V Skill HF-D1.2-001 transversal 10 skills
Problem analysis
Breaks a problem into parts, separates causes from effects and states which information is needed to move forward.
How hrmforce measures this
- Assessment method
- Assessment centre · rho 0.29 (SD 0.09)
- hrmforce instrument
- Competency Check, Ability Scan
- Competency (50-framework)
- Problem Analysis
- Trainability
- high
- Demand outlook 2026 to 2030
- rising
Multiple exercises, multiple assessors, dimension-wise scoring.
Behavioural anchors
| Level | Behaviour at this level |
|---|---|
| N1 Guided | States precisely what deviates in a malfunction and which data are missing, and puts this to the supervisor. works under supervision and follows instruction · routine, one variable at a time · own task |
| N3 Proficient | Splits a recurring complaint into possible causes, tests these with own data and names the most likely cause. sets own approach and seeks input proactively · several variables, some ambiguity · own team or process |
| N5 Leading | Traces persistent organisational problems back to a few root causes and sets the analysis method that other teams will use. 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 | Conducting root cause analysis Root cause analysis · RCA | Traces a problem step by step to its underlying cause instead of the visible complaint. | rising |
| V | Applying five whys Five whys · 5 whys | Repeatedly asks why a problem occurs until the actual cause of the problem comes into view. | rising |
| V | Building an Ishikawa diagram Fishbone diagram · Cause and effect diagram | Orders possible causes of a problem into categories in a fishbone diagram and tests them against evidence. | stable |
| V | Constructing a problem tree Problem tree · Issue tree | Splits a main problem into underlying sub problems and records the cause and effect relation per branch. | rising |
| V | Separating symptom from cause Symptom versus cause | Distinguishes what is an effect from what causes the problem and names that difference explicitly. | rising |
| V | Scoping a problem Scoping · Problem framing | Determines what does and does not belong to the issue and agrees that boundary with the client. | rising |
| V | Hypothesis driven analysis Hypothesis driven analysis · MECE | Formulates possible explanations in advance and then targets the data that confirm or refute them. | rising |
| V | Applying Pareto analysis Pareto analysis · 80/20 rule | Determines which small share of causes accounts for the largest share of the problems. | stable |
| V | Building a fault tree analysis Fault tree analysis · FTA | Works back from an undesired event to the combinations of events that can cause it. | stable |
| V | Determining information needs Information needs assessment | States which data are missing to move forward and where and how those can be obtained. | rising |