A Behavioral Competency Dictionary helps identify the typical behavior that makes some individuals more successful than others. This form identifies and gives a description of twelve (12) different behavioral competencies in a chart form. This form is useful for companies that wish to identify which employees will be successful based upon certain assessed behavioral competencies.
A Behavioral Competency Dictionary helps identify the typical behavior that makes some individuals more successful than others. This form identifies and gives a description of twelve (12) different behavioral competencies in a chart form. This form is useful for companies that wish to identify which employees will be successful based upon certain assessed behavioral competencies. Behavioral Competency Dictionary The Behavioral Competencies 1. People Accountability 2. Conceptual Thinking 3. Communication & Coordination 4. Judgment & Decision making 5. Accomplishment 6. Team working 7. Leadership 8. Managing Execution 9. Resilience 10. Problem Solving 11. Flexibility 12. Client service orientation 2 Behavioral Competency Dictionary 13. Behavioral Competency Dictionary Competencies Level D Level C Level B Level A 1- People Accountability Addresses longer term Challenges individuals openly and Monitors performance against Accepts accountability for own performance problems, removing constructively about performance clear standards or deadlines, actions and performance Sets limits poor performers from positions problems, adapting a firm but fair providing appropriate feedback for others’ behavior; gives clear when necessary; provides guidance stance; holds people accountable when required; helps staff to start instructions and lets people know and support as well as challenge for their actions and performance. again when setbacks occur. what is expected of them. and positive criticism. 2- Conceptual Thinking Develops new and practical Identifies similarities and Uses basic knowledge and rules Thinks in a simple and straight concepts or workable models to differences between current and and common sense in one’s work; forward manner; shows preference explain situations, resolve issues or past situations; modifies or applies able to organize information into towards highly predictable or increase productivity; analyses appropriate concepts and patterns, trends and identifies consistent issues / situation with contributing factors to underlying methodologies in looking at missing pieces and discrepancies. little ambiguity. reasons and conceptualizes to see different situations; assembles and the bigger picture. present complex ideas, issues and situations in a clear and simple manner. 3- Communication & Serves as a role model for effective Uses persuasion, negotiation and Encourages others to share point of Uses appropriate format and Coordination communication; cascades counseling to influence others; view and probes for more details; adapts content and style of information down / across explains and shares sensitive and takes the necessary time to seek presentation to suit the audience; functions with facts, rationale and critical information effectively; out others’ concerns and listens and views people’s interpretation; communicates gives and receives feedback comments; present complex ideas suggestions positively; uses tact issues which are unpopular; honestly and diplomatically; stands and concepts with confidence; and diplomacy in communicating presents arguments logically using firm when faced with opposition, explains, justifies and delivers facts, conflicting ideas; ask clear facts and breadth of knowledge; perseveres and continues to pursue ideas and opinion in a clear questions; creates and communicates a s valid point. manner. compelling and inspired vision. 3 Behavioral Competency Dictionary Behavioral Competency Dictionary Competencies Level D Level C Level B Level A 4- Judgment & Decision Judges when to empower other to Takes timely information, where Uses professional knowledge and Draws on past experience in making take decisions in uncertain necessary, based on limited understanding to evaluate options; making informed decisions; circumstances; looks beyond the information, focuses clearly on real supports all decisions with relevant considers the risks and existing policies to understand the issues, is not unduly swayed by information and arguments; takes consequences before taking a underlying principles and applies to personal feelings and is not account of feedback and revises decision; keeps an open mind and the situation; consider wider policy pressurized into hasty decisions; decisions; opens to possibility of is objective in accessing issues before taking a decision. aims for consensus but can take changing a decision when new information; is aware of own unpopular decisions when required information becomes available. limitations and refers difficult to do so; is not constrained by past decisions to those better placed to experiences and readily considers make them; consults fully with new approaches. concerned staff. 5- Accomplishment Achieves significant progress in the Tackles difficult problems and takes Understands and works towards Clarifies what is expected; is long term; has own measures of personal responsibility for reaching goals set by others; measures positive and enthusiastic about the excellence and works to these; Acts solutions; pursues ways to improve progress against targets. job; does not give up at the first entrepreneurially to make overall performance levels to give Acknowledges the work and hurdle. performance gains. higher levels of satisfaction to contribution of others. target groups. 6- Team working Makes people feel good about Looks for opportunities to Participates willingly in making Participates willingly and supports being part of the group; able to contribute towards the effective decisions and accomplishing tasks team decisions; be a good team bring out the best in people; and timely completion of on-going as a group; value input and player by doing his share of work; promote a friendly climate; tasks led by others; publicly credit expertise of others; supports and keeps other team member promotes / protects group others who have performed well; acts in accordance to group informed and up to date about the reputation with outsiders; brings encourages and empowers others. decisions even when such decisions group’s progress; shares all conflicts within team into open and may not reflect one’s position; relevant and useful information; facilitates a beneficial resolution. promotes intra/inter team speaks positively of team cooperation. members; 4 Behavioral Competency Dictionary Behavioral Competency Dictionary Competencies Level D Level C Level B Level A 7- Leadership Serves as a role model of desired Protects the group and its Adopts an openness that Lead group meetings with clear behaviour; provides direct, positive reputation by anticipating potential encourages team members to agenda and objectives; agrees and corrective feedback; thinks problems; obtains resources / express ideas and views; makes timeframe and assigns role to solve positively and does not hold back information for the group; team members feel that they can problems; provides all necessary what needs to be said; motivates establishes and maintain good contribute to the team; looks for information on timely basis; others to improve the quality of rapport with key players of other opportunities to promote team communicates information / their work; communicates a groups / departments; faces up to morale and productivity. decisions to the people affected in compelling vision to generate team members’ problems and is an appropriate manner; explains commitment to group mission and not afraid to take unpopular the reasons for a decision where objectives. decisions. appropriate. 8- Managing Execution Using situational leadership to Prepare to look across organization Evaluates past experience and level Identifies task and responsibilities delegate task to accommodate the for the right skills and experience of interest in determining task to be assign based on past varying skills and experience level and negotiate to obtain allocations; Assign and co-ordinate experience; Assign and coordinates of staff; Looks for assignment for commitments; Assigns and co- resources and makes optimal use resources to get work done; Checks which others can take complete ordinates resources and empowers of resources; Spend more time understanding on instruction and authority and allocate assignment them with appropriate level of face-to-face to check requirement of tasks; Follow up confidently; Gets involvement from authority; Shows care and concern understanding and provide with relevant parties based on the beginning, discusses regularly and offers help to make appropriate assistance and agreed timelines to ensure assignment and allows staff to things run more smoothly; support; Sets aside time weekly to completion of assignment; Explain illustrate understanding; Set up Generally anticipates the meet with relevant parties to patiently the expected end information Presents broad issues requirements to liaise with relevant review progress and success; products and involves staff in and let staff to plan, create and parties and ensure appropriate Guides staff on key activities of identifying key activities and ‘own’ the solution. actions are taken; Empower staff to assignment and allows staff to be setting deadlines. set down deadlines, monitor and independent in its implementation. review progress while making self easily available. 5 Behavioral Competency Dictionary Behavioral Competency Dictionary Competencies Level D Level C Level B Level A 9- Resilience Wins others to work together and Maintains consistent work style Sees obstacles as “challenges” and Keep poised and professional in an manages reluctance by being when under tight deadlines, tired enjoys overcoming them; Does not emotionally charged situation; assertive and firm; Keep work or opposed by other parties; Stick quit after meeting with rejection Takes persistent, repeated action commitment by focusing on end with difficult task with over long and keeps trying until found the to overcome obstacles; Keeps on results; Does not give or abandon period of time to complete it, or solutions; Keep control of the emotions from interfering with own position or ideas even when until it becomes obvious that the situation when responding to work; Copes and adapts well with others appear to hold opposite task is not reasonably attainable; opposing views or raising changing conditions and situations; opinion on an issue/decision; Stay Willingly accepts additional important issues; Takes upon own Recover quickly after an calm in the face of other’s anger of responsibilities when required to self to proceed work by others; unsatisfactory interaction with lack of control and defends all takes risk to try new approaches in Prepares to accept additional work others, rejection or decision with ease when challenge; new responsibility. when required. disappointment; Refrains self from Consistently works effectively impulsive behavior. despite being under immense pressure. 10- Problem Solving Recognizes and synthesizes Systematically breaks down a Able to see relationships among Generally, able to see basic complex, unique relationships even complex problem or process into several parts of a problem / relationship, needs advice and among apparently unrelated issues, component parts, making them situation, Encourages input from input to identify complex points / seeks new information / concepts more manageable, Makes multiple others, probes and seeks issues, Refers to available materials on an industry-wide basis to causal links between components information from several sources and past practices of the facilitate analysis and of the problems; Looks outside to get at root of a problem / organizations, Uses fairly interpretation of complex issues own area of expertise for ideas and situation, Uses acquired technical appropriate methods / techniques and problems and studies their probes for information from all know-how and effective methods to solve a problem, Suggests implications on the organization possible sources (either internal or to solve difficult problems, appropriate solutions using various and the industry, puts together external) to get at root of a Understands and draws accurate standard references as the basis to ideas, issues and observations and problem / situation, Uses rigorous conclusions / solutions using resolve problems when they occur helps others to develop analytical logic and methods to solve difficult precedents as well as new ideas skills in deriving at problems problems with effective solutions, solving process, generates several Draws accurate and where solutions / options and their value appropriate, innovative, 6 Behavioral Competency Dictionary Behavioral Competency Dictionary Competencies Level D Level C Level B Level A impact on the organization and its conclusions / solutions to processes, applies appropriate problems, Anticipates and problem solving techniques, evaluates problems and initiates diagnostic studies, evaluation and preventive actions to ensure non feedback to enhance occurrence recommendations, uses new technology, creative thoughts and ideas to create alternative solutions and their implications 11- Flexibility Models flexibility in all aspects for Responds to new and changing Adjust approaches to match varied Maintains effectiveness in new others to emulate; understand responsibilities and tasks maturely; task requirements; changes tasks and changing environment; repercussions of group conflicts identify areas of agreement when priorities and maintain composure receptive to changing assignments and prevents from recurring; conflict arises and resolve conflict to meet changing demands; and policies; handles disruptions manages conflicts with win-win effectively; deals effectively with maintains effectiveness when while still meeting deadlines. solutions with outside work groups. ambiguity. dealing with people of diverse cultures. 12- Client service orientation Establishes ways / methods to keep Sensitive to clients’ needs; be client Takes personal responsibility to Listens attentively to clients’ clients informed of the current advocate; assumes ownership to serve clients dependably and requests and concerns and developments; serve as a role problems despite adverse responsively; handles difficult client promptly provides appropriate model through exemplary personal circumstances; uses good judgment requests with positive and helpful information to resolve problem; behavior; seeks synergistic service about what to give away; takes an attitude; follows through until shows resourcefulness in resolving opportunities with other related active role in building service problem is resolved or question challenging client needs; maintains parties; thinks cross functionally excellence into the organization. answered. composure and objectivity when and illicit cooperation to support confronted with difficult clients. client service objectives. 7 Behavioral Competency Dictionary
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