G Behavioural competence HF-D4.2-006 transversal 8 skills

Taking difficult personnel decisions

Deciding on improvement tracks, transfer or termination of employment, with careful documentation and a clear explanation to the people involved.

How hrmforce measures this

Multiple exercises, multiple assessors, dimension-wise scoring.

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	Raises concerns about the performance of a colleague in time and with examples to the responsible manager. works under supervision and follows instruction · routine, one variable at a time · own task
N3 Proficient	Takes a substantiated decision after a completed improvement track, discusses it in person and records the grounds in the file. sets own approach and seeks input proactively · several variables, some ambiguity · own team or process
N5 Leading	Decides on far reaching reorganisation and dismissal cases, weighs legal and human consequences and accounts for the choice to board and works council. 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	Building a careful personnel file Documentation for decisions	Records conversations, agreements, warnings and results so that a decision is verifiable afterwards.	stable
G	Holding a dismissal conversation Dismissal conversation	Communicates the decision to end employment, names the ground and discusses the next steps respectfully.	stable
G	Preparing a settlement agreement Settlement agreement	Prepares with legal support a proposal covering end date, compensation, leave and reference agreements.	stable
G	Deciding and explaining a transfer Reassignment decision	Decides to place an employee in another role or team and explains the reason to everyone involved.	stable
G	Imposing a disciplinary measure Disciplinary action	Chooses a fitting measure such as a warning, suspension or withholding and records the substantiation.	stable
G	Deciding on contract renewal Contract renewal decision	Weighs performance, headcount room and risk and decides in time whether a temporary contract is renewed.	stable
K	Applying the Dutch reflection principle Reflection principle	Determines during downsizing per job group and age bracket who qualifies for dismissal based on service length.	stable
G	Absorbing the team impact of a decision Managing team fallout	Discusses the consequences of a drastic personnel decision with the team and restores calm and workload balance.	stable