V Skill HF-D2.3-005 transversal 8 skills
Stakeholder management
Mapping who has an interest in an initiative and maintaining contact with those parties so that decisions keep their support.
How hrmforce measures this
- Assessment method
- Assessment centre · rho 0.29 (SD 0.09)
- hrmforce instrument
- Competency Check, 360 Feedback
- Competency (50-framework)
- Organizational Sensitivity
- Trainability
- high
- Demand outlook 2026 to 2030
- rising
Multiple exercises, multiple assessors, dimension-wise scoring.
Behavioural anchors
| Level | Behaviour at this level |
|---|---|
| N1 Guided | Maintains a list of those involved and informs them about progress according to the agreed rhythm. works under supervision and follows instruction · routine, one variable at a time · own task |
| N3 Proficient | Assesses influence and interest per party, chooses a fitting form of contact and discusses conflicting wishes before a decision is taken. sets own approach and seeks input proactively · several variables, some ambiguity · own team or process |
| N5 Leading | Maintains a network reaching governance and political bodies, connects parties with differing interests and safeguards the position of 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.
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 a stakeholder analysis Stakeholder analysis · Stakeholder mapping | Maps which parties have an interest in an initiative, what they want and how much influence they hold. | rising |
| V | Building a power interest grid Power interest grid · Influence interest matrix | Places parties by power and interest in a matrix and chooses a contact approach per quadrant. | rising |
| V | Communication plan per stakeholder Stakeholder communication plan · Engagement plan | Records per party who keeps contact, with which message, through which channel and how often. | stable |
| V | Building support Building buy in · Securing support | Deliberately builds support for a decision by involving parties early and incorporating their input. | rising |
| V | Acting with organisational sensitivity Political astuteness · Organisational sensitivity | Senses which relations and sensitivities play in board and management and acts on them carefully. | rising |
| V | Forming coalitions Coalition building · Forming alliances | Seeks out parties with a shared interest and bundles their support for a proposal or decision. | rising |
| V | Chairing a stakeholder meeting Chairing meetings · Facilitating stakeholder forums | Chairs a meeting of parties with differing interests and ensures a supported outcome. | rising |
| V | Monitoring stakeholder expectations Monitoring stakeholder support · Engagement tracking | Periodically checks whether parties still back the approach and adjusts it when support declines. | rising |