G Behavioural competence HF-D3.2-002 transversal 7 skills

empathy

Putting oneself in another person's situation and feelings, reflecting that back in own words and acting with regard for that situation.

How hrmforce measures this

Self-report of behavioural preferences. At hrmforce the Big Fifty and the 15PF.

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	Listens to another person without interrupting and asks how the situation feels for that person. works under supervision and follows instruction · routine, one variable at a time · own task
N3 Proficient	Summarises the other person's feelings and interests before proposing a solution and checks whether that summary is correct. sets own approach and seeks input proactively · several variables, some ambiguity · own team or process
N5 Leading	Builds room for the perspective of those affected into policy and processes and addresses managers on impersonal decision making. 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	Summarising the other person's feelings Reflective listening	Reflecting back in own words what a counterpart appears to experience and asking whether that is correct.	rising
V	Asking after a client's perspective Customer perspective	Asking how the client experiences the situation before offering a solution to a complaint or question.	rising
V	Delivering bad news with care Delivering bad news	Delivering a rejection or unfavourable decision clearly, leaving room for the reaction and naming next steps.	rising
G	Allowing room for emotion in a conversation Holding space	Pausing a conversation when someone is affected and only continuing with the content afterwards.	rising
G	Taking the other person's situation into account Considering context	Weighing what is going on in the other person's circumstances when making work agreements.	rising
V	Testing assumptions about another person Checking assumptions	Voicing an assumption about someone's intention out loud and having it confirmed or corrected.	rising
G	Restoring contact after a clash Repairing relationships	Seeking out the conversation after a clash, naming the effect and making the working relationship workable again.	rising