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The importance of behavioural competence in a modern workplace

Marko Albrecht, Founder & CEO, innovative spirit of appose. We want to surprise our customers!

Sigrid Turba, a woman dedicated to the topic of behavioural competence in work organisations, is Marko's guest today. In this podcast, we learn why companies have no choice but to engage with it anymore.


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The importance of behavioural competence in a modern working world. Marko Albrecht's guest today: Sigrid Turba, graduate psychologist and managing partner of CNT Gesellschaft in Hamburg (link to company website). Sigrid works as a work organisation psychologist, in human resources corporate development, and, as such, has become acquainted with personnel tests in practice. Today, she provides companies with sound, easy-to-use personality tests, e.g. the CAPTain Test ® (link for more information).

Companies today have to deal with behavioural competence

Sigrid is very clear in her statement that companies today have no choice but to deal with the issue of behavioural competence. But she also makes it clear that it can only work if the employees also participate.

For Sigrid, excellence means that things fit together. And that's why it's not about always having the best, but having what fits your requirements. Who drives a Lamborghini to do their daily shopping?

Requirements and person must match

Behavioural competence refers to "how something is done". How does one deal with tasks? How does one deal with group situations? How does one deal with other people? And it is important to understand how these behavioural competences develop. These are determined by behavioural dispositions, which are values, attitudes, and habits. These, in turn, arise from the personality in the interaction with the environment. Example: If you are born as an extroverted child and meet introverted parents, you are more likely to develop behavioural patterns to be successful in your environment than an introverted child of introverted parents. These habits, patterns, and attitudes are particularly typical for a certain person, but can also be changed through the learned part. That is why behavioural skills can be changed, if desired, in the learned part. Practice is an important aspect. Without practice, change will not succeed.

Behavioural competencies can be changed if one wants to.

Sigrid already sees the biggest hurdle in companies when it comes to knowing which behavioural competences are needed in the first place so that the tasks are really fulfilled well. Only then can one go in search of the person who fits these requirements.
In conversation, Marko and Sigrid discuss whether the requirements of professional competencies differ from those of behavioural competencies. The be-all and end-all here, Sigrid emphasises, is that it fits. In the past, when there were more applicants for a position, you could simply exchange people. Today, however, when the situation has changed, the fit has to be particularly good. The result is usually that this is also expressed in the employee's satisfaction and success. That makes it a win-win situation for everyone involved, including the company. Sigrid therefore also warns against appointing a professionally competent employee as a manager without taking a close look at his or her leadership qualities. This accuracy of fit can be measured with the CAPTain ® test. If this test is not available, interviews or external assessments can yield very good results. 

It only works with each other

However, there is still mistrust towards such diagnostic tools. Does the company want to use such tests to get rid of strategically inconvenient employees? Sigrid recommends involving the employee representatives from the beginning. Transparency is necessary, i.e. the employee is involved and knows exactly what data is passed on to the company and the HR department. Then such a procedure will also be met with a positive response from the employees.

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