V Skill HF-D2.6-002 cross-sector 9 skills
Internal and change communication
Informing and involving colleagues across the organisation through internal channels so that they know what is changing and what is expected of them.
How hrmforce measures this
- Assessment method
- Portfolio or evidence
- hrmforce instrument
- Competency Check, Pulse Survey
- Competency (50-framework)
- Organizational Sensitivity
- Trainability
- high
- Demand outlook 2026 to 2030
- stable
A collection of prior work or results, assessed against fixed criteria.
Behavioural anchors
| Level | Behaviour at this level |
|---|---|
| N1 Guided | Posts supplied messages on the intranet and checks whether the target group has seen the message. works under supervision and follows instruction · routine, one variable at a time · own task |
| N3 Proficient | Creates a communication plan for a team change, chooses channel and timing per group and organises room for questions. sets own approach and seeks input proactively · several variables, some ambiguity · own team or process |
| N5 Leading | Sets the communication strategy for a reorganisation, aligns with board and works council and measures the effect on trust and behaviour. 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 | Writing an intranet post Intranet post · Internal news item | Writes an internal post telling colleagues in one read what changes and what they must do. | stable |
| V | Drafting a change communication plan Change communication plan · Change messaging | Determines per phase of a change which audience gets which message through which channel. | stable |
| V | Organising a staff meeting Town hall meeting · All hands | Organises a staff meeting with programme, speakers, technical setup and room for questions. | stable |
| V | Producing a staff newsletter Staff newsletter · Employee newsletter | Compiles a periodic internal newsletter with topics that are relevant to employees. | declining |
| V | Cascading a message through managers Message cascade · Manager toolkit | Provides managers with a conversation guide so they can bring the message to their team. | rising |
| V | Collecting employee questions and concerns Employee listening · Feedback collection | Collects through sessions, surveys or conversations what employees think of a change and processes it. | rising |
| V | Moderating a session Moderating · Session facilitation | Leads a session in which participants get the floor, keeps time and summarises the yield. | rising |
| T | Using Microsoft Teams for internal communication Microsoft Teams · Internal collaboration platform | Sets up channels, announcements and teams in Teams and keeps internal message flows manageable. | rising |
| V | Measuring internal communication effect Measuring internal comms · Communication metrics | Measures reach, appreciation and understanding of internal messages and adjusts the approach. | rising |