How behavioural factors can support the skills management lifecycle
This document provides an example of how the Behavioural Factors can be used to support skills management activities.
Behavioural Factors can contribute to these activities:
- Plan and Organise – Design roles and structure, Conduct workforce planning
- Acquire – Source/Recruit the right skills
- Deploy – Assign work by capability
- Assess – Assess skills and performance
- Analyse – Identify gaps and opportunities
- Develop – Provide clear career pathways, Build capability and performance
Skills Management Lifecycle
The following parties could be interested in using Behavioural Factors:
- Line Managers
- Organisational Leaders
- HR Professionals
- L&D Professionals
- Recruiters
- Education Providers, Training Providers, Curriculum Designers
Context
Behavioural Factors include a behavioural element as well as level of responsibility. Note by default, a Behavioural Factor is more focused on identifying similar situations or scenarios reflecting increasing responsibility rather than explaining specific behaviours. For example, a Behavioural Factor can provide (in generic terms) the span of remit or the scope of influence or impact expected.
Worked Example for a Senior Business Analyst (suggested level of responsibility 4)
This table shows mapping of Behavioural Factors to Professional skills suggesting which Behavioural Factor could be considered alongside each Professional Skill and/or be combined with the organisation’s own behavioural competency framework.
The mapping was created by:
- Reviewing Behavioural Factors and identifying a subset considered important for the role.
- Reviewing professional skills and identifying level statements that had some relationship to the Behavioural Factor.
|
Collaboration |
Communication |
Decision Making |
Creativity |
Planning |
Problem Solving |
|
|
FEAS |
Yes |
Yes |
Yes |
Yes |
||
|
REQM |
Yes |
Yes |
Yes |
|||
|
UNAN |
Yes |
Yes |
Yes |
|||
|
BUSA |
Yes |
Yes |
Yes |
Yes |
||
|
BPRE |
Yes |
Yes |
Yes |
Behavioural Factors form an important part of the development conversation based on the needs of the organization and the role the person is performing.
This document provides an example of how the Behavioural Factors can be refined to support specific roles. Its purpose is to serve as an example to prompt discussion of the utility of Behavioural Factors in the Skills Management Cycle as opposed to being a definition of best practice.