G Behavioural competence HF-D4.2-001 transversal 8 skills
Directing and steering people
Making clear to employees what is expected, giving assignments, setting boundaries and intervening when work or behaviour deviates from what was agreed.
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)
- Management
- Trainability
- medium
- Demand outlook 2026 to 2030
- stable
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.
Behavioural anchors
| Level | Behaviour at this level |
|---|---|
| N1 Guided | Gives a colleague a concrete assignment with expected result and timing and checks whether the assignment is understood. works under supervision and follows instruction · routine, one variable at a time · own task |
| N3 Proficient | Sets expectations and boundaries per team member, addresses deviating behaviour directly and records agreements in writing. sets own approach and seeks input proactively · several variables, some ambiguity · own team or process |
| N5 Leading | Designs the management line for the whole organisation, addresses managers on their style and defines what good steering means here. 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 |
|---|---|---|---|
| G | Making expectations explicit Setting expectations | States in advance which result, which quality and which behaviour are expected from an employee. | stable |
| G | Formulating an assignment clearly Task briefing | Gives an assignment with goal, frame, deadline and decision room so the other can start without asking. | stable |
| G | Setting frames and ground rules Setting boundaries | Establishes which limits, procedures and rules of conduct apply within the team and keeps them visible. | stable |
| G | Intervening on deviant behaviour Behavioural intervention | Intervenes in time when behaviour or working method deviates from the agreement and names the consequence. | stable |
| G | Holding people to agreements Holding to account | Addresses employees directly when an agreement was not kept and makes a new, concrete agreement. | stable |
| G | Applying situational leadership Situational leadership | Adjusts the amount of direction and support to the task maturity and motivation of the employee. | stable |
| G | Steering daily work on the floor Floor management | Walks the work, spots deviations in execution and adjusts immediately at the place where work happens. | stable |
| G | Using position and mandate appropriately Use of authority | Uses formal authority only where needed and explains why a decision is nonetheless imposed. | stable |