guess   on matching the score that I put for myself versus  what my people leader has put for myself it won't   change it based on that but then a conversation  will have to happen on I've given myself a four
• 10:30 - 11:00 you've given me a two what should we do and then  there is an opportunity there that that validated   score then can be you know put in manually by the  supervisor or by the employee completely you know   self-service or if they do need support from us  we can help them with that a holistic approach so   when we integrated the capability framework we  did it in tear we focused on particular target   areas of the business first it was in a period of  a little bit of change we were going through those
• 11:00 - 11:30 Co period where we're all you know in a new work  environment it was very different um so I think   that did cause a little bit of stress and anxiety  and now you've got p and asking me to do a survey   and rate myself how dare you but 81% of the  business did it so I think that's a pretty good   metric given that that time that teered approach  and having everything loaded up front and built up
• 11:30 - 12:00 front was absolutely critical so people could see  that when they got their scores they went through   the process they had it validated hey the next  day I log into learn Hab my recommended learning   is giving me learning resources that have been  mapped to specific capabilities and proficiency   levels so they can then start to see the value  in that of course in that time when we're going   through our recruitment position descriptions  then had capabilities attached to them with the
• 12:00 - 12:30 description and a sort of a one or two sentence  around the proficiency which you would need for   that but not necessarily saying proficiency and of  course depending on the role that we're recruiting   for we may ask an applicant to perform a work  assessment task when we're given that scenario   and we're asking them to work through that the  talent management team gives that hiring manager   a a rubric that you've work through to score um  what that capability level has been demonstrated
• 12:30 - 13:00 at especially for a very technical role so we can  get a good sense then if it comes to selecting one   candidate or the next candidate who might then be  the best fit based on that actual documentation of   what's been demonstrated in their interview and  then future proof and agile we've made sure that   the way it's been developed we can keep going it  I will say capability is not a oneandone thing
• 13:00 - 13:30 the workforce is constantly changing when we  developed our capability framework we did a lot   of investigation and sought a lot of help on what  we think people working in a regulatory practice   actually need so we went and spoke with the SEC  in America the governing body in the UK the FCA AA   the A C the aps of course treasury all lots of  different organizations corporate organizations
• 13:30 - 14:00 and we did have a consulting firm come and help  us too as to you know where we should focus our   capabilities on I mean we could have 500  different capabilities based on all the   different roles at ASB to keep it easy then  based off of that consultation we were able   to uh bring it all together and make our own so  by having that there we can sort of keep things
• 14:00 - 14:30 going but you do have to review and of course as  the work changes I think if you were to write a   capability framework in the early 2000s there  would not be one mention of someone being able   to use AI there's no AI back then so you need to  sort of re look at your definitions what are the   proficiency levels and adjust those accordingly  especially if you want to keep it going okay so   here we have 30 plus it's only just a little  bit over 30 of our capability sets so in the
• 14:30 - 15:00 dark blue box are our core capabilities now this  is what we would say is the discipline under each   discipline is a very specific capability so under  build relationships we would have communication   and managing stakeholders uh deliver results  problem solving Assurance all those types of   things say every single person at ASC has a dark  blue maybe not all of them but most of them those   components mapped to their positions and they are  assigned a particular proficiency level based at
• 15:00 - 15:30 either the type of job that you're doing the type  of group that you're working in or your level   of employment then we have our technical skill  set in that lighter blue for our very specific   technical areas of the business they will have I  know under accounting and order to there's three   sets of capabilities and that also reflects their  industry so we did consult then obviously with   um those accounting professional bodies we have  experts in the business that also help to write
• 15:30 - 16:00 the capability framework and what needs to be  demonstrated and what that look like same for   our lawyers enforcement and so on and then in that  turquoise color we have our leader capabilities   leading self leading people leading execution and  leading strategy these aren't necessarily only   assigned to people leaders one of the things  I think that in the workplace is that we all
• 16:00 - 16:30 have to lead ourselves there's a difference  between leadership and management and people   have to understand that as well so having those  mapped to roles as well though of course if you   are leading up a whole department a whole head of  you would have you know certain components of that   capability attached to you and then we have our  proficiency levels so this summary here going from   1 to two is just a very quick sort of snapshot  of the sort of key words on which we would have
• 16:30 - 17:00 in the descriptors so imagine like you know a  Bloom's taxonomy of the level of understanding um   or writing you know particular learning outcomes  there are sort of match there that if you have a a   level proficiency level one assigned to your role  for communication um you're not necessarily going   to be writing um very technical policy guides  or litigating in court and so on so it varies   from Ro to role so they go from 1 to four and then  what happened when we started to integrate it so
• 17:00 - 17:30 after it was all built in the eleth what happened  and what did it look like and how we got to where   we are prior to 2019 there was a lot of you know  paperwork going on of getting it all together but   that time period is sort of where it all really  kicked off and really started happening so 2019   to 2020 was really around the analysis design  and development of what it's going to look like   in learn Hub 21 to 22 is when we actually got the  organization to do their checkpoint assessments as
• 17:30 - 18:00 I said we had 81% of the business um actually  complete the first round of capabilities last   year and the year before is really around making  the capability um framework and the way that it's   used in your LMS business as usual we don't link  our capability plans necessarily to Performance   Management they they are there that you should be  working to a particular thing but they're sort of   very different we have our capability plans then  we have our performance development plans so in
• 18:00 - 18:30 the capability plans it's where we would encourage  the business to go and do those checkpoint   questions again on a regular basis especially  if you've gone and undertaken some learning that   might be to close a capability Gap once we've  done our evaluation and we've gone through our   we use the Kirk Patrick method so we've been  cutting up into that level three starting to   come into level four type of evaluation we would  encourage those that participated in that learning
• 18:30 - 19:00 to go and checkpoint themselves so that we can  then get a measurement hey I've improved that   was worth while then in learn Hab they'll be then  able to have resources then attached to them that   are at that that next level you don't want someone  to sort of hit that ceiling and then say okay well   there's no more development for me now because I'm  an expert in this field you have to have life long   learning there so that helps to support that and  then my capability plans is where we would like   85% of the organization at the moment to have a  capability plan okay so how does the checkpoint
• 19:00 - 19:30 assessment work for us at Asic the first thing  is that the capabilities are assigned as I said   each position at ASC has a set of assigned core  capabilities and or technical depending on your   role at a certain level so you might have  communications level three assigned to you   when you go and do the checkpoint assessment the  assessment that you do is a multiple choice quiz
• 19:30 - 20:00 and asking you or yes and no quiz can you do X can  you demonstrate that you've done this before and   the algorithm works at your assigned proficiency  level and the questions will change based on your   result to then spit out what would be your actual  capability but based off of that that then second   score has to then be validated by your people  leader so they'll have a look at that they'll get   a notification go and have a look and they might  start to read those questions and your responses
• 20:00 - 20:30 and think actually you are doing this you forgot  you know to do this you're doing a better job at   this or no I haven't seen that demonstrated enough  or so on a conversation will take place and then   the people leader will then log into learn Hub and  answer the questions yes I agree with you yes no   yes no then the actual validated capability will  proficiency level will be recorded in learn Hub   so this is where we then get that metric of where  gaps are how many people are below their assigned
• 20:30 - 21:00 capability where is an area of development or how  many are above a certain area um if we have you   know a whole organ a whole group a whole team of  50 people that are scored well above where they   should be are we doing the right thing by them  and then we have to make sure that that we then   develop them in a way that's going to retain their  very very special knowledge in our organization
• 21:00 - 21:30 that's with the results and the reporting we  get a copy of that employees can log in and get   a copy of their own capability report um people  leaders can log in and see what their teams are   just as LOE showed before those dashboards each  supervisor or manager or people leader in asek has   a supervisor dashboard that they can go in and get  all that information about their team as well they   can see compliance information they can see how  many learning activities their team have done that
• 21:30 - 22:00 week and so on but the capability section is by  far the most clicked thing and then it helps us in   people in development for informed decision making  and then it can help them see where priorities for   learning are but also can highlight then any areas  that we need to improve on do we have a big gap in   the business um where a particular skill set isn't  why is that are we not developing the people to
• 22:00 - 22:30 improve that proficiency level that that skill  set is it something new that's emerged and are   we actually recruiting the right people that we  need in the organization to live to deliver on our   organizational goals so looking ahead so I thought  I'd call out when we looked at the capability   scores when we first did them our strengths  across the whole organization so that 81% of the   organization that was eligible to do that um we  showed that these are our top five areas are where
• 22:30 - 23:00 people were at and above that assigned proficiency  level and the impact it's head to date I've broken   that down into our typical streams of people L&D  and our organization so the impact it's had on   employees is that they have career path so we've  been able to get people to do their capability
• 23:00 - 23:30 plans and map out a pathway we have samples we do  them for them and I find with that handh holding   or scaffolding once they sort of see what that  looks like can go through the first little bit   themselves I get it I can go in and do it myself  so there's that empowerment there's that control   of my own development and career sometimes working  in a area that is heavily litigated like ours   some people feel that they can't make particular  decisions or have a a large impact sometimes in
• 23:30 - 24:00 their roles so having this tool enabled where I  have control over my development and my career   um has been huge for some people and we've  seen an increase in the number of people that   have capability plans that are you know like  assigned to them based on their role and their   proficiency levels and those that have interest  capabilities so that has increased tremendously
• 24:00 - 24:30 where people aren't just wanting to develop what  you've told me that I need to do my job but the   area of Interest has peaked last year was just  huge so it was really good to see that obviously   having a psychologically safe work environment  you might think how do capabilities help with   that if I know what I've got to come in every day  to do I know what's expected of me I know what I   have to do you're not moving the goal post on me  I know what I need to work towards and therefore
• 24:30 - 25:00 you know I'm happy in my job I'm good it's all  good and human centered design so we've made   it much around having the employee at the heart  of things what's their experience like and we're   always working on ways with acon I think that acon  get daily tickets from us about hey we've got this   idea can we do this hey we've got this and it is  always with if I'm an I'm an employee if I was an   employee but I'm an employee and I want to be able  to see certain things or do certain things oh that
• 25:00 - 25:30 would be really good let's see if we can get that  happening for them let's try that and so on but it   is also to mimic what people's digital experiences  are at ASC we have a lot of things that are locked   down technology-wise you know we have very very  strict rules on what websites you can go to and   so on when you're you know logged into our servers  that necessarily does not reflect how you would be
• 25:30 - 26:00 on the internet at home on your phone and so on  so how can we sort of replicate how they would   be interacting digitally um through the LMS that  sort of doesn't have um you know we've got rules   but at least then the experience can mimic what  they're using outside of the office um P and D the   impact today obviously has been talent management  recruiting making sure we've got the right people   in the right job when we need them and moving  ahead um succession planning huge making sure
• 26:00 - 26:30 that we have the skills in the business and that  if we are small gaps how do we then close those   gaps is it a sment is it learning that's needed is  it you know coaching shadowing leadership programs   whatever it could be we'll make it happen we want  to keep the people in the business once we want   you to stay um program development so that then  informs us about you know a certain number of the   business that has a Prof efficiency level that's  lower than what's needed for their roles we better
• 26:30 - 27:00 do something about this so that will help inform  what we do in our team uh and improved reporting   so you know we can showing the business the  value of Learning and Development and that   learn Hub is not just for mandatory training go  in here and take control of your career and your   own development there's fun things in there we  promise you there's fun things in there um it's   been quite um mindblowing I think for a lot of  people in the data there to to support that and   then to feed back to the business to show clearly  Roi right we want to be able to see and sometimes
• 27:00 - 27:30 measuring the return on investment can be hard is  it time is it efficiency is it money how do we do   that and that's just another data point that can  support why we made the decision we did to have   an intervention uh organizational so deliver  our strategic goals we want to make sure our   people have the skill set to do what we say we're  going to do for all Australians risk management   so again making sure that we have the people  and the skills there in the business um that
• 27:30 - 28:00 if there a Flight Risk we got like a backup in  the pipeline and um retain highly valued skills   which is the most thing like you know we really do  value the knowledge and the skill that we have in   our organization so we want to keep those people  there now capabilities for the future so I will   go through this chart just very quickly so um I  have the year 2021 22 23 24 then we have going
• 28:00 - 28:30 across the chart there the number of learning  activities and I've mapped it to a technical   capability for accounting and auditing our core  capabilities enforcement capabilities legal and   Regulatory practice this report has been pulled  out a learn Hub yesterday afternoon 10 minutes   and I can and I can see all of the learning pieces  mapped to a capability level so that means when we
• 28:30 - 29:00 have our learning programs in learn either a  course a self-directed learning piece a live   learning piece every single thing that we have  inhouse even linked to our partnered content   with another vendor has a capability attached to  it and a proficiency level so that people know   this is like targeted at whatever area but that  tagging of the capability skill or that particular
• 29:00 - 29:30 capability um is so important for reporting  because even though we're a regulator we have   people regulating us so often we'll have to do  reporting that shows how many pieces of learning   have you produced to support our corporate goals  so we have a a strategic priority around cyber
• 29:30 - 30:00 security at the moment the Australian government  has an initiative around data and digital   capability uplift so we will have to report on how  many different types of learning that we've had   even though I've just put core there is an option  to you know call out each particular capability   now reporting is only as good as the data that's  going in so that tagging assigning capabilities   really has to be spot on the first when you  are um creating your learning pieces in the
• 30:00 - 30:30 in the LMS and what's our plan for this year and  Beyond um we want to keep with ongoing capability   assessments we want people to keep checkpointing  after they've done learning or just after a   certain period of time when people come off  probation we want them to then go into inducing   capability checkpoints the first time we want to  have 85% of our employees to have a capability   plan we want to increase learning maturity within  the business and since I started in 2022 I've seen
• 30:30 - 31:00 a significant increase in Social and peer learning  where they'll come to ask I want to deliver this   do you think this capability would be attached to  that okay great can we set that up can I have a   session so it's been quite good of people wanting  to share in the business um embedded our digital   strategy so we wanted to make sure that this tool  is then another reflection of what aik is doing
• 31:00 - 31:30 to you know help with our capability gaps there of  digital enablement business planning it will help   us determine what we need to do in our business  but it can also inform what groups need to do so   often we'll get uh different data points that  we'll look at the corporate plan each business   unit's plan and we'll do some metrics around what  skills and needed to perform particular projects   and tasks thank God for co-pilot that's was handy  last week um renew and update our capability
• 31:30 - 32:00 definitions that's one thing that we'd have to  do evaluate our current framework and digital   tools and resources to improve analysis so with  having AI enabled on a platform can really help   in having access to those tools and evaluating our  current framework often we've had requests from   the business of I think that a new capability has  to be added sometimes I don't necessarily agree
• 32:00 - 32:30 because I think well that is a subset of that and  therefore I want to sort of try to keep it you   know quite tight and keep it simplified but then  when we've had other conversations I'm like it's   actually a really great idea let's you know look  into that a little bit further so then I know that   the business is wanting to use this tool they're  interested they're engaged with this tool so by   definitely having it every day hopefully they're  logging into our learn Hub every day they'll then
• 32:30 - 33:00 see this all the time and um have that complete  understanding of the value of why this um tool is   valuable for them and for us as well so that's  it um from me um but essentially why we have   the capability tool why it's important to us is  there um and where we're headed for the future
• 33:00 - 33:30 so we have two sources of external content  that feed directly into learn Hub one is   with a company called skillsoft pipio we have  their resources attached to us and it's been   set up in a way that we can actually tag their  learning courses videos books boot camps to our   capability Frameworks so when you go to search for  programs in learn Hab or of that will populate for   you um the percentage of external content versus  internal content I would think at the moment we
• 33:30 - 34:00 probably have a split of maybe 6040 of what's  available externally versus what's available internally we have a feature in learn Hub that  allows you to hide and unhide partnered content   so every month we go in we see what's new  and just go unhide we also get like a log
• 34:00 - 34:30 list from pipio from skillsoft each month  of what programs are going to be retired   and we can then hide them if we missed that  deadline or it'll also indicate whether it's   going to be completely deactivated or it'll be  superseded if it is superseded we'll just have   to then make sure that when we do that hide  and unhide each month that then um becomes available yeah so Asic has employees all over  Australia from Western Australia Northern ter
• 34:30 - 35:00 Northern Territory Tasmania we have bodies  everywhere um at the moment we have just over   2 and a half thousand employees and who has  worked on that so we have our organizational   um development team which probably has 11 or 12  people in it but we do rely on smes or what we
• 35:00 - 35:30 have in the business called learning Champions  so they are related we have technical panels and   Technical networks at Asik which help drive those  technical capabilities so we're going to review   hey you guys are all accountants and Auditors can  you just make sure that this is fit for purpose   for what's happening in your industry at the  moment same for all of our legal practitioners   and so on when we are working on what we think a  business needs the language is used and the data
• 35:30 - 36:00 to support that is always linked back to that  group's business plan and our corporate plan   because aou business plan for you my area of the  business is a subset or a more detailed set of   what the organizational plan is so by using the  same language and calling out you think that we   need to go and um I'm just trying to think of a  really good example okay so we had the financial
• 36:00 - 36:30 hardship project and that's where we had to work  with other agencies because there is data that we   need when we're looking at people that are then  applying for assistance from Banks they need um   you know help with the extra time for their  mortgage payments or whatever needs to happen   there there's a whole lot of data that comes out  there and we have to then engage with other people   there so when we have that report Project X  someone has to actually go and do that work
• 36:30 - 37:00 someone has to go out there and engage with  our stakeholders in the industry plus our   co-regulators we need to have teams that have  the right skill set to be able to analyze all   of the Thousand spreadsheets that come and feed  into that without the skill there to do that your   project is not going to work sometimes it just  has to be that black and white of you don't have
• 37:00 - 37:30 this cap capacity here or capability we need to  you know support that we do get a little bit of   push back and sometimes a little bit of oh you  know l& D or HR coming in telling me what I need   to do and you know the capability assessment is  me raiding myself that has had some tension but   then mve moving it back to at the end of the  day it's a skill set right I can do or can't
• 37:30 - 38:00 do things no matter what is going to happen we  have to make sure that we have those skills in   the business we will do like skill benchmarking  of actual technical questions can I do this can   I do that not necessarily can I do then but we did  a an Excel program where we actually got people to   assess themselves we wrote an Adaptive assessment  that based on if I wanted to to show data in this   way how would I have to set up my columns in  Excel very you know cuz I wanted to measure if
• 38:00 - 38:30 we did this program across the whole organization  that people actually saw an uplift yes I learned   something new and then clearly we can go back to  the business to say it all links in you know and   and there was an improvement there an ongoing  Improvement so there's all different um metrics   which I would use I wouldn't just rely on one set  but um the language and the linking it back to
• 38:30 - 39:00 them I always put it back of why should they care  what's in it for them and I usually find that I   get a better buy in straight away if I speak their  language the capability framework I mean I think   employees can take it or leave it it's great it's  good I've got to go fill this in and so on if we   don't use it in a way that is really based it for  them they might move on so that's why that pathway
• 39:00 - 39:30 that scaffolding that planning of what I want  to do in the future or what type of work I can   do is absolutely essential so in our capability  page where you would go and do your checkpoints   and understand the capability framework and do the  reading we have like a capabilities I think it's   called like career goals or something and it Maps  out all the roles in the organization the level   whether it's like legal regulatory practice  the areas of the business cuz sometimes you
• 39:30 - 40:00 could be a lawyer in ASC but then have a job  family of regulatory practice not law because   you're actually not in court representing as but  you are giving legal advice in the business um   I can see particular roles and I'll get a list  of all of the capabilities and the proficiency   levels based off of that I could make a capability  plan of interest to then work through the content   that's associated with that and then Us in L  &d can get reports on who has these interested
• 40:00 - 40:30 capabilities bring that back into the business  and say hey you've got five people in your team   that have this interested capability path how  can we support that oh yes I need to upskill my   people there's an interest here and I really  want to be able to support that and then we   also cross reference that information with  you know connecting with our human resources   business partners and our performance development  plans where we have a couple of questions around
• 40:30 - 41:00 development and um support from their people  leaders so we sort of Cross trener by saying I   want you to help me do this in my goal setting  phase when I come to my check-ins in January   hey you still haven't provided me with these  opportunities we can then flag that with our   human resources business partners to go back into  the business and say what can we do here to help