V Skill HF-D3.1-002 transversal 8 skills

aligning and coordinating

Aligning the activities of different people and groups in timing, sequence and content so that duplicated work and delays are prevented.

How hrmforce measures this

Multiple exercises, multiple assessors, dimension-wise scoring.

Level	Behaviour at this level
N1 Guided	Aligns own activities with one direct colleague and confirms who picks up which task and when. works under supervision and follows instruction · routine, one variable at a time · own task
N3 Proficient	Organises consultation between the parties in a shared process, records agreements and actively tracks whether these are met. sets own approach and seeks input proactively · several variables, some ambiguity · own team or process
N5 Leading	Sets up the coordination structure between departments or chain partners and decides which meetings, roles and information flows the organisation uses as standard. sets the standard and the policy · strategic, under high uncertainty · organisation, value chain or profession

N2 and N4 are deliberately not anchored. Raters place them between the anchors, following the O*NET convention.

These skills inherit the assessment route and the behavioural anchors of this construct.

T	Skill	Definition	Demand outlook 2026 to 2030
V	Agreeing role division in a project RACI matrix	Recording at the start of a project which role, task and decision scope applies per participant.	stable
V	Aligning schedules across teams Schedule alignment	Comparing the schedules of several teams and adjusting delivery moments so that work does not stall.	stable
V	Naming dependencies between tasks Dependency mapping	Recording which task waits on another and who reports on it at what moment.	stable
V	Reporting progress to stakeholders Progress reporting	Periodically reporting where the work stands against the agreement, including bottlenecks and expected delivery.	stable
V	Preventing duplicated work through alignment Avoiding duplicate work	Checking before starting a task whether somebody else is already working on it.	stable
V	Setting up a meeting structure Meeting cadence	Choosing which meetings are needed, who attends, how often and what is decided there.	stable
V	Escalating according to agreement Escalation	Passing a bottleneck at the agreed moment and level to whoever can decide on it.	stable
V	Redistributing work when someone drops out Workload redistribution	Redistributing tasks when a colleague is absent or leaves and informing those involved about the change.	stable