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
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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.
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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