G Behavioural competence HF-D3.3-003 transversal 8 skills

receiving feedback

Accepting feedback on own behaviour, asking follow-up questions about what is meant and visibly acting on it in subsequent behaviour.

How hrmforce measures this

Multiple raters around the person rate behaviour against behavioural anchors.

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	Lets another person finish the feedback, summarises it and thanks them for the remark without becoming defensive. works under supervision and follows instruction · routine, one variable at a time · own task
N3 Proficient	Actively asks colleagues and clients for feedback, states which point will be addressed and reports back on the result. sets own approach and seeks input proactively · several variables, some ambiguity · own team or process
N5 Leading	Asks publicly for criticism of own choices, makes own development points discussable and thereby normalises criticism within the organisation. 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	Asking colleagues for feedback Soliciting feedback	Asking colleagues after a job what went well and what you could do differently next time.	rising
G	Probing on feedback received Clarifying feedback	Asking for an example and for what the other person would have wanted to see differently.	rising
G	Postponing a reaction to criticism Pausing before responding	Listening first when criticism is unexpected and deliberately moving the substantive answer to a later moment.	rising
G	Summarising and checking feedback Confirming feedback	Reflecting the feedback received in own words and having it confirmed that you understood it correctly.	rising
V	Turning feedback into a behavioural agreement Acting on feedback	Making a concrete agreement after feedback about what you will do differently and from when.	rising
G	Reporting back on what you did with feedback Closing the feedback loop	Returning to the person who gave feedback and showing which change you made in your work.	rising
G	Accepting criticism without defending Receiving criticism	Letting criticism of own work be voiced without interrupting, explaining it away or contradicting.	rising
V	Weighing feedback for usefulness Filtering feedback	Comparing the remarks received and choosing which to act on and which to set aside with reasons.	rising