How to Talk About Capabilities with Your People 

It’s about shifting how people think about development, performance, and growth. And the way you talk about that shift matters more than you think. 

When employees hear “capability assessment”, many will instinctively think of judgment, scoring, or being measured against colleagues. That’s the baggage traditional performance evaluations carry. If leaders don’t tackle those assumptions head-on, people will default to them, and the rollout risks being seen as “just another HR process”. 

The good news is you can avoid that trap. With the Acorn Capabilities module, you already have the framework. What’s needed now is clear, consistent communication that helps employees understand capabilities are about growth, not judgment. 

Why communication makes or breaks the rollout 

Change management often fails not because the new tool or system is bad, but because people don’t understand why the change matters. When communication is rushed or vague, staff get anxious, disengaged, or cynical. 

Capabilities touch everyone in the organization. They directly impact how people perceive their capabilities, how managers set expectations, and how leaders plan for the future. That’s why communication isn’t a side task here; it’s the foundation for making the shift successful. 

Think about the difference between these two approaches: 

1. “We’re introducing capability assessments this year. You’ll get a rating that shows where you stand.” 
2. “We’re introducing capability assessments to give you a roadmap for growth. Instead of a once-a-year score, you’ll have clear expectations and guidance on how to develop.” 

Same system, very different reaction. 

What to say (and what not to say) 

Getting the language right is half the battle. The words you choose set the tone for how people experience the change. Here are some examples you can put straight into your comms: 

• Do say “Capabilities show us where you are today and what growth looks like tomorrow.” 
• Don’t say “We’re evaluating you against a standard.” 
• Do say “This is about giving you clarity on the next step in your career.” 
• Don’t say “We’re rating your performance.” 
• Do say “Capabilities help us match development opportunities to your strengths and goals.” 
• Don’t say “This is just a new HR process.” 

It sounds simple, but these shifts make a huge difference. Employees hear the difference between being measured and being supported. 

Tailoring your message 

Not everyone in your organization will care about the same things. If you use one-size-fits-all language, it won’t land. Tailor your approach for the three main groups you’ll need to bring along.

1. For employees: Focus on what’s in it for them. Emphasize transparency, clarity on expectations, and support for career growth. People want to know this isn’t another hoop to jump through, but a tool that helps them succeed. 
2. For managers: Show them how capabilities make their jobs easier. Instead of vague conversations about “areas for improvement”, they’ll have clear proficiency levels to guide discussions. That’s less confrontation, more collaboration. 
3. For executives: Connect the dots to business outcomes. Capabilities give leaders real data on workforce strengths and gaps, making planning more precise. This isn’t just an HR initiative—it’s about building organizational resilience. 

Using stories and examples 

Abstract concepts don’t stick. People need to see how capabilities show up in real life. That’s where examples help. 

Say you’re talking to a sales team. Instead of “We’ll assess your capabilities against proficiency levels”, explain it like this: 

“You’ll complete a capability assessment that shows where you’re at in capabilities like relationship management or negotiation. If you’re at ‘Developing’ today, the framework shows you what ‘Proficient’ looks like, so you know exactly how to grow. Your manager can then match you with the right development opportunities to help you get there.” 

That’s practical. It’s something people can imagine in their day-to-day. 

Making it stick with Acorn 

The Acorn Capabilities module is built to make these conversations easier. Each capability comes with multiple proficiency levels, written in clear language. Instead of saying “You need to improve your collaboration”, a manager can point to the descriptors and say “Here’s where you’re at today, and here’s what the next level looks like.” 

That kind of clarity cuts out ambiguity. It reassures employees that they’re not being judged against vague standards. They’re being guided towards something tangible and achievable. 

On the organizational side, the module gives leaders reporting that translates directly into action. You can see which capabilities are strong across the business and where there are gaps. That’s data that can inform strategy, not just HR processes. 

Building trust through consistency 

The first conversation sets the tone, but it’s the follow-up that builds trust. Employees need to hear the same message consistently from their managers, HR, and executives. If one leader says “This is about growth” but another talks about “scoring people”, the rollout will stumble. 

That’s why alignment matters. Make sure everyone who’s communicating about the shift has the same talking points, and encourage leaders to model the behavior. When managers use capabilities to frame development discussions in a supportive way, employees will quickly see the difference. 

Key takeaways 

Communicating capabilities well means: 

• Framing them as a roadmap for growth, not a verdict on performance
• Choosing words that emphasise support, clarity, and opportunity
• Tailoring the message for employees, managers, and executives 
• Using practical examples to make the concept real
• Backing it up with consistent messaging across the organization. 

Capabilities aren’t just a system update. They’re a new way of thinking about growth. And when you communicate them clearly, you give your people the confidence to embrace that change.