Most organisations have capability frameworks. Few use them effectively.

The framework exists—competencies defined, levels articulated, behaviours described. It was developed with significant investment. It sits in an HR system somewhere. And people ignore it.

This is a waste. Capability frameworks done right provide powerful infrastructure for development. The problem isn’t the concept—it’s the execution.

Here’s how to make capability frameworks practical tools that actually drive development.

Why Frameworks Fail

Common reasons capability frameworks don’t get used:

Too abstract. Frameworks describe capabilities at such high level that people can’t translate them to actual work.

Too comprehensive. Frameworks try to capture everything, becoming unwieldy documents no one can navigate.

Too academic. Language comes from competency theory rather than how people actually talk about work.

Disconnected from reality. Frameworks describe ideal state without recognising current constraints and contexts.

No activation strategy. Frameworks are developed and deployed without plans for how they’ll actually be used.

No maintenance. Frameworks become outdated as work changes and are never updated.

These failures aren’t inevitable. They’re design choices that can be made differently.

Principles for Practical Frameworks

Principle 1: Behavioural Specificity

Useful frameworks describe observable behaviours, not abstract qualities.

Abstract (not useful): “Demonstrates leadership”

Behavioural (useful): “Gives clear direction when the team faces ambiguity. Provides timely feedback that helps people improve. Makes decisions when needed rather than deferring.”

Specific behaviours can be observed, discussed, and developed. Abstractions can’t.

Principle 2: Role Relevance

Frameworks should connect directly to actual role requirements.

Generic (not useful): One framework for all roles with the same competencies everywhere.

Role-relevant (useful): Framework components that reflect what actually matters for specific roles, with appropriate emphasis and level expectations.

When people see their actual work reflected in the framework, they engage with it.

Principle 3: Practical Language

Use language people actually use about work.

Jargon (not useful): “Leverages cross-functional synergies to optimise value creation”

Plain language (useful): “Works effectively with other teams to get better results”

If people need translation to understand the framework, they won’t use it.

Principle 4: Appropriate Scope

Include what matters; exclude what doesn’t.

Overcomplete (not useful): Fifty competencies with twelve sub-competencies each

Focused (useful): Core capabilities that actually differentiate performance, described with enough depth to be actionable

More isn’t better. Clarity and usability matter more than comprehensiveness.

Principle 5: Integration Points

Design frameworks to connect with other systems and processes.

Isolated (not useful): Framework exists separately from performance management, learning, and career systems

Integrated (useful): Framework language appears in performance conversations, learning is organised by capability, career paths reference framework components

Integration makes frameworks part of how the organisation operates, not a separate artifact.

Building Practical Frameworks

Phase 1: Define the Core

Identify the capabilities that actually matter:

• What differentiates high performers from average performers?
• What capabilities are essential for strategic priorities?
• What do people need to do their roles effectively?

Focus on what’s truly important. Resist the temptation to include everything.

Phase 2: Describe Behaviourally

For each capability, describe what good looks like:

• What do people do who are effective at this?
• What do you see when someone demonstrates this capability?
• What behaviours indicate different proficiency levels?

Ground descriptions in observable reality, not theoretical ideals.

Phase 3: Validate with Users

Test the framework with people who’ll use it:

• Do descriptions match how they think about the work?
• Is language clear and accessible?
• Are level distinctions meaningful?
• Does it cover what matters without being overwhelming?

Iterate based on feedback. User input improves practical utility.

Phase 4: Design Activation

Plan how the framework will actually be used:

• How will it connect to performance conversations?
• How will it inform development planning?
• How will learning be organised around it?
• How will career conversations reference it?

Activation planning is as important as framework content.

Phase 5: Build Supporting Resources

Create tools that make the framework usable:

• Self-assessment guides
• Manager conversation aids
• Development resource connections
• Career path illustrations

Resources reduce friction and enable practical use.

Phase 6: Train Users

Help people use the framework effectively:

• Managers: How to use in development conversations
• Employees: How to self-assess and plan development
• L&D: How to align programs to framework
• HR: How to integrate with talent processes

Training builds capability to use the capability framework.

Integration Strategies

Making frameworks practical requires integration:

Performance Management Integration

Connect framework to performance conversations:

• Performance expectations reference framework capabilities
• Review discussions include capability assessment
• Development goals align with framework components
• Performance feedback uses framework language

Learning Integration

Organise development around the framework:

• Learning resources tagged to framework capabilities
• Development paths aligned to capability progression
• Programs designed to build specific framework competencies
• Skill assessments connected to framework language

Career Integration

Connect framework to career progression:

• Role requirements expressed in framework terms
• Promotion criteria reference framework levels
• Career conversations use framework as structure
• Internal mobility considers framework-based capability

Hiring Integration

Use framework in talent acquisition:

• Job descriptions reference framework capabilities
• Interview questions assess framework competencies
• Candidate evaluation uses framework criteria
• Onboarding addresses framework expectations

Maintaining Framework Relevance

Frameworks need ongoing attention:

Regular review. Annual assessment of whether framework still reflects work reality

User feedback. Ongoing input from people using the framework

Strategic alignment. Updates when strategy shifts require new capabilities

Language refresh. Periodic updates to keep language current

Integration check. Verification that connected systems remain aligned

Frameworks that aren’t maintained become irrelevant. Build maintenance into the operating model.

Measuring Framework Impact

How do you know if the framework is working?

Usage metrics:

• Are development conversations using framework language?
• Are learning resources being accessed by capability?
• Are career discussions referencing framework?

Quality metrics:

• Do users find the framework helpful?
• Does it clarify development priorities?
• Does it inform meaningful conversations?

Outcome metrics:

• Is capability improving in framework areas?
• Are performance outcomes connected to framework strengths?
• Is the framework supporting strategic capability building?

Common Mistakes to Avoid

Over-engineering. Complex frameworks with elaborate structures that no one can navigate.

Under-specifying. Frameworks so abstract they don’t guide action.

Launching and leaving. Deploying framework without activation strategy or ongoing support.

Ignoring context. Generic frameworks that don’t reflect organisational specifics.

Treating as static. Frameworks that aren’t updated as work and strategy evolve.

The Bottom Line

Capability frameworks can be powerful development infrastructure or expensive shelf-ware. The difference is practical design and activation.

Practical frameworks:

• Describe behaviours specifically
• Connect to actual roles
• Use accessible language
• Focus on what matters
• Integrate with other systems
• Are supported with resources and training
• Are maintained over time

The framework sitting unused in your HR system probably isn’t fundamentally flawed. It probably wasn’t designed and activated for practical use.

Either fix the existing framework or build a better one. But make capability frameworks work for development. That’s their purpose. Achieve it.