V Skill HF-D4.5-003 transversal 10 skills
Continuous improvement
Finding, testing, measuring and sustaining small improvements in daily work, together with the people who carry out that work.
How hrmforce measures this
- Assessment method
- Work sample test · rho 0.33 (SD 0.09)
- hrmforce instrument
- Competency Check, Pulse Survey
- Competency (50-framework)
- Commitment to Quality
- Trainability
- high
- Demand outlook 2026 to 2030
- rising
The candidate performs a representative work sample under standardised conditions.
Behavioural anchors
| Level | Behaviour at this level |
|---|---|
| N1 Guided | Brings improvement ideas to the work meeting and tries out a proposed small change in own work. works under supervision and follows instruction · routine, one variable at a time · own task |
| N3 Proficient | Organises short improvement cycles in the team, measures the effect of a change and secures what works in the work instruction. sets own approach and seeks input proactively · several variables, some ambiguity · own team or process |
| N5 Leading | Embeds continuous improvement as a way of working across the organisation, trains improvement coaches and reports gains to the executive team. 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 | Using an improvement board Improvement board | Keeps improvement items, owners and status on a visible board and reviews it at a fixed rhythm. | rising |
| V | Facilitating a kaizen session Kaizen facilitation | Leads a short work session in which frontline employees solve a concrete bottleneck themselves. | rising |
| V | Applying the PDCA cycle PDCA cycle | Runs plan, do, check and act for each improvement and records the outcome of every round. | stable |
| V | Collecting improvement ideas from employees Idea collection | Actively asks frontline employees about irritations and ideas and reports back what happens with them. | rising |
| V | Conducting a root cause analysis Root cause analysis | Digs until the real cause of a problem is found instead of treating the visible symptom. | rising |
| V | Making an A3 improvement plan A3 problem solving | Summarises problem, analysis, goal, measures and measurement on a single sheet for decision making. | stable |
| V | Running and measuring a small experiment Small scale experiment | Tests an improvement briefly at limited scale and measures whether the intended effect really occurs. | rising |
| V | Standardising and embedding an improvement Sustaining improvement | Embeds a successful improvement in instructions, systems and meetings so that relapse is prevented. | rising |
| V | Applying 5S in the workplace 5S workplace organisation | Organises the workplace by sorting, setting in order, shining, standardising and sustaining. | stable |
| V | Measuring and reporting improvement results Improvement reporting | Makes the effect of implemented improvements visible in figures and shares it with team and management. | rising |