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Behavioral competencies are a combination of skills, knowledge, and traits required to perform effectively in an organization, irrespective of the job role. Behavioral competencies are a set of personality traits and behavioral attributes that align an organization’s vision or objectives with measurable actions that can help achieve organizational success. They are the foundation that drives the organization’s success by facilitating better talent decisions. They help decision-makers look beyond domain skills and consider work-related behavior and soft skills.
There are four types of behavioral competencies:
Core behavioral competencies are the fundamental values of an organization expected to be embodied by each of its employees. They are akin to a blueprint of an organization on which the workforce is built. For a customer-facing organization, the core behavioral competency could be customer-centricity. Core behavioral competencies are different across industries, organization size, type, function, etc.
Behavioral competencies vary based on job level because of the scope of the work. A fresher is expected to be an avid listener and learner, but someone in a managerial role needs good analytical skills. Here is a list of behavioral competencies that can be employed to develop a competency framework, identify employees’ behavioral indicators, structure the hiring process, and ask the right questions to measure their competencies. The list covers behavioral competencies for managers, freshers, and senior leaders.
Behavioral competencies should form the basis for human resource development and significantly contribute to competency frameworks when making important talent decisions. All organizations, irrespective of their type, size, and function, can benefit from using behavioral competencies in the following ways:
Common Language: Behavioral competencies can lay the foundation for everything critical to an organization. They can dictate expected workplace behavior, a precise and shared understanding of performance standards, and an organization’s values and objectives.
Objective Recruitment: Analyzing and improving the existing hiring strategy is the first step towards improving employees’ quality. Behavioral competencies provide an objective platform to evaluate the screening process and promote a better organizational culture. Behavioral competencies assessed through interviews, assessments, exercises, and tasks eliminate interviewer bias, enable filtering the right talent, and set them on a trajectory to success from the very beginning.
Employee Development: Once an organization has identified behavioral competencies pertinent to a particular role and level, they can benchmark their workforce against those competencies and initiate individual developmental plans accordingly. Behavioral competencies can also enable employees to identify transferable skills for career progression.
Organizational Planning: Behavioral competencies are the bedrock of all organizational planning initiatives, such as high-potential identification, succession planning, leadership development, etc.
“Behavioral competencies lie at the core of work culture and department behavior. They make an organization’s values, mission and vision more achievable. They form the core of an organization’s behavior norms.
Since every group is different, it is vital to conduct an organization-wide exercise of nailing down behavior that employees know to be important that support the six principles – trust, interdependence, genuineness, empathy, risk resolution and success. In this way, hiring, succession planning, training and development, high potential identification, appraisals and promotion are in alignment.
When an organization has determined its group behavior norms, they can be put into performance reviews, performance-related hiring questions and the onboarding process. They can also be used to build skills so that people who demonstrate these behaviors also demonstrate the skills needed to lead people. If Gallup’s research is true, organizations promote the wrong people into leadership positions more than 82% of the time. One must look to behavior as a root cause.”
– Dianne Crampton, President, TIGERS Success Series, Inc.
Behavioral competencies are essential indicators of future workplace success and crucial for workforce planning, recruitment, training and development. Many organizations may already have a process to observe or assess employees’ behavioral competencies without realizing it. For instance, interview questions in the hiring process are inadvertently directed at measuring personality attributes and interpersonal skills.
Behavioral competency assessments are new-age digital tools to measure behavioral competencies in a simulated work environment. These assessments require candidates to demonstrate their behavioral skills in an activity that resembles an actual organizational situation.
You can also conduct psychometric assessments to measure candidates against particular competencies and predict job performance with detailed scores of different competencies. Else, you can opt for role-based behavioral tests that can help you save time in your hiring decisions while allowing you to gain insight into the candidate’s real personality.
Mercer | Mettl’s suite of behavioral assessments and tools can be used in isolation or combination in any phase of the employee lifecycle, which includes selection, promotion, employee development, leadership development, team development, and leadership effectiveness.
Originally published July 13 2020, Updated July 13 2020
Bhuvi is a content marketer at Mercer | Mettl. She's helped various brands find their voice through insightful thought pieces and engaging content. When not scandalizing people with her stories, you’ll find her challenging gender norms, dancing to her own tune, and crusading through life, laughing.