V Skill HF-D4.5-001 transversal 10 skills
Change management
Planning and guiding change by involving stakeholders, phasing steps, influencing behaviour and tracking the results the change is meant to deliver.
How hrmforce measures this
- Assessment method
- Assessment centre · rho 0.29 (SD 0.09)
- hrmforce instrument
- Competency Check, 360 Feedback
- Competency (50-framework)
- Organizational Sensitivity
- Trainability
- medium
- Demand outlook 2026 to 2030
- rising
Multiple exercises, multiple assessors, dimension-wise scoring.
Behavioural anchors
| Level | Behaviour at this level |
|---|---|
| N1 Guided | Adapts own way of working to an announced change and asks for explanation when steps are unclear. works under supervision and follows instruction · routine, one variable at a time · own task |
| N3 Proficient | Makes a change approach for the team with those involved, chooses interventions per group and follows the implementation. sets own approach and seeks input proactively · several variables, some ambiguity · own team or process |
| N5 Leading | Leads organisation wide change programmes, aligns with works council and supervisors and sets the change approach of the organisation. 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.
Underlying skills
These skills inherit the assessment route and the behavioural anchors of this construct.
| T | Skill | Definition | Demand outlook 2026 to 2030 |
|---|---|---|---|
| V | Drawing up a change plan Change plan | Records the goal, phasing, participants, communication and measurement points of a change in a plan. | rising |
| V | Making a stakeholder analysis Stakeholder analysis | Maps those involved with their interest, influence and stance and determines an approach per group. | rising |
| V | Making a change communication plan Change communication plan | Determines message, channel, timing and sender per audience for communication about the change. | rising |
| V | Substantiating urgency and necessity Creating urgency | Makes clear with facts, figures and examples why the current way of working is not sustainable. | rising |
| K | Applying Kotter's change approach Kotter change model | Knows Kotter's successive steps and uses them as an ordering framework for a change process. | stable |
| V | Organising sponsor and ambassadors Change sponsorship | Secures a visible sponsor and a group of colleagues who model the change in daily work. | rising |
| V | Making a change impact analysis Change impact analysis | Determines per team which tasks, systems, authorities and skills the change will alter. | rising |
| V | Running baseline and effect measurement Baseline measurement | Measures a few indicators before and after the change and determines whether the intended effect occurs. | rising |
| V | Setting up a pilot for a new method Pilot design | Tests a new working method first in one defined team and sets the roll out criteria in advance. | rising |
| V | Involving employee representation in change Works council involvement | Involves the works council or staff representation in time and incorporates their advice into the approach. | stable |