Looking to develop a capability framework for your organisation? Make sure you start with a compelling business case to present to your leadership team.
Building a capability framework can have transformative effects on any organisation, improving team performance, clarifying career paths and boosting overall business outcomes.
But before these benefits can be realised, you first need to build a compelling business case that ensures buy-in from senior leaders and key stakeholders.
Drawing from practical experiences in the Essentials of Crafting a Capability Framework course that I facilitate with AHRI, here are four crucial steps to help you successfully build the business case for the development of a capability framework.
1. Understand what’s in it for them: manager buy-in
The first step is to consider the perspective of the end user, particularly the managers. Managers are more likely to buy into the capability framework if they understand how it will directly benefit them and their teams.
Rather than presenting the framework as another HR initiative, consider framing it in a way that resonates with them.
For example, when dealing with sales managers, you could highlight how the framework could help them identify skills gaps in their team, making it easier to target specific areas for development, like negotiation or client relationship management. This, in turn, leads to better individual and team performance, which translates to higher sales numbers.
It’s not just about ticking a box for HR – it’s about helping managers lead their teams more effectively, make better decisions and, ultimately, drive their own success within the organisation.
Action point: Tailor your messaging to address managers’ key pain points. Speak directly to how the framework will save them time, improve productivity and contribute to their team’s development.
Looking to develop a capability framework for your business? Ben Satchwell will walk you through everything you need to know with this short course from AHRI. Join either the foundational or advanced-level course, based on your current stage in the journey.
2. Engage core stakeholders early
The success of any capability framework hinges on the right people being involved from the outset. To build a strong business case, it’s essential to map stakeholders and develop a core stakeholder team that includes those whose influence, concerns, or enthusiasm could make or break the initiative.
Engaging these stakeholders early – through conversations, workshops, or focused meetings – ensures that their needs and expectations are built into the framework.
It also provides a powerful opportunity to align the framework’s goals with broader organisational objectives, creating a clear bridge between capability enhancement and the success of the business.
Action point: Identify and engage key stakeholders, including senior leaders, as soon as possible. Show them how the framework will directly support the organisation’s key goals and gather their insights to further refine the business case.
Read this HRM article about how to better influence your key stakeholders.
3. Quantify the benefits
A compelling business case goes beyond abstract benefits; it needs quantifiable value. The question that leaders often have is, “What’s the return on investment?” This means being specific about what the organisation stands to gain.
To make the case defensible and clear, focus on metrics such as increased productivity, improved employee engagement or enhanced efficiency.
You could link the capability framework to reduced onboarding times, enhanced performance metrics, or lower attrition rates, for example, helping to ground the value in numbers that resonate with decision-makers.
Action point: Use data to highlight the tangible benefits of implementing the framework. Link these benefits to key organisational pain points, such as efficiency gaps or skill shortages, to make the value of the framework irrefutable.
“Make sure the framework is positioned as a tool that underpins the organisation’s biggest priorities.” – Ben Satchwell, Head of Capabilities, Acorn
4. Link usage to business goals
One of the most powerful ways to make a capability framework meaningful to decision-makers is by explicitly linking its usage to business objectives.
When stakeholders see the direct impact of the framework on growth metrics or success outcomes, the framework moves from being “another HR project” to “an essential tool for business success”.
This connection helps build a strong case that this isn’t just about capabilities – it’s about organisational agility, long-term sustainability and driving the business forward.
Whether it’s supporting expansion, aligning with strategic growth areas or helping achieve diversity and inclusion goals, make sure the framework is positioned as a tool that underpins the organisation’s biggest priorities.
Action point: Make it clear how the capability framework will support the company achieving critical goals. The stronger the link to these objectives, the more compelling the case for adoption.
By following these steps – understanding what’s in it for managers, engaging key stakeholders, quantifying benefits and linking usage to strategic goals – HR practitioners can build a persuasive business case that drives the development and successful adoption of a capability framework.
Ben Satchwell is the Head of Capabilities at Acorn and a Course Facilitator for AHRI’s foundational and advanced-level course ‘Essentials of Crafting a Capability Framework’. If you want to assess whether your team has the necessary skills and capabilities to drive business outcomes, explore The Australian HR Capability Framework.