V Skill HF-D4.5-004 cross-sector 8 skills
Organisational design
Designing and adjusting the structure, roles, authorities and consultation forms of an organisational unit to fit strategy, workflows and available people.
How hrmforce measures this
- Assessment method
- Portfolio or evidence
- hrmforce instrument
- Knowledge test (client-specific), Competency Check
- Competency (50-framework)
- Conceptual thinking
- Trainability
- medium
- 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 | Describes own tasks and reports overlap or gaps in roles within the own team. works under supervision and follows instruction · routine, one variable at a time · own task |
| N3 Proficient | Revises roles and consultation forms within the own team based on the workflow and records the new division. sets own approach and seeks input proactively · several variables, some ambiguity · own team or process |
| N5 Leading | Designs the main structure of the organisation, weighs design options against strategy and risk and defends the design to board and works council. 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 | Designing an organisation chart Organisation chart design | Sets departments, reporting lines and management positions in a chart that fits the strategy. | stable |
| V | Setting up a job architecture Job architecture | Orders all jobs into families and levels with a consistent build up of tasks and weight. | stable |
| V | Describing roles and authorities Authority matrix | Records per role the tasks, decision authority and spending limits in a mandate or authority scheme. | stable |
| V | Determining span of control Span of control | Determines how many employees a manager can lead given task complexity and employee independence. | stable |
| V | Designing a consultation structure Governance structure | Determines which bodies exist, who sits in them, what they decide and how they relate. | stable |
| V | Setting up self managing teams Self managing teams | Transfers planning, quality and workload division to the team and arranges support and frames for it. | stable |
| V | Preparing a reorganisation plan Reorganisation planning | Works out a structural change with new headcount, placement procedure and social consequences. | stable |
| V | Reshaping headcount for growth or decline Headcount restructuring | Redistributes tasks over fewer or more people while keeping continuity and quality intact. | stable |