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How to Build Dynamic Capabilities in Your Employees

Introduction Summary

The term capability isn’t new. We all know it quite too well, to be honest. But how many of us know how to sense that change that brings in new dynamics? How do we identify hidden or even upcoming opportunities to develop something non-existential? Do we capture these moments to bring in organizational reform and transformation and have learning embedded as a key component?

The Interrelationship – Knowledge, Learning, Dynamic Capability

In today’s world, operational capabilities are embedded in the organization’s processes and the day-to-day business functions of its employees. There are various ways in which business tasks can be performed better and faster, and repetition of best practices in learning is one of the many approaches. When ingrained in learning, repetition and experimentation enable tasks to be performed better and quicker. It could be said that a good learning strategy, well before a learning plan is put together, could also come from understanding the usage of an employee’s skills in how they understand and tackle complex problems.
Dynamic capabilities and long-term competitiveness have different ways of being realized.

Dynamic capabilities and long-term competitiveness have different ways of being realized.

  • When hiring, look for exceptional talent in certain roles, so there are one or two members every time whose performance is always visible to look up to.
  • Promote lateral movements between departments and verticals to cultivate and create a multitalented workforce.
  • Have real-time drills and workshops that connect with real contingencies that gauge functional skills, behavioral patterns, emotional reactions, and decision-making capabilities.
  • Create a culture that pulls talents from competitors not with an intent to poach but with an intent of switching to expand abilities, looking beyond monetary benefits.
  • Ensure the skills-competencies mapping is done correctly for the seasoned employees and have a clear understanding and structure to define the same for new hires.
  • Move towards adopting capability-building technologies, thereby staying in tune with advancements in the industry.

The Key Drivers

  • Employees must be given the opportunity to have a say in a controlled environment to the business processes improvements and new definitions, which eventually will drive a new learning methodology that is very inclusive in nature.
  • Cross-generational interaction and different cultural aspects coming together are all doable through mentor-mentee programs and peer-to-peer learning.
  • Create an ecosystem to drive and generate genuine curiosity and interdisciplinary thinking.

Identifying Skills Accelerators

Sometimes a perfect training plan is not the only way to meet skills requirements. Just like just-in-time training, at times, a good enough learning strategy to tackle the then business needs is way more productive than a perfect learning journey, and this also brings in new capabilities.

  • Getting to the in-demand skills can also be done by identifying adjacent skills that employees already have.
  • Have a set of committed employees drive these skills across their peers. It’s an added incentive to having a base to build a new dynamic.

According to Harvard Business Review, 97% of employees said they would learn a new skill if given the opportunity. Only 39% percent believe their organization is effective at helping them understand how information about skills needs applies to their context. Therefore, all that is needed is for leaders to keep the employees informed of what’s to come, and that anticipation creates excitement.

A Simple Program

Let’s look at a simple way in terms of how to nurture dynamic capabilities for your employees by sitting with your employees to design the program. Do this with a focus on building skills and a view to progress towards changing learning attitudes that impacts business performance.

  • Create different learning programs by identifying goals, objectives, content templates, and assessments. Incorporate accelerated learning techniques into their lessons.
  • Create and select from learning activities like focused questionnaires, case studies, games, role play, and hands-on exercises and plan how to evaluate if learning has occurred.

The learning activities eventually increase learner interest and motivation in their learning programs. What also makes an inclusive space for building ever-evolving capabilities in your organization is the accuracy with which:

  • A choice can be made about embracing new learning ecosystems.
  • A comfort zone can be provided to harness skills.
  • A flexible engagement model that supports cross-collaboration and human connection.
  • A versatility in choice of learning assets being used from responsive courses, gamification, VR, metaverse, etc.
  • A smooth transition to using simulation models to relive scenarios and drive new technology adoption.

Dynamic Capabilities Aided by a Dynamic Learning Environment

Giving learners a choice is a step ahead. This is apt for both the digital and virtual worlds of learning.

  • Create an environment that is stress-free.
  • Blend in cultural humility in decision-making.
  • Read the non-verbal cues and encourage responsiveness.
  • Facilitate manager-learner interaction through responsible dependability.

A Renewed Realization

It was never considered a match made in heaven, but there was a match, nevertheless. Business functions and L&D have locked horns and have always found a way to survive. It’s time to strengthen the bond, and HR is vital to this. The HR team can help employees articulate their skills needs and build them with a clear direction from L&D, while businesses can link these skills to an organization’s strategy. The need is to stay connected with the learners. For this, there could be practice communities and regular reflection of skills.

A New Perspective

Dynamic learning leading to dynamic capabilities is a start to piecing it together from project-based learning, problem-based learning, challenge-based learning, Gamification, STEM, STEAM, and much more. Always expand and go beyond the finish line, beyond the marker, beyond the grades, and beyond the benchmark.


Organizations need to adopt different approaches to lay the foundation to build the dynamism in skills and abilities that support a multi-generational workforce while keeping the communication transparent about the intent.

At Tesseract Learning, learning strategies are defined in a manner that defines what dynamic means in your specific industry rather than taking a generic approach. Courses created have a way to evolve, to build capabilities that constantly upgrade. The learning platform KREDO also aids in building blended learning journeys.

To know more about our services and how we can help you, contact us or write to me at