1©SHRM 2008 SHRM Weekly Online Survey: January 22, 2008

Behavioral Competencies

• Sample comprised of 417 randomly selected HR professionals.

• Analyzing 417 responses of 2,833 emails sent, 2,737 emails were received (response rate = 15%).

• Survey fielded January 22 – January 31, 2008; presentation generated on February 6, 2008.

• Margin of error is +/- 5%.

2©SHRM 2008 SHRM Weekly Online Survey: January 22, 2008

Definition

• For the purposes of this survey, behavioral competencies are defined as the skills identified by an organization as necessary for employees to be successful in an organization and/or necessary for employees to be successful in a specific job. Examples of behavioral competencies are professionalism, customer service attributes, working collaboratively, communication skills, dependability, initiative, problem-solving, judgment, and being a team player.

Behavioral competencies may be used in recruitment, hiring and selection processes, performance management, training and development, and succession planning.

3©SHRM 2008 SHRM Weekly Online Survey: January 22, 2008

Does your organization identify behavioral competencies that would ensure an employee’s success either in a specific job or in your organization?

16%

17%

21%

22%

24%

0% 10% 20% 30%

No, we have not identified behavioralcompetencies, but we plan to

No, we have not identified behavioralcompetencies nor do we plan to

Yes, behavioral competencies have beenidentified for the entire organization

Yes, behavioral competencies have beenidentified for BOTH specific jobs and for the entire

organization

Yes, behavioral competencies have beenidentified for specific jobs only

n = 414

4©SHRM 2008 SHRM Weekly Online Survey: January 22, 2008

For which job categories have you identified behavioral competencies?

2%

4%

10%

11%

72%

0% 10% 20% 30% 40% 50% 60% 70% 80%

Other

Executive level (e.g., CEO,CFO, CHRO, VP, Assistant

VP, etc.)

Nonmanagement (e.g.,assistant, coordinator,

specialist, etc.)

Middle management (e.g.,director, manager,supervisor, etc.)

All employees

n = 276

Note: Percentages do not total 100% due to rounding. HR professionals whose organizations have not identified behavioral competencies were excluded from this analysis.

5©SHRM 2008 SHRM Weekly Online Survey: January 22, 2008

Behavioral Competencies by Job Category

Overall

(317)

All employees

(n=194)

Executive (n=8)

Middle management

(n=22)

Non management

(n=20)

Differences by job category

Yes, behavioral competencies have been identified for specific jobs only

24% 14% 88% 82% 85% Executive, middle and non management>all employees

Yes, behavioral competencies have been identified for BOTH specific jobs and for the entire organization

22% 42% 13% 9% 15% All employees>middle management

Yes, behavioral competencies have been identified for the entire organization

21% 43% 0% 9% 0% All employees>middle management

Note: Sample sizes are based on the actual number of respondents answering the job category question; however, the percentages shown are based on the actual number of respondents by job category who answered the question usingthe provided response options. Blank cells indicate that no statistically significant differences were found. Respondents who indicated “No” were excluded from this analysis.

6©SHRM 2008 SHRM Weekly Online Survey: January 22, 2008

In which of the following situations does your organization use behavioral competencies?

2%

0%

56%

59%

63%

71%

80%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90%

Other

In succession planning

In making promotion decisions

To identify training and development needs

In the performance appraisal process for non-supervisoryemployees

In the performance appraisal process for supervisory ormanagement-level employees

In recruitment, hiring or selection processes

n = 276

Note: Percentages do not total 100% as multiple response options were allowed. HR professionals whose organizations have not identified behavioral competencies were excluded from this analysis.

7©SHRM 2008 SHRM Weekly Online Survey: January 22, 2008

What have been the outcomes of using behavioral competencies in your organization?

9%

13%

14%

20%

20%

25%

31%

34%

44%

62%

0% 10% 20% 30% 40% 50% 60% 70%

Too new to measure outcome

Increased organizational financial performance

No noticeable change

Increased incumbent pool for succession planning

Ability to attract better qualified candidates

Improved utilization of training and development budget

Increased productivity

Reduced turnover

Increased employee job satisfaction

Ability to hire better qualified candidates

n = 270

Note: Percentages do not total 100% as multiple response options were allowed. HR professionals whose organizations have not identified behavioral competencies were excluded from this analysis.