Skills can tell us something useful about what people know or are able to do, but they do not automatically establish capability or performance. This article explores the distinction between skills, capability and performance, why similar performance problems can have very different causes, and how better diagnosis can lead to more appropriate learning, systems, management and workforce interventions.
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Hospitality organisations across Southern Africa face high staff turnover, skills shortages and the challenge of maintaining consistent service standards across dispersed operations. This article explores why Totara is particularly well suited to these realities, showing how its learning, performance and competency capabilities help organisations move beyond training delivery to build workforce capability that supports long-term operational performance.
