The COM-B model in HR: Understanding behavior through skills, opportunities and motivation
- Irion Dekov
- 4 days ago
- 3 min read
Author: Anna
Why do employees behave the way they do - or exactly the opposite? Why does desired behavior often fail to materialize in the change process, with new tools or training opportunities? The question of the why behind human behavior is central to human resources management. After all, behavior influences productivity, cooperation, willingness to learn and ultimately the success of the company.
A well-founded answer to this question is provided by the COM-B model, which analyzes behaviour from a psychological perspective - and enables targeted change.
What is the COM-B model?
The COM-B model was developed in 2011 by the behavioral researcher Prof. Susan Michie and her team. It stands for:
*C = Capability
*O = Opportunity
*M = Motivation
→ together lead to *B = Behavior
The model assumes that any behavior can only occur if all three conditions are met:
1. Capability - Can employees perform the behavior?
„Capability” refers to all the mental and physical requirements needed to perform a certain behavior. This includes:
* Knowledge and expertise
* Skills and abilities
* Cognitive resources (e.g. ability to concentrate)
Example: A new software tool is introduced. The question: “Do the employees want to use it?” is not enough. Additionally you need to know: “Can they use it at all?”. The question is therefore not only whether the motivation is there, but also whether people are mentally and physically capable of using it. A lack of training or basic knowledge, for example, leads to uncertainty - and therefore passive resistance.
2. Opportunity - Do employees have the opportunity to do so?
“Opportunity” describes all external factors, outside of the person themselves, that promote or hinder behavior:
* time, technical equipment, accessibility
* Organizational framework conditions
* Social norms and team dynamics
Even highly motivated employees will stagnate if, e.g. they do not have time for further training or their manager does not support the new behavior.
HR can activate important levers here, for example through freedom, clear communication and structural support - and thus create opportunities.
3. Motivation - Do employees even want to do this?
Motivation includes both conscious goals and beliefs and subtle incentives, routines or emotions. Examples:
* “I think the new tool will make my work easier.”
* “I am doing this because I want to be part of it.”
* “I'm afraid of making mistakes.”
For HR, this means that it is not enough to consider a measure useful - the people concerned must see a benefit themselves, develop trust and be emotionally involved.
Practical example: COM-B in change management
Imagine a company wants to switch to agile working. The change is progressing slowly. A COM-B analysis could reveal the following causes:
Component | Exemplary problem | HR - Method |
Capability | Employees are not familiar with agile methods | Offer training & learning modules |
Opportunity | The management style is still hierarchical | Introduce management coaching |
Motivation | Employees see no benefit | Explain meaning and advantages better |
This shows: Faulty behavior is often not a problem of will, but a systematical problem. The COM-B model helps to identify the right adjustments.
Why is the model so valuable for HR?
1. Holistic view: COM-B makes it clear that behavior is multi-layered - not just an issue of attitude or motivation.
2. Clear impulses for action: Instead of vague motivation campaigns, concrete measures can be derived. The holistic approach also allows several “adjusting screws” to be identified
3. Useful for many HR fields: Whether onboarding, feedback culture, digitalization or leadership - COM-B can be used in a wide variety of contexts.
Conclusion
Behavior can be changed - if we understand what is behind it. The COM-B model provides HR experts with a clear, practical structure to get to the bottom of the why behind behavior. This is the basis for change: targeted skills development, creating opportunities and strengthening motivation. This turns HR work from guesswork into effective design.