• 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%.
SHRM Weekly Online Survey: January 22, 2008 © SHRM 2008 1

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

Does your organization identify behavioral competencies that would ensure an employee’s success either in a specific job or in your organization?
24% n = 414
Yes, behavioral competencies have been identified for specific jobs only
Yes, behavioral competencies have been identified for BOTH specific jobs and for the entire organization
Yes, behavioral competencies have been identified for the entire organization
No, we have not identified behavioral competencies nor do we plan to
No, we have not identified behavioral competencies, but we plan to
0%
SHRM Weekly Online Survey: January 22, 2008 © SHRM 2008
17%
10%
16%
20%
22%
21%
30%
3

For which job categories have you identified behavioral competencies?
n = 276
All employees
Middle management (e.g., director, manager, supervisor, etc.)
Nonmanagement (e.g., assistant, coordinator, specialist, etc.)
Executive level (e.g., CEO,
CFO, CHRO, VP, Assistant
VP, etc.)
4%
11%
10%
72%
Other 2%
0% 10% 20% 30% 40% 50% 60% 70% 80%
Note: Percentages do not total 100% due to rounding. HR professionals whose organizations have not identified behavioral competencies were excluded from this analysis.
SHRM Weekly Online Survey: January 22, 2008 © SHRM 2008 4

Behavioral Competencies by Job Category
Yes, behavioral competencies have been identified for specific jobs only
Yes, behavioral competencies have been identified for
BOTH specific jobs and for the entire organization
Yes, behavioral competencies have been identified for the entire organization
22%
21%
Overall
(317)
24%
All employees
(n=194)
Executive
(n=8)
Middle management
(n=22)
Non management
(n=20)
14%
42%
88%
13%
82%
9%
85%
15%
Differen ces by job category
Executive, middle and non manageme nt>all employees
All employees
>middle manageme nt
43% 0% 9% 0% All employees
>middle manageme nt
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 using the provided response options. Blank cells indicate that no statistically significant differences were found. Respondents who indicated “No” were excluded from this analysis.
SHRM Weekly Online Survey: January 22, 2008 © SHRM 2008 5

In which of the following situations does your organization use behavioral competencies?
n = 276
In recruitment, hiring or selection processes
In the performance appraisal process for supervisory or management-level employees
In the performance appraisal process for non-supervisory employees
To identify training and development needs
63%
71%
80%
In making promotion decisions
59%
56%
In succession planning 0%
Other 2%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90%
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.
SHRM Weekly Online Survey: January 22, 2008 © SHRM 2008 6

What have been the outcomes of using behavioral competencies in your organization?
Ability to hire better qualified candidates
Increased employee job satisfaction
Reduced turnover
Increased productivity
Improved utilization of training and development budget
Ability to attract better qualified candidates
Increased incumbent pool for succession planning
No noticeable change
Increased organizational financial performance
Too new to measure outcome
0% n = 270
62%
44%
34%
31%
20%
20%
25%
14%
13%
9%
10% 20% 30% 40% 50% 60% 70%
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.
SHRM Weekly Online Survey: January 22, 2008 © SHRM 2008 7