V Skill HF-D6.3-005 transversal 6 skills
Mentoring
Supports a less experienced colleague over a longer period on professional and career questions, shares own experience and keeps the role separate from appraisal.
How hrmforce measures this
- Assessment method
- 360-degree feedback
- hrmforce instrument
- 360 Feedback, Structured interview
- Competency (50-framework)
- Coaching
- 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 | Makes time on request for questions from a new colleague and refers to the right people. works under supervision and follows instruction · routine, one variable at a time · own task |
| N3 Proficient | Holds regular mentoring conversations, discusses career choices and dilemmas and carefully maintains the agreements on confidentiality. sets own approach and seeks input proactively · several variables, some ambiguity · own team or process |
| N5 Leading | Sets up a mentoring programme in the organisation, matches mentors and mentees and safeguards the quality and boundaries of that relationship. 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 | Holding a mentoring conversation Mentoring conversation | Holds a conversation in which the mentee sets the agenda and the mentor mainly questions and shares experience. | rising |
| V | Setting up and bounding a mentoring relationship Mentoring agreement | Agrees frequency, duration, topics and confidentiality of the mentoring track at the start. | stable |
| V | Discussing a mentee career question Career mentoring | Helps a less experienced colleague sharpen a career choice without taking that choice over. | rising |
| V | Using own experience as an example Sharing experience | Tells about own choices, mistakes and dilemmas in a way that moves the mentee forward. | rising |
| V | Opening the own network to a mentee Network sponsorship | Introduces the mentee to useful contacts and bodies that would otherwise stay out of reach. | rising |
| V | Separating mentoring from appraisal Role boundaries | Keeps the mentoring role separate from appraisal and refers appraisal questions to the manager. | stable |