V Skill HF-D4.3-001 transversal 9 skills
Coaching
Helping employees reflect on their own behaviour and choices through questions, mirroring and feedback, so they take a next step in their work themselves.
How hrmforce measures this
- Assessment method
- Simulation
- hrmforce instrument
- Competency Check, 360 Feedback, Development Review
- Competency (50-framework)
- Coaching
- Trainability
- high
- Demand outlook 2026 to 2030
- rising
Simulated work situation, usually digital, with standardised scoring.
Behavioural anchors
| Level | Behaviour at this level |
|---|---|
| N1 Guided | Asks a colleague after a job what went well and what they would do differently next time. works under supervision and follows instruction · routine, one variable at a time · own task |
| N3 Proficient | Holds coaching conversations with open questions, names patterns in behaviour and lets the other person formulate a learning goal. sets own approach and seeks input proactively · several variables, some ambiguity · own team or process |
| N5 Leading | Trains managers in coaching behaviour, guides peer supervision groups and determines how coaching is deployed across 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 | Asking coaching questions Coaching questions | Asks open, non directive questions that prompt the employee to analyse and choose for themselves. | rising |
| V | Applying the GROW model GROW model | Runs through goal, current reality, options and way forward in a fixed order during a coaching conversation. | stable |
| V | Listening actively in a coaching conversation Active listening | Summarises, probes and allows silences so the other person completes their own line of thought. | rising |
| V | Mirroring behaviour Mirroring | Names neutrally what was seen or heard so that the employee sees the effect of their own behaviour. | rising |
| V | Recording coaching agreements Coaching agreements | Records at the end of a conversation which step the employee will take and when it is reviewed. | stable |
| V | Stimulating self reflection Prompting reflection | Invites the employee to look back on their own choices and draw a conclusion from that themselves. | rising |
| V | Agreeing a coaching contract Coaching contract | Agrees at the start the goal, roles, number of sessions and confidentiality of the coaching track. | stable |
| V | Discussing a limiting belief Limiting beliefs | Makes an assumption that holds the employee back explicit and tests it against facts and experience. | rising |
| V | Closing and evaluating a coaching track Coaching evaluation | Looks back together on the result achieved, names what will last and discusses how things continue. | stable |