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What is the Difference Between “Results” and “Behaviors”?

Results include actual job outputs, countable products, measurable outcomes and accomplishments, and objectives achieved. Results deal with what the person achieved.

Behaviors include competencies, skills, expertise and proficiencies, the individual’s adherence to organizational values, and the person’s personal style, manner, and approach. Behaviors deal with how the person went about doing the job. The following chart will explain the difference:


  • WHAT the individual achieved
  • Actual job outputs
  • Countable results
  • Measurable outcomes and accomplishments
  • Objectives achieved
  • QQCT (Quantity/Quality/Cost/Timeliness)


  • HOW the individual performed
  • Adherence to organizational values
  • Competencies/performance factors
  • Traits/attributes/characteristics/ proficiencies
  • Personal style, manner, and approach
  • KASH (Knowledge/Attitudes/Skills/Habits)

Tell Me More

Job performance is a function of two different things: what the person accomplishes and how the person goes about doing the job. Probably all of us have encountered people who were excellent at one and failures at the other. Consider the high-pressure salesman who achieves quota by making unrealistic promises, badgering prospects into submission, and lying about his competitors’ products. Great results, unacceptable behaviors. Or consider the computer programmer who works long hours, reads all of the technical journals, takes advanced classes, but can’t write code that operates properly. She exhibits all of the right behaviors but she doesn’t deliver the results. For an organization to be successful, both behaviors and results are important. People have to get the job done, deliver the goods, bring home the bacon—results. And they have to do that job in a way that reflects the organization’s expectations about how team members will act toward each other and outsiders—behaviors.

Hot Tip

Which is more important —behaviors or results? Although the answer varies from one organization to another (and from one individual to another), most organizations agree that a greater emphasis needs to be placed on results. In examining the performance appraisal forms from many organizations that provide for weighing different parts of the performance evaluation to determine a final appraisal rating, most of them put about two-thirds of the weight on the results the individual achieved.