{"id":24321,"date":"2014-05-19T00:00:00","date_gmt":"2014-05-19T04:00:00","guid":{"rendered":"https:\/\/demo.wwwebdesignstudios.com\/client05\/competency-characteristics\/"},"modified":"2026-04-17T19:11:17","modified_gmt":"2026-04-17T23:11:17","slug":"competency-characteristics","status":"publish","type":"post","link":"https:\/\/demo.wwwebdesignstudios.com\/client05\/competency-characteristics\/","title":{"rendered":"Five Types of Competency Characteristics to Predict Future Success"},"content":{"rendered":"

There are many ways to define competencies but in sum, they can be referred to as the very characteristics causally related to criterion-referenced effective and\/or superior performance in a job or situation.<\/p>\n

Let\u2019s note that a characteristic is not a competency, unless it predicts something meaningful in the real world, such as behavior or performance, hence the \u2018causally related\u2019 segment of our definition.<\/p>\n

Psychologist William James said the first rule for scientists should be that \u201cA difference which makes no difference is no difference.\u201d A characteristic that makes no difference in performance is not a competency, and should therefore not be used to evaluate people. A competency must be a fairly deep and enduring part of a person\u2019s personality, sufficiently so that it can be used to predict behavior in a wide variety of situations and job tasks.<\/p>\n

The causal relationship of competencies in job performance management can be illustrated as such:<\/p>\n

\"\"But a competency must also be criterion-referenced, which means that it actually predicts who<\/em> does something well or poorly, as measured by a specific criterion or standard.<\/p>\n

Depending on the performance criterion they serve to predict, competencies can be categorized as \u2018threshold\u2019, which refers to the basic essential skills that a person must possess to produce at least the minimal output required by a job role, or \u2018differentiating\u2019, which distinguish superior from average performers.<\/p>\n

Here are 5 types of competency characteristics to understand, identify and measure in your workforce, in order to better assess your employees\u2019 current and potential output.<\/p>\n

1. Motive<\/h2>\n

Last month, we wrote about the importance for employers and managers to be able to determine motive in their staff, as they more accurately predict job performance thank acquired skills and education. The things a person consistently thinks about or desires are drivers of behavior and, ultimately, performance. They determine and explain a person\u2019s actions in the workplace or in a given situation. For instance, achievement-motivated people consistently set challenging goals for themselves, take personal responsibility for accomplishing them, and use feedback to improve on a continuous basis. And while performance management supports the alignment of an individual\u2019s professional development to overall corporate results, it must also factor in the motives behind this person\u2019s actions to understand past behavior and provide the right incentives to superior future performance.<\/p>\n

2. Traits<\/h2>\n

Traits are those consistent physical and behavioral responses to situations or information. For example, reaction time and good eyesight are physical trait competencies of combat pilots. In a 2013 research paper, Routledge reminds us that the extent to which traits actually translate into actual behavior depends, at least in part, on how structured or regulated the situation is. But to predict performance in a workplace environment, traits should be viewed as intrinsic behaviors that people will exhibit without close supervision<\/em>. Bear in mind however that traits are closely correlated to motives. An individual may choose to activate the necessary traits for a job role at any specific moment, depending on their underlying motive. Since every position comes with behavioral expectations from management, an employee with the motive or aspiration to access higher roles within the organization could choose to develop or exhibit the very traits required to perform in this role, even if they are not aligned with their personal preferences.<\/p>\n

3. Self-Concept<\/h2>\n

Self-concept refers to our personal attitudes, values and self-image. It is the belief of how effective we can be in a particular situation. Psychology tells us that there are four categories of self-concept: the perceived self, the ideal self, one’s self esteem, and a set of social identities. Each of these elements plays a crucial role in understanding how self-concept relates to energizing, directing, and sustaining organizational behavior. After all, a person\u2019s values are respondent<\/em> or reactive motives that predict what he or she will do in a situation. For example, someone who values <\/em>being in management, but does not intrinsically like or spontaneously think about influencing others at the motive level, may attain a managerial position, but then fail. If self-concept is partly developed from feedback from others (the very feedback that is then used to shape a person\u2019s actions and behaviors), effective managers know how to accurately identify their employees\u2019 concepts of self in order to:<\/p>\n