G Behavioural competence HF-D5.3-005 transversal 7 kompetencer
Mental toughness control
Acts on the control component of the 4C model, Control, Commitment, Challenge and Confidence, by actively seeking influence over the work and own response.
Sådan måler hrmforce dette
- Evalueringsmetode
- Personality questionnaire · rho 0.40 (SD 0.15)
- hrmforce instrument
- Mental Resilience (4C), Big Fifty
- Kompetence (50-rammeværk)
- Stress resilience
- Træningsmuligheder
- low
- Udsigter for efterspørgslen 2026 til 2030
- rising
Self-report of behavioural preferences. At hrmforce the Big Fifty and the 15PF.
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 | Names which part of a stalled task can be influenced personally and asks the supervisor about the rest. works under supervision and follows instruction · routine, one variable at a time · own task |
| N3 Proficient | Focuses effort on what is controllable, reframes complaints into actions and keeps own response under own control when pressure rises. sets own approach and seeks input proactively · several variables, some ambiguity · own team or process |
| N5 Leading | Increases the experienced influence over work across the organisation by explicitly assigning decision rights in processes and roles. 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 |
|---|---|---|---|
| G | Separating what you can and cannot influence Circle of influence | Writing down for an unpleasant situation which factors you can influence yourself and which you cannot. | rising |
| G | Tackling controllable factors first Acting on the controllable | Starting with the item on a list of bottlenecks that you can actually do something about. | rising |
| G | Naming own response as a choice Response control | Stating in a conversation that you choose how you respond to an event and which choice you make. | rising |
| G | Claiming control over own tasks Claiming autonomy | Asking to determine the order, method or planning of own work yourself. | rising |
| G | Increasing influence by joining decision making Gaining influence | Signing up for the working group or meeting where decisions about own work are taken. | rising |
| V | Separating facts from interpretation after a setback Separating fact and interpretation | Writing down after a setback what factually happened and which conclusion is own interpretation. | rising |
| V | Planning for what you can control Controllables plan | Making a plan for own preparation, effort and communication when the outcome is uncertain. | rising |