G Behavioural competence HF-D2.3-001 transversal 8 skills

Persuasiveness

Moving others towards a position, decision or behaviour they initially resisted, using substantive arguments, examples and personal presence.

How hrmforce measures this

Multiple exercises, multiple assessors, dimension-wise scoring.

This is a selection criterion, not a short-term development goal. Do not put a three-month development plan on it.

Level	Behaviour at this level
N1 Guided	Puts forward an own proposal in a meeting and supports it with one concrete example from practice. works under supervision and follows instruction · routine, one variable at a time · own task
N3 Proficient	Chooses per counterpart the argument that matches their interest and checks along the way whether the agreement is genuine. sets own approach and seeks input proactively · several variables, some ambiguity · own team or process
N5 Leading	Wins board and external parties over to a far reaching change of course and sustains that support when resistance increases. 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
G	Tailoring arguments to the other party Tailored arguments · Audience specific reasoning	Selects those arguments that connect to the interest and concerns of this particular counterpart.	rising
G	Using examples and anecdotes Using examples · Illustrative anecdote	Makes an abstract point concrete with an example or short experience from practice.	rising
G	Projecting conviction Executive presence · Projecting confidence	Shows in posture, voice and wording that the position is genuinely held and sustains that under pressure.	rising
G	Countering objections Objection handling · Countering objections	Takes an objection seriously, concedes the valid part and refutes the remaining point with evidence.	rising
G	Using social proof Social proof · Peer referencing	Refers to what comparable organisations or colleagues already do to make a proposal more credible.	stable
G	Using reciprocity Reciprocity · Give and take	First visibly does something for the other party and then asks for a step in own direction.	stable
G	Asking for and locking in commitment Securing commitment · Closing the ask	Summarises the agreement, asks for an explicit commitment and records it in writing at once.	rising
G	Persuading in a group setting Persuading a group · Room dynamics	Moves a meeting towards a position by naming allies and addressing objections in the room.	rising