V Skill HF-D4.3-002 cross-sector 8 kompetencer

Talent development and succession

Mapping talent and potential, agreeing development paths and preparing succession for key positions, so that critical roles remain filled over time.

Sådan måler hrmforce dette

Evalueringsmetode: Structured interview · rho 0.42 (SD 0.19)
hrmforce instrument: Career Orientations, Competency Check, Development Review
Træningsmuligheder: high
Udsigter for efterspørgslen 2026 til 2030: rising

Behaviour-based interview with fixed questions and a rating scale per question.

Niveau	Adfærd på dette niveau
N1 Guided	Notes per team member which tasks they enjoy doing and passes this on to the manager. works under supervision and follows instruction · routine, one variable at a time · own task
N3 Proficient	Assesses with fixed criteria who is ready for a next step and makes a development plan per person. sets own approach and seeks input proactively · several variables, some ambiguity · own team or process
N5 Leading	Builds a succession plan for all key roles in the organisation and discusses the risks yearly with board and supervisors. 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	Making a succession plan Succession planning	Determines per key position who could succeed over time and which development is needed for that.	rising
V	Assessing potential Potential assessment	Judges with fixed criteria whether an employee can handle a heavier or different role over time.	rising
V	Holding a talent conversation Talent conversation	Discusses ambition, strengths and career options with an employee separately from the appraisal.	rising
V	Agreeing a development path Development path	Agrees a sequence of roles, assignments and training that leads towards a next position.	rising
V	Identifying key positions Key position identification	Determines which positions immediately endanger organisational continuity if they become vacant.	rising
V	Mapping critical knowledge Critical knowledge mapping	Maps which knowledge rests with few people and arranges transfer before that knowledge disappears.	rising
V	Setting up a talent programme Talent programme	Sets up a programme with assignments, guidance and assessment for a group of employees with potential.	rising
V	Preparing a talent review Talent review	Prepares a meeting in which managers compare their views on talent and succession side by side.	rising