G Behavioural competence HF-D3.2-003 transversal 8 kompetencer

organisational awareness

Recognising how formal and informal relations, interests and decision making work in the organisation and taking these into account in own actions.

Sådan måler hrmforce dette

Scenario with response options, scored on knowledge or behavioural tendency.

Dette er et udvælgelseskriterium, ikke et kortsigtet udviklingsmål. Lav ikke en tre-måneders udviklingsplan for dette.

Niveau	Adfærd på dette niveau
N1 Guided	Asks who needs to be involved in a topic before a proposal is shared with others. works under supervision and follows instruction · routine, one variable at a time · own task
N3 Proficient	Assesses which interests a proposal touches, involves the right people beforehand and chooses a suitable moment to raise it. sets own approach and seeks input proactively · several variables, some ambiguity · own team or process
N5 Leading	Sees through relations between organisational units and external parties and steers decision making by organising support at an early stage. 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.

Disse kompetencer arver vurderingsforløbet og adfærdsankrene fra dette konstrukt.

T	Kompetence	Definition	Udsigter for efterspørgslen 2026 til 2030
V	Mapping the decision-making route Decision mapping	Establishing who decides on what in the organisation and in which order a proposal passes them.	stable
V	Identifying stakeholders Stakeholder analysis	Naming for a change or project who has influence, who is affected and what each interest is.	stable
G	Taking informal relations into account Informal networks	Weighing who is actually listened to in practice, also outside the formal organisation chart.	stable
V	Aligning a proposal with the management agenda Framing proposals	Framing an own proposal in the goals and figures that management steers on.	rising
G	Choosing the timing of a proposal Timing proposals	Introducing a proposal at a moment when decision makers have attention and budget for it.	stable
V	Building support for a proposal Building buy-in	Holding separate conversations with those involved before a decision to gather support and objections.	rising
G	Naming unwritten rules Organisational culture	Explaining to a new colleague which habits and sensitivities apply within the organisation.	stable
V	Explaining own department's position Explaining org structure	Explaining what the own department is tasked with and how that connects to other units.	stable