G Behavioural competence HF-D4.1-001 transversal 7 skills

Developing vision

Sketching a coherent picture of where the organisation or team will stand in a few years, based on trends, signals and own judgement.

How hrmforce measures this

Multiple exercises, multiple assessors, dimension-wise scoring.

This is a selection criterion, not a short-term development goal. Do not put a three-month development plan on it.

Level	Behaviour at this level
N1 Guided	States in own words where the team wants to stand in a year and which work belongs to that. works under supervision and follows instruction · routine, one variable at a time · own task
N3 Proficient	Connects trends in market and profession into a picture for the own team and tests it with colleagues. sets own approach and seeks input proactively · several variables, some ambiguity · own team or process
N5 Leading	Formulates a multi-year vision for the whole organisation, underpins it with scenarios and uses it as a test for investments. 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.

These skills inherit the assessment route and the behavioural anchors of this construct.

T	Skill	Definition	Demand outlook 2026 to 2030
G	Writing a vision document Vision statement	Records a picture of the future for the organisation in a concise document with ambition, choices and substantiation.	rising
G	Formulating a compelling future picture Future vision	Puts into plain language where the team or organisation wants to stand a few years from now.	rising
G	Weighing trend signals for vision building Trend interpretation	Judges which societal, technological and market signals genuinely matter for the organisation's own picture of the future.	rising
G	Formulating mission and core values Mission and values	Describes why the organisation exists and which values should guide the behaviour of its employees.	stable
G	Testing vision with stakeholders Vision validation	Presents a draft vision to employees, clients and supervisors and incorporates their reactions into the text.	stable
G	Revising vision on new information Vision review	Periodically judges whether the picture of the future still holds and adjusts it when major developments occur.	rising
G	Setting a multi year ambition Long term ambition	Determines the level of result, quality or growth the organisation aims for in three to five years.	stable