V Skill HF-D2.3-005 transversal 8 kompetencer
Stakeholder management
Mapping who has an interest in an initiative and maintaining contact with those parties so that decisions keep their support.
Sådan måler hrmforce dette
- Evalueringsmetode
- Assessment centre · rho 0.29 (SD 0.09)
- hrmforce instrument
- Competency Check, 360 Feedback
- Kompetence (50-rammeværk)
- Organizational Sensitivity
- Træningsmuligheder
- high
- Udsigter for efterspørgslen 2026 til 2030
- rising
Multiple exercises, multiple assessors, dimension-wise scoring.
Adfærdsmæssige ankre
| Niveau | Adfærd på dette niveau |
|---|---|
| N1 Guided | Maintains a list of those involved and informs them about progress according to the agreed rhythm. works under supervision and follows instruction · routine, one variable at a time · own task |
| N3 Proficient | Assesses influence and interest per party, chooses a fitting form of contact and discusses conflicting wishes before a decision is taken. sets own approach and seeks input proactively · several variables, some ambiguity · own team or process |
| N5 Leading | Maintains a network reaching governance and political bodies, connects parties with differing interests and safeguards the position of the organisation. 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 | Conducting a stakeholder analysis Stakeholder analysis · Stakeholder mapping | Maps which parties have an interest in an initiative, what they want and how much influence they hold. | rising |
| V | Building a power interest grid Power interest grid · Influence interest matrix | Places parties by power and interest in a matrix and chooses a contact approach per quadrant. | rising |
| V | Communication plan per stakeholder Stakeholder communication plan · Engagement plan | Records per party who keeps contact, with which message, through which channel and how often. | stable |
| V | Building support Building buy in · Securing support | Deliberately builds support for a decision by involving parties early and incorporating their input. | rising |
| V | Acting with organisational sensitivity Political astuteness · Organisational sensitivity | Senses which relations and sensitivities play in board and management and acts on them carefully. | rising |
| V | Forming coalitions Coalition building · Forming alliances | Seeks out parties with a shared interest and bundles their support for a proposal or decision. | rising |
| V | Chairing a stakeholder meeting Chairing meetings · Facilitating stakeholder forums | Chairs a meeting of parties with differing interests and ensures a supported outcome. | rising |
| V | Monitoring stakeholder expectations Monitoring stakeholder support · Engagement tracking | Periodically checks whether parties still back the approach and adjusts it when support declines. | rising |