V Skill HF-D4.4-001 transversal 10 skills
Planning and organising
Placing activities, people and resources in time, setting priorities and arranging dependencies so that agreed results are delivered on schedule.
How hrmforce measures this
- Assessment method
- Work sample test · rho 0.33 (SD 0.09)
- hrmforce instrument
- Competency Check, 360 Feedback, Work sample test
- Competency (50-framework)
- Planning and Organizing
- Trainability
- high
- Demand outlook 2026 to 2030
- stable
The candidate performs a representative work sample under standardised conditions.
Behavioural anchors
| Level | Behaviour at this level |
|---|---|
| N1 Guided | Makes a daily or weekly schedule for own tasks and sticks to the agreed order and times. works under supervision and follows instruction · routine, one variable at a time · own task |
| N3 Proficient | Plans the work of the team for several weeks, distributes tasks and reshuffles on disruptions without missing deadlines. sets own approach and seeks input proactively · several variables, some ambiguity · own team or process |
| N5 Leading | Sets the planning system for the organisation, links annual plan, capacity and budget and decides on conflicting claims. 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 | Making a weekly plan Weekly planning | Places the coming week's work into day parts with a realistic estimate of time per task. | stable |
| V | Setting priorities with an urgency matrix Eisenhower matrix | Orders tasks by importance and urgency and decides what is done, delegated, scheduled or dropped. | stable |
| V | Mapping dependencies Dependency mapping | Determines which tasks wait on each other and which parts drive the overall timeline. | stable |
| V | Setting deadlines and lead times Estimating durations | Estimates from experience and norms how long tasks take and attaches achievable end dates. | stable |
| V | Setting up a meeting rhythm Meeting cadence | Determines which meetings are needed at which frequency with which participants and cancels the rest. | stable |
| V | Distributing the work backlog Workload distribution | Distributes outstanding assignments among employees by availability, expertise and urgency. | stable |
| T | Using planning software Planning software | Puts tasks, owners, dates and dependencies into a planning package and keeps the status current. | stable |
| V | Building slack into a plan Building slack | Deliberately reserves time and capacity for disruption so that a delay does not immediately hit everything. | stable |
| V | Replanning after disruption Replanning | Reorders tasks, people and dates when illness, breakdown or urgent work breaks the original plan. | stable |
| V | Making a checklist for recurring work Checklist design | Records the fixed steps of frequent work in a checklist so that nothing is forgotten. | declining |