Why capabilities are the link between learning and performance

Capability complex like a puzzle - pictured as word Capability on a puzzle pieces to show that Capability can be difficult and needs cooperating pieces that fit together, 3d illustration

Got goals but no learning? Learning but no application? Ben Satchwell brings it all together

An integrated approach to business is nothing new and it could be argued that the approach offers superior performance than when business units, systems and processes operate in isolation.

In our world though, what often goes unnoticed is that learning initiatives and performance objectives commonly operate in silos, limiting their effectiveness.

Capabilities provide the connective tissue between learning and performance

From my experience as the Head of Capabilities, I’ve observed that it’s not learning alone or performance goals alone that drive significant business outcomes. Instead, the key lies in the synergy between both — and this is where capabilities come into play.

Capabilities provide the connective tissue between learning and performance, seamlessly aligning them for greater impact. By establishing a clear link between what employees learn and how they perform, capabilities create an environment where learning is not just theoretical but applied meaningfully in real-world tasks. It’s about taking the knowledge, skills, and behaviours that employees develop and directly applying them towards organisational goals.

The downside of isolated learning and goals

When learning is isolated from performance, it tends to become an academic exercise — full of insights but lacking the urgency or the context to apply them. I’ve seen countless learning programs loaded with resources and workshops, yet delivering little in terms of measurable outcomes. This is not because the learning content is unworthy, but rather because employees struggle to connect what they’ve learnt with what is expected from them in their roles.

Similarly, performance goals in isolation are often too narrowly defined. They provide a target but no road map on how to achieve it. Goals that lack developmental input risk creating an environment where employees know what is expected but don’t have the tools, behaviours, or support to deliver. Without the knowledge, behaviours and skills — without the capability — they’re effectively being set up to fall short.

How capabilities bridge the gap

Capabilities, on the other hand, work as a bridge between these two critical elements. They give employees a clear framework: a blend of the required skills, behaviours, and knowledge that enables them to achieve their performance objectives. Capabilities align learning directly with what the business needs, and equally with the growth and development needs of employees.

Think of capabilities as the common language between learning and performance. They translate a company’s strategic goals into employee-level development. Imagine a business objective like “improve customer experience”. For an employee, that becomes the capability of “customer focus”. This capability encompasses a range of knowledge, such as understanding customer needs, skills like active listening, and behaviours like empathy. Now, learning programs can be tailored to build this capability, while performance reviews can evaluate it.

In my role, I’ve seen how aligning capabilities with learning and performance unlocks the true potential of employees. It’s no longer about isolated activities but about an interconnected system that elevates individual and business performance together.

Syncing it all up

The beauty of capability-driven development is that it works holistically. Capabilities define what ‘good’ looks like for a role and drive the creation of learning experiences that are purposeful and directly applicable to work. Instead of generic training sessions that struggle to create tangible improvements, learning becomes targeted at capability gaps that affect performance.

For example, when an organisation notices a dip in sales performance, a typical response might be to set ambitious new targets or organise a one-off training workshop on negotiation. However, without a clear capability framework, it’s hit or miss whether the training aligns with what employees actually need to improve performance. Instead, by focusing on the capabilities required for successful sales — like ‘relationship building’ or ‘effective questioning’ — learning interventions become focused and measurable, bridging the gap between learning and achieving the set performance goals.

Why capabilities are key to business outcomes

Capabilities allow organisations to take a more agile approach. Business needs change, roles evolve, and new skills emerge. With capabilities forming the bedrock of both learning and performance, employees are far better equipped to respond to those changes. It’s no longer about being stuck in outdated job descriptions or redundant training content; it’s about adaptability, relevance, and responsiveness.

In my experience capability frameworks are inherently supportive of long-term development too. They provide a roadmap for employees to understand where they are now and where they can go. Performance metrics are enhanced by this growth mindset, moving away from simply hitting a number to fostering a culture of continuous learning and personal growth.

Connecting the dots

Capabilities bring learning and performance together, syncing them to ensure that what employees learn translates into better outcomes for both the individual and the organisation. Without capabilities, learning and goals are disparate activities, disconnected and inefficient.

But with a well-designed capability framework, every learning opportunity has a purpose, every goal is supported, and every employee knows not only what they need to achieve but also how to get there. This alignment is what ultimately drives effective performance and business success.

By anchoring both learning initiatives and performance goals in capabilities, organisations create a cohesive approach that enables employees to thrive. It’s an approach I advocate for wholeheartedly, having seen the power of capabilities in transforming both individual journeys and business outcomes.


Ben Satchwell is Head of Capabilities at Acorn