V Skill HF-D7.8-001 cross-sector 9 skills
Digital strategy and transformation
Links technological possibilities to organisational goals, sets out a change route and steers the introduction of new digital ways of working.
How hrmforce measures this
- Assessment method
- Structured interview · rho 0.42 (SD 0.19)
- hrmforce instrument
- Structured interview, Portfolio
- Competency (50-framework)
- Vision
- Trainability
- medium
- Demand outlook 2026 to 2030
- rising
Behaviour-based interview with fixed questions and a rating scale per question.
Behavioural anchors
| Level | Behaviour at this level |
|---|---|
| N1 Guided | Provides input for a digitalisation plan by factually describing bottlenecks in own work process. works under supervision and follows instruction · routine, one variable at a time · own task |
| N3 Proficient | Translates an organisational goal into concrete digital improvements, builds support and tracks whether the intended effects occur. sets own approach and seeks input proactively · several variables, some ambiguity · own team or process |
| N5 Leading | Sets the organisation's digital strategy, prioritises investments and accounts for choices to the board and shareholders. 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 | Mapping the application landscape Application landscape | Maps which applications exist, who uses them, which data they hold and how they interconnect. | rising |
| V | Setting out a digitalisation roadmap Digital roadmap | Places steps, dependencies and milestones of digitalisation on a timeline aligned with organisational goals. | rising |
| V | Building a business case for digitalisation IT business case | Substantiates cost, benefit, risk and alternatives of a digitalisation proposal for decision makers. | rising |
| V | Measuring digital maturity Digital maturity | Assesses with a model where the organisation stands on technology, skills, processes and governance. | rising |
| V | Measuring adoption Adoption measurement | Measures how many employees actually use a new digital way of working and where uptake lags. | rising |
| V | Process redesign during digitalisation Process redesign | Redesigns the work process instead of rebuilding an existing paper process in digital form. | rising |
| V | Introducing data driven working Data driven working | Ensures teams support decisions with figures by setting up indicators, rhythm and conversations around them. | rising |
| G | Addressing resistance to digitalisation Change resistance | Explores the reason behind resistance to new systems and adapts approach, explanation or support accordingly. | rising |
| V | Setting up an innovation experiment Innovation experiment | Sets up a small experiment with hypothesis, measurement point and decision moment before investing broadly. | rising |