Exploring the Framework

How ASIC Uses Capabilities | February 2025

Estimated read time: 1:20

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