ABSTRACT
In any organisation there is work to do. That work differs in kind: from designing a new product, to articulating a long-term strategic plan, to stacking shelves or maintaining equipment. Some of this work requires significant leadership work with people; other work requires more technical knowledge and skill. It is fairly obvious that not everyone can carry out all of the tasks equally successfully. This is not just a question of volume of work but the nature of the work itself. People’s skills and ability differ. A positive organisation is one where each person’s skills and ability matches the work they are required to do. In order to consider assigning work appropriately it is necessary to have a concept of human capability. Elements of capability can become muddled. What we mean by a term can be confused, for example, what elements can be learned and influenced – and how? Our concept of human capability has been developed and refined by experience and practice. In this chapter we will explain it and then raise some questions of comparison and why we have not included some more popular concepts.
