V Skill HF-D4.6-001 cross-sector 8 skills
Decision making in governing bodies
Preparing, tabling and taking decisions in bodies such as a management team or steering group, with clear options, substantiation and recording of the decision.
How hrmforce measures this
- Assessment method
- Assessment centre · rho 0.29 (SD 0.09)
- hrmforce instrument
- Big Fifty, Competency Check, 360 Feedback
- Competency (50-framework)
- Decision-making ability
- Trainability
- medium
- Demand outlook 2026 to 2030
- stable
Multiple exercises, multiple assessors, dimension-wise scoring.
Behavioural anchors
| Level | Behaviour at this level |
|---|---|
| N1 Guided | Delivers requested documents on time for a meeting and summarises the decision taken correctly. works under supervision and follows instruction · routine, one variable at a time · own task |
| N3 Proficient | Writes a decision memo with options and consequences, defends the proposal in the meeting and records the decision. sets own approach and seeks input proactively · several variables, some ambiguity · own team or process |
| N5 Leading | Chairs decision making at executive level, weighs conflicting interests explicitly and determines which decisions belong where in 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 | Chairing a management team meeting Chairing management meetings | Leads a management team meeting with agenda, decision making, time keeping and recording of outcomes. | stable |
| V | Writing a decision paper Decision paper | Writes a paper with problem, options, consequences, advice and the requested decision in a fixed format. | stable |
| V | Setting an agenda for a governing meeting Agenda setting | Determines which items are on the agenda for information, discussion or decision. | declining |
| V | Presenting options and scenarios Option appraisal | Presents at least two realistic alternatives with pros and cons and a substantiated preference. | rising |
| V | Recording decisions in a decision list Decision log | Records each decision taken with date, wording, owner and the agreed follow up step. | declining |
| V | Checking mandate before a decision Mandate check | Checks whether the body is authorised and whether the decision falls within the set spending limits. | stable |
| V | Organising consensus or majority decisions Decision rules | Chooses a fitting decision rule, hears objections and closes the discussion with a supported outcome. | stable |
| V | Communicating a decision back to the organisation Decision communication | Explains to employees what was decided, which trade off was made and what changes for them. | stable |