G Behavioural competence HF-D5.5-004 transversal 8 kompetencer
Managing boundaries and energy
Distributes own effort across the working week, says no to work that does not fit with reasons, and arranges variety between demanding and lighter tasks.
Sådan måler hrmforce dette
- Evalueringsmetode
- Structured interview · rho 0.42 (SD 0.19)
- hrmforce instrument
- Big Fifty, Pulse Survey, Development Review
- Kompetence (50-rammeværk)
- Stress resilience
- Træningsmuligheder
- medium
- Udsigter for efterspørgslen 2026 til 2030
- rising
Behaviour-based interview with fixed questions and a rating scale per question.
Dette er et udvælgelseskriterium, ikke et kortsigtet udviklingsmål. Lav ikke en tre-måneders udviklingsplan for dette.
Adfærdsmæssige ankre
| Niveau | Adfærd på dette niveau |
|---|---|
| N1 Guided | Reports to the supervisor when tasks no longer fit within working hours and follows the choice that is made. works under supervision and follows instruction · routine, one variable at a time · own task |
| N3 Proficient | Deliberately alternates demanding and lighter tasks, declines extra work with reasons and keeps own diary within the agreed hours. sets own approach and seeks input proactively · several variables, some ambiguity · own team or process |
| N5 Leading | Sets agreements across the organisation on sustainable effort and workload distribution and holds managers to compliance with them. sets the standard and the policy · strategic, under high uncertainty · organisation, value chain or profession |
N2 og N4 er bevidst ikke forankret. Bedømmerne placerer dem mellem forankringerne i overensstemmelse med konventionen i O*NET.
Underliggende kompetencer
Disse kompetencer arver vurderingsforløbet og adfærdsankrene fra dette konstrukt.
| T | Kompetence | Definition | Udsigter for efterspørgslen 2026 til 2030 |
|---|---|---|---|
| V | Spreading demanding and lighter tasks across the week Workload spreading | Arranging the week so that intensive tasks alternate with tasks that need less attention. | rising |
| G | Declining a request that does not fit Declining requests | Declining a request by pointing at commitments already made and offering an alternative moment. | rising |
| V | Building variety into the working day Task variety | Structuring the day with alternation between screen work, meetings and work that involves moving about. | rising |
| V | Scheduling lighter tasks after a peak Post-peak scheduling | Putting a day with less demanding tasks in the calendar straight after an intensive period. | rising |
| G | Limiting availability outside working hours Boundary setting | Agreeing and sticking to not handling email and phone calls outside own working hours. | rising |
| G | Raising overtime Raising overtime | Going through the number of extra hours with the manager and agreeing how they are compensated. | rising |
| V | Distributing tasks across the week Load levelling | Distributing work that piles up on one day across several days in consultation with those involved. | rising |
| G | Stating a limit as the work queue grows Capping intake | Stating how many assignments you still accept and from what point new work must go elsewhere. | rising |