Here are the results of the Capability Audit I conducted at my place of work. I have addressed the area of Attracting Talent as my priority based on the results that I noted in my previous post.

Organizational Capabilities	Questions	Rating 1= Low 5=High	Most Important Areas
Talent	Do we do a good job at attracting, recruiting and retaining good talent that are committed to the Bank's mission.	5	X
Collaboration	Do we demonstrate building teamwork and working through challenges by sharing information	3
Accountability	Do we establish parameters for performance and set clear and focused goals to be able to hold employees responsible for the results.	4
Leadership	Do we have a brand that builds leadership throughout all levels of the Bank and manage which outcomes to deliver and how to deliver them.	5	X
Learning	Are we good at generating and promoting new ideas with an impact across all areas of the Bank.	3
Customer Service	Do we form positive relationships with our customers that build trust and a customer focused culture.	5	X
Efficiency	Do we manage expenses closely without jeopardizing the quality of our people and customer experiences.	4
Social Responsibility	Do we demonstrate social responsibility in the areas of philanthropy, environmental and manage our core values.	3
Risk	Do we manage our risk by mitigating internal and  external factors to maintain customer confidence and trust.	4

Through this process, I have learned that it helps to create a visible overview of what components of your business are more important than others depending on the industry you operate in and what is expected of your employees "organizational capabilities emerge when a company delivers on the combined competencies and abilities of its individuals" (Smallwood & Ulrich, 2004). I found that with the Smallwood and Ulrich article it was helpful that the organizational capabilities were explained in detail as that assisted me in forming my areas to cover in my audit.

Reference:

Smallwood, N. & Ulrich, D.(2004). Capitalizing on Capabilities. Harvard Business Review. Retrieved From. https://hbr.org/2004/06/capitalizing-on-capabilities


How I can apply the concepts in Week 4 with HR Department:

I would take the results of the Capability Audit and present them to the HR addressing the most important areas first. HR needs to capitalize on what makes their company unique and be able to filter through the candidates for hire as well as existing employees to see what motivates them, in some cases it could be as simple as letting them listen to music while they work “create a culture where employees can indulge their artistic sides — listening to music, decorating their cubes and meeting spaces — and think of their jobs as creative endeavors” (Leberecht, 2016).
 I see the relationship of capacity building as another way to enhance the signature experience “capacity building is comprised of a broad range of activities, including improving leadership, realigning the organization’s mission and vision, financial management, program development and implementation, marketing, collaboration, training, fundraising, and evaluation” (Gilmer, 2012). If employees that are happy and engaged in their work are increasing the framework of the business and thus building the capacity of the business so they can be correlated to the signature experience of the business. “Capacity building activities focus on strengthening an organization's internal operating structure rather than solely improving its services delivery or cutting its expenses” (Todd, 2013).

The signature experience have to have certain characteristics "no organization can do better than the people it has, because more than physical, technical or financial resources, human resources are particularly difficult to emulate" (Aggarwal & D'Souza, 2012). People are an important asset organizations also recognize that winning the war for talent means more than simply attracting people to the company. It is about attracting the ‘right people’. Employees are an asset only when their work values are in alignment with organizational purpose. If not rightly selected, employees could be an organization’s biggest liability as well so providing the signature experience will flush out those that may not be a good fit. We are proud of the fact that we can offer our employees access to any educational tools as long as they relate to banking/finance. We also offer employees to obtain a degree at their own pace with any institution that fits their career path within the Bank. We feel that education is power and our employees become more valuable to not only the Bank, but to themselves as a person.

References:

Aggarwal, U., & D'Souza, K. C. (2012). Transformational Leadership: The Link between P-O Fit, Psychological Contract & Signature Experiences. Indian Journal Of Industrial Relations, 47(3), 485-497.

Leberecht, T. (2016). Make IT Delightful, and Other Ways to Enchant your Employees. Harvard Business Review Digital Articles, 2-5

Todd, S. (2013, Feb 16). NONPROFITS FOCUS ON CAPACITY BUILDING. Savannah Morning News Retrieved from http://search.proquest.com.prx-necb.lirn.net/docview/1288135731?accountid=33575