V Skill HF-D3.6-001 transversal 8 skills
inclusive behaviour
Observable behaviour that promotes equal input and equal opportunity in collaboration, such as sharing speaking time, crediting contributions and explaining decisions traceably.
How hrmforce measures this
- Assessment method
- 360-degree feedback
- hrmforce instrument
- 360 Feedback, Pulse Survey
- Competency (50-framework)
- Collaborate
- Trainability
- high
- Demand outlook 2026 to 2030
- rising
Multiple raters around the person rate behaviour against behavioural anchors.
Behavioural anchors
| Level | Behaviour at this level |
|---|---|
| N1 Guided | Gives room in a meeting to someone who has not yet spoken and asks for that person's input. works under supervision and follows instruction · routine, one variable at a time · own task |
| N3 Proficient | Deliberately distributes speaking time and tasks in meetings, credits who contributed what, and explains how decisions come about. sets own approach and seeks input proactively · several variables, some ambiguity · own team or process |
| N5 Leading | Designs work processes so that input and opportunity are measurably distributed equally and holds teams accountable for the outcomes. 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 | Distributing speaking time in a meeting Managing airtime | Tracking as chair who has already spoken and passing the floor deliberately to others. | rising |
| V | Giving space to quieter team members Drawing out quiet voices | Explicitly inviting team members who say little and letting their input stand in the meeting. | rising |
| G | Crediting contributions of others Giving credit | Mentioning in reports and meetings who contributed which idea or result. | rising |
| V | Explaining decisions traceably Decision transparency | Explaining with a decision which options were considered, which arguments weighed and who took part. | rising |
| V | Using inclusive language Inclusive language | Choosing words and examples that do not exclude a group or rely on an assumption. | rising |
| V | Countering interruptions of others Interrupting interruptions | Intervening in a meeting when someone is repeatedly interrupted and returning the floor to that speaker. | rising |
| V | Scheduling meetings at workable times Inclusive scheduling | Choosing meeting slots that also suit part-time staff and colleagues with fixed care duties. | rising |
| G | Including newcomers in informal contact Including newcomers | Taking new team members along to lunch, meetings and informal moments and introducing them to others. | rising |