V Skill HF-D4.1-005 transversal 7 skills
Explaining and connecting organisational goals
Explaining what organisational goals mean for the work of teams and individuals and making visible the link between an individual contribution and the larger whole.
How hrmforce measures this
- Assessment method
- Assessment centre · rho 0.29 (SD 0.09)
- hrmforce instrument
- 360 Feedback, Competency Check, Development Review
- Competency (50-framework)
- Persuasiveness
- Trainability
- high
- Demand outlook 2026 to 2030
- rising
Multiple exercises, multiple assessors, dimension-wise scoring.
Behavioural anchors
| Level | Behaviour at this level |
|---|---|
| N1 Guided | Tells colleagues in own words which team goal lies behind an assignment and why that assignment matters now. works under supervision and follows instruction · routine, one variable at a time · own task |
| N3 Proficient | Discusses with each team member how their tasks contribute to department goals and checks whether that connection is understood. sets own approach and seeks input proactively · several variables, some ambiguity · own team or process |
| N5 Leading | Brings the organisational course alive for every layer in language fitting each audience and ensures managers tell the same story. 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 | Presenting strategy to a team Strategy presentation | Tells a team session what the strategy is, why it was chosen and what will change in practice. | rising |
| V | Explaining the line from goal to daily work Line of sight | Makes visible how a task or daily action contributes to a goal of the wider organisation. | rising |
| V | Holding a town hall session Town hall | Speaks at a large gathering about direction and results and answers questions from the audience. | stable |
| V | Building a strategy narrative Strategic storytelling | Builds a narrative with problem, choice and consequence so that employees can retell the strategy themselves. | rising |
| V | Visualising goals on a team board Visual management | Puts goals, indicators and progress on a physical or digital board the team sees every day. | stable |
| V | Leading a dialogue session on direction Strategy dialogue | Organises a conversation in which employees question the direction and think along about its execution. | rising |
| V | Naming an employee contribution to a goal Meaning of work | Names concretely in conversations which effect an employee's work has on an organisational goal. | rising |