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Keep shoppingSkills-Based Career Development: Build Capabilities
2,749 students
Skills-Based Career Development: Build Capabilities
career development | competency framework | skills gap analysis | 360 feedback | mentoring | job profile | upskilling
Last updated 9/2026
English
English [Auto],
What you'll learn
- Describe a capability as observable behaviour instead of as an adjective on a CV
- Build a competency profile for a role using critical incident analysis
- Read a job profile and see exactly what a role is assessed against
- Design and run a 360 assessment, and read the results without becoming defensive
- Diagnose your own gap between where you are and where the target role requires you to be
- Build a development plan that survives the week after you write it
- Design for transfer, using the factors that decide whether learning reaches your actual work
- Run a mentoring relationship from matching through to a deliberate ending
- Learn alongside Mike's 1.6 million students from 185 countries
- Get the author's experience from Preply, Wargaming, iDeals and Alfa-Bank
Explore related topics
Course content
14 sections • 38 lectures • 17h 36m total length
Requirements
- A career direction, even a vague one, and something you want to be better at
- No background in assessment or learning design required
- Access to people who can give you honest feedback, since self-assessment alone misleads
- English at intermediate level or above, since all lessons are in English
- Willingness to hear an assessment of yourself that does not match your own
Description
This course contains the use of artificial intelligence.
Most development plans are a list of courses. A year later the courses are finished, the certificates exist, and nothing about the work has changed.
The plan was built from what was available to learn rather than from what actually separates you from the role you want.
Why development stalls
You cannot name the capability you are missing, only that something is missing. Feedback arrives as adjectives — more strategic, more visible — which describe an impression rather than a behaviour, so there is nothing to practise. Self-assessment says one thing and the people around you would say another, and nobody has arranged for you to hear it.
Then training happens, transfer does not, and the old habits return within a fortnight because nothing supported the new ones.
How capability is actually defined
Thirty-seven lessons. Eight on competencies: what one is, why observable behaviour is the unit, the competency pyramid, sources of information, critical incident analysis for describing a capability precisely, rating scales and their validity, ready-made libraries and how to use them without importing a generic version of yourself, and how competencies drive hiring, pay and promotion decisions.
Then five on the job profile, which is the document that states what a role is actually assessed against: how one is built through interviews and observation, how competencies are worded for a specific role, and how a profile turns into a scorecard, a career ladder, a development plan and a set of goals.
Measurement, learning and mentoring
Then eight on 360 feedback: questionnaire design through critical incidents, describing behaviour rather than traits, anchored scales, distribution and response rates, assessor bias, the feedback conversation itself, linking results to development and succession, and building a working instrument in a free form tool.
Then ten on learning as a discipline: ADDIE, diagnosing the outcome you expect before choosing material, the nine steps of how learning works, the sixteen factors that determine whether knowledge reaches your actual work, performance support afterwards, evaluation, and development beyond training.
And six on mentoring from both sides: matching, preparation, the first meeting, rules and boundaries, closing the relationship deliberately rather than letting it fade, and seven typical scenarios.
A note on framing. This material was recorded for people who build these systems inside organisations. For your own development that is an advantage: once you know how capability is defined, described and measured by employers, you stop developing blind.
Who is teaching this
Mike, the number one HR instructor on Udemy. More than 1.6 million course enrolments, over 150,000 professionals trained, PHRi and SHRM-CP certified, HRCI representative in more than 10 countries. I built the people function of the unicorn Preply and worked at Wargaming, Alfa-Bank and iDeals, writing the competency models people were then promoted against.
What is included
Lifetime access to all course materials
Active instructor support in the Q&A section
Udemy Certificate of Completion
Practical assignments and real business cases
A section with additional courses, tools and resources
Start here
Write down the capability you most want to develop, then rewrite it as something an observer could see you doing. If the second version will not come, that is the reason the first one has not moved in two years. Enrol now and start the first lesson today.
Who this course is for:
- Professionals who want a development plan rather than a reading list
- People aiming at a specific role and unsure what actually separates them from it
- Managers responsible for developing a team as well as themselves
- Career changers who need to know which of their capabilities transfer
- Mentors and mentees who want the relationship to produce something measurable
- L&D and people specialists building competency frameworks and profiles
- Anyone who has attended a lot of training and cannot point to what changed