Employee Capability and Performance Strategies at ComSyst Technologies

This report focuses on building employee capability and performance within an organization, specifically using ComSyst Technologies as a case study. It emphasizes the importance of employee development for organizational success and goal attainment. The report outlines several key strategies, including identifying and quantifying impactful capabilities, creating individual development plans, providing opportunities outside of job functions, and removing barriers to cross-functional development. A real-world example of Hyatt Hotel is provided to illustrate the positive impact of prioritizing employee development, recognition, and empowerment on employee retention and overall performance. The report highlights the benefits of these strategies, such as increased employee motivation, improved task handling, enhanced teamwork, and reduced weaknesses within the organization. The report also includes a comprehensive list of references supporting the discussed concepts and strategies.

Running header: Building Employee Capability and Performance 1
Building Employee Capability and Performance
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Building Employee Capability and Performance
7.1 General
Sustaining and building the capability of employees is essential in ensuring the continued
success of an organization as well as the attainment of objectives (Reilly & Williams, 2016).
Managers in an organization are expected to be able to professionally and actively develop the
capability of their employees as well as monitor their progress to ensure performance. Building
employee capability and performance allows the employees to expand their knowledge base,
thereby improving their task handling and efficiency. In addition, as employee motivation and
retention rate increase an organization is able to receive more benefits from the employees in
terms of their input (Potnuru, & Sahoo, 2016).
Image 1.1 Source: https://www.slideshare.net/diyanat1/outlife-outbound-learning-2015
In the workplace, most employees have various weaknesses in regards to their skills. In
some instances, some employees may be more skilful than others hence creating an imbalance

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since some may fell more qualified than the others. However, building capacity strengthens the
skills of each employee as well as identifies areas that need improvement (Kuntz, Näswall &
Malinen, 2016). In addition, the building of capacity grows employees to a higher level so that
they have similar knowledge and skills. Teamwork is also promoted hence reducing any weak
links within the organization. ComSyst Technologies can build its employee capabilities and
performance by using the following strategies to achieve the objective.
7.2 Strategies to Achieve Objective
ComSyst Technologies has the opportunity to build the capacity of its employees hence
improving on the people-related issues in the company. To begin with, the company should
identify and quantify capabilities that would make a difference. Organizations that develop
capabilities to meet their goals and aspirations stand in a better position to succeed more likely
than those who do not (Olenski, 2015). Therefore, the senior management should design a
comprehensive, targeted and effective program to identify the capabilities that would bring a
difference for the organization’s issues. ComSyst Technologies should as well calculate the
performance improvement in regards to building these capabilities. This exercise will allow the
company to highlight capabilities and drive value with great potential hence increasing
performance.
Secondly, the company should create individual development plans. Managers or top
leaders in the company should sit down with employees to discuss their interests and career
goals. This will allow the company to identify development activities that the employees need to
undertake since not all employees share the same goals or perspectives in regards to their careers
(Jayaram, & Xu, 2016). The development plans should be able to provide the employees with a
roadmap on measurable goals and realistic timeframes for the goals.

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Thirdly, ComSyst Technologies should provide the employees with opportunities outside
the job function. In today’s organization, compartmentalization has made employees believe that
they can only operate within their job function or department (Olenski, 2015). However, in order
to continually develop employees for large responsibilities or job roles, the employees may need
to understand various aspects of the organizational work. This is through creating opportunities
for employees to assume new responsibilities that are different from what they are used to. This
may increase their awareness as well as knowledge; hence aiding them work more effectively
and efficiently due to the understanding of what the other employees do.
Lastly, the company should remove barriers that make it challenging for it to implement
cross-functional development, facilitate high-performance training and dynamic growth. The
leadership should encourage a fluid approach to working and learning hence ensuring the
employees enjoy open work environments that allow them to explore. This will ensure increased
team work and attraction of new employees.
7.3 Real-World Example.
Hyatt Hotel in mostly known for its high employee retention as well as its high employee
turnover. The hotel is focussed on promoting its employees and developing them as well. In
addition, the hotel recognizes and empowers its employees and also listens to them carefully.
This allows them to solve problems and create new solutions rather than depending on
conventional ways of handling tasks. This makes guests feel heard and special (Flint & Vinberg,
2015). Employees are also called “associates” meaning Hyatt hotel recognizes them as an
important part of the organization. Through this, the organization is able to trigger the inner
motivation of employees that comes from understanding that they are growing and developing.

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This has ensured excellent personnel management as well as high performance in the
organization.

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References
Flint, M., & Vinberg, E. (2015). 6 companies that get employee engagement – and what they do
right. Retrieved from https://www.managers.org.uk/insights/news/2015/december/six-
companies-that-get-employee-engagement-and-what-they-do-right
Jayaram, J., & Xu, K. (2016). Determinants of quality and efficiency performance in service
operations. International Journal of Operations & Production Management, 36(3), 265-
285.
Kuntz, J. R., Näswall, K., & Malinen, S. (2016). Resilient employees in resilient organizations:
Flourishing beyond adversity. Industrial and Organizational Psychology, 9(2), 456-462.
Olenski, S. (2015). 8 Key Tactics for Developing Employees. Retrieved from
https://www.forbes.com/sites/steveolenski/2015/07/20/8-key-tactics-for-developing-
employees/#3472a2ba6373
Potnuru, R. K. G., & Sahoo, C. K. (2016). HRD interventions, employee competencies and
organizational effectiveness: an empirical study. European Journal of Training and
Development, 40(5), 345-365.
Reilly, P., & Williams, T. (2016). Strategic HR: Building the capability to deliver. Routledge.