V Skill HF-D4.2-004 transversal 9 skills
Conducting performance conversations
Preparing and holding conversations about performance and results, using factual examples, mutual checking and recorded agreements about improvement or next steps.
How hrmforce measures this
- Assessment method
- Simulation
- hrmforce instrument
- Development Review, 360 Feedback, Competency Check
- Competency (50-framework)
- Judgment
- Trainability
- high
- Demand outlook 2026 to 2030
- stable
Simulated work situation, usually digital, with standardised scoring.
Behavioural anchors
| Level | Behaviour at this level |
|---|---|
| N1 Guided | Prepares a conversation with two concrete examples of work and asks the manager to review it beforehand. works under supervision and follows instruction · routine, one variable at a time · own task |
| N3 Proficient | Conducts annual reviews independently, supports the judgement with facts and records improvement agreements with deadlines in writing. sets own approach and seeks input proactively · several variables, some ambiguity · own team or process |
| N5 Leading | Sets the review cycle and assessment standards for the organisation and samples the quality of recorded judgements. 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 | Holding a performance review conversation Performance review | Discusses performance in two directions using factual examples and agrees on improvement and support. | stable |
| V | Holding an appraisal conversation Appraisal interview | Gives a substantiated judgement on performance and behaviour over a period and records the outcome. | stable |
| V | Holding a goal setting conversation Goal setting meeting | Agrees with the employee at the start of a period the results to be achieved and the preconditions. | stable |
| V | Setting up an improvement track Performance improvement plan | Draws up a plan with goals, guidance, term and check moments when performance is insufficient. | stable |
| V | Giving feedback with examples Behavioural feedback | Describes situation, behaviour and effect so the employee knows exactly what was noticed. | stable |
| V | Recording a conversation report Conversation records | Records agreements, judgement and the employee's response in writing and has the report signed. | declining |
| V | Collecting 360 degree feedback 360 degree feedback | Collects feedback from colleagues, clients and manager and discusses the resulting picture with the employee. | stable |
| V | Explaining an insufficient appraisal Delivering a poor rating | Delivers a negative judgement clearly and respectfully, substantiates it with facts and names the consequences. | stable |
| V | Expressing recognition and appreciation Recognition | Names good performance concretely, at the right moment and visibly for the rest of the team. | rising |