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Personal capabilities Print
The personal capabilities describe the ways in which people manage themselves and their relationships with others in the workplace.  In other words they are about the attitudes, behaviour and softer skills which are essential to good practice in social services.  The SSSC and IRISS chose to focus on the personal capabilities because there is evidence that they are crucial for the workforce to be able to put their knowledge, skills, values, qualifications and training into practice, to do this throughout their careers and to continuously learn and improve their practice.  By supporting employees to build on their personal capabilities we can have the most positive impact on people who use social services. 

There are thirteen personal capabilities, five relating to how people manage their relationships with others in the workplace and eight relating to how they manage themselves.  The personal capabilities are:

Managing relationships:
  • a focus on people who use services and their carers
  • working in partnership
  • motivating and leading others
  • empathy
  • dealing with conflict.

Managing self:
  • professional autonomy
  • lifelong learning
  • flexibility
  • confidence
  • resilience
  • accurate self-assessment
  • awareness of impact on others
  • organisational awareness.

In the CLF, each of the personal capabilities is described across four stages of progression which are engaged, established, accomplished and exemplary.  There are a number of indicators under each of the stages of progression which describe what each personal capability might look like and provide ways in which each stage could be evidenced.  This allows social service workers to develop their personal capabilities and gain recognition for their progress.  It also allows employers to set benchmarks for the behaviours and soft skills they expect their staff to demonstrate in different job roles and encourage them to develop further.

Download a copy of the Personal Capabilities in Word format.