G Behavioural competence HF-D5.2-003 transversal 8 skills

Taking initiative

Starts actions that improve the work or prevent a problem on own accord, without needing an assignment or external prompt to begin.

How hrmforce measures this

Self-report of behavioural preferences. At hrmforce the Big Fifty and the 15PF.

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	Points out unprompted that something is stalled and suggests to the supervisor what could be picked up first. works under supervision and follows instruction · routine, one variable at a time · own task
N3 Proficient	Sets improvement actions in own process in motion without being asked and informs stakeholders about approach and expected benefit. sets own approach and seeks input proactively · several variables, some ambiguity · own team or process
N5 Leading	Puts new themes on the agenda before the organisation notices them and frees up resources to be first to act on them. 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	Making an improvement proposal unprompted Improvement proposal	Writing down and submitting a proposal for a better working method on own initiative.	rising
G	Picking up a problem nobody owns Filling gaps	Taking on a bottleneck between tasks or departments yourself and temporarily owning it.	rising
G	Turning a signal into action Acting on signals	Turning a remark from a client or colleague straight into a concrete next step.	rising
V	Initiating a meeting about a bottleneck Convening a meeting	Inviting those involved yourself to discuss a recurring bottleneck and reach agreements.	rising
V	Proposing a pilot for new working methods Piloting	Proposing a small trial with its scope, duration and the question the trial should answer.	rising
G	Reaching out to another department yourself Reaching across silos	Approaching a colleague in another unit for alignment without going through a manager.	rising
G	Informing a client proactively Proactive updates	Updating a client unprompted about a delay, a change or a new option.	rising
G	Reporting an opportunity for the organisation Spotting opportunities	Passing on an opportunity spotted at a client or in the market to whoever can act on it.	rising