V Skill HF-D3.3-002 transversal 8 skills

giving feedback

Naming concrete behaviour and its effect to another person, with a request or proposal, at a moment and in a way that keeps dialogue possible.

How hrmforce measures this

Multiple exercises, multiple assessors, dimension-wise scoring.

Level	Behaviour at this level
N1 Guided	States after a shared task what a colleague did well and gives a concrete example with it. works under supervision and follows instruction · routine, one variable at a time · own task
N3 Proficient	Discusses unwanted behaviour with the person concerned, describes fact, effect and request, and agrees on a follow-up. sets own approach and seeks input proactively · several variables, some ambiguity · own team or process
N5 Leading	Introduces feedback as a working method across several teams, trains managers in it and monitors whether unwanted behaviour is raised earlier. 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
V	Preparing a feedback conversation Feedback preparation	Writing down examples, effects and a concrete request before holding a feedback conversation.	rising
V	Naming behaviour and its effect Behaviour and impact	Describing to someone which concrete behaviour you observed and what effect it had on the work.	rising
V	Formulating a request with feedback Making a request	Closing feedback with a concrete request about what you want to see differently next time.	rising
G	Choosing the moment for feedback Feedback timing	Giving feedback shortly after the behaviour, at a place and time where the other can absorb it.	rising
V	Giving feedback to a manager Upward feedback	Addressing a manager on concrete behaviour or a decision, with an example, its effect and a proposal.	rising
V	Making positive feedback concrete Positive feedback	Naming which behaviour worked well and what result it produced, instead of general praise.	rising
V	Giving feedback in a team setting Team feedback	Giving feedback on collaboration in a team meeting without putting anyone down in front of the group.	rising
V	Giving feedback on performance Performance feedback	Naming in a progress review which result was achieved, where it deviated and what the follow-up agreement is.	stable