V Skill HF-D1.3-002 transversal 9 skills
Systems thinking
Describes how parts of a process or organisation influence each other, including feedback, delay and unintended effects.
How hrmforce measures this
- Assessment method
- Work sample test · rho 0.33 (SD 0.09)
- hrmforce instrument
- Competency Check, Work sample test
- Competency (50-framework)
- Conceptual thinking
- Trainability
- high
- Demand outlook 2026 to 2030
- rising
The candidate performs a representative work sample under standardised conditions.
Behavioural anchors
| Level | Behaviour at this level |
|---|---|
| N1 Guided | Names who or what depends on the own task earlier and later in the process. works under supervision and follows instruction · routine, one variable at a time · own task |
| N3 Proficient | Maps the chain around a bottleneck, points out the feedback loop and predicts the effect of an intervention. sets own approach and seeks input proactively · several variables, some ambiguity · own team or process |
| N5 Leading | Models the interplay between departments, market and regulation and shifts the intervention to the point with the greatest leverage. 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 | Drawing causal loop diagrams Causal loop diagram · Systems map | Draws how factors reinforce or dampen each other in a diagram with arrows and feedback loops. | rising |
| V | Naming feedback in processes Feedback loops · Reinforcing effects | Describes where the outcome of a process influences that process again and with which effect. | rising |
| V | Estimating delay in effects Time delay · Lagged effects | Estimates how much time lies between an intervention and its noticeable effect and plans accordingly. | rising |
| V | Anticipating unintended effects Unintended consequences · Side effects | States in advance which unwanted side effects a measure may cause elsewhere in the organisation. | rising |
| V | Mapping chain dependencies Dependency mapping · Chain analysis | Records which steps, parties and systems depend on each other and where the chain can break. | rising |
| V | Setting system boundaries System boundaries · Scoping a system | Determines what falls inside and outside the system considered and justifies that choice in the analysis. | rising |
| V | Locating bottlenecks in a chain Bottleneck analysis · Theory of constraints | Determines which step limits throughput of the whole and calculates what resolving it would yield. | rising |
| V | Mapping the value stream Value stream mapping · VSM | Maps all steps from request to delivery and marks where waiting time and waste occur. | stable |
| V | Identifying leverage points Leverage points · High leverage intervention | Finds the place in a system where a small intervention yields the largest lasting effect. | rising |