V Skill HF-D4.3-002 cross-sector 8 skills
Talent development and succession
Mapping talent and potential, agreeing development paths and preparing succession for key positions, so that critical roles remain filled over time.
How hrmforce measures this
- Assessment method
- Structured interview · rho 0.42 (SD 0.19)
- hrmforce instrument
- Career Orientations, Competency Check, Development Review
- Trainability
- high
- Demand outlook 2026 to 2030
- rising
Behaviour-based interview with fixed questions and a rating scale per question.
Behavioural anchors
| Level | Behaviour at this level |
|---|---|
| N1 Guided | Notes per team member which tasks they enjoy doing and passes this on to the manager. works under supervision and follows instruction · routine, one variable at a time · own task |
| N3 Proficient | Assesses with fixed criteria who is ready for a next step and makes a development plan per person. sets own approach and seeks input proactively · several variables, some ambiguity · own team or process |
| N5 Leading | Builds a succession plan for all key roles in the organisation and discusses the risks yearly with board and supervisors. 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 | Making a succession plan Succession planning | Determines per key position who could succeed over time and which development is needed for that. | rising |
| V | Assessing potential Potential assessment | Judges with fixed criteria whether an employee can handle a heavier or different role over time. | rising |
| V | Holding a talent conversation Talent conversation | Discusses ambition, strengths and career options with an employee separately from the appraisal. | rising |
| V | Agreeing a development path Development path | Agrees a sequence of roles, assignments and training that leads towards a next position. | rising |
| V | Identifying key positions Key position identification | Determines which positions immediately endanger organisational continuity if they become vacant. | rising |
| V | Mapping critical knowledge Critical knowledge mapping | Maps which knowledge rests with few people and arranges transfer before that knowledge disappears. | rising |
| V | Setting up a talent programme Talent programme | Sets up a programme with assignments, guidance and assessment for a group of employees with potential. | rising |
| V | Preparing a talent review Talent review | Prepares a meeting in which managers compare their views on talent and succession side by side. | rising |