V Skill HF-D4.3-004 transversal 9 skills
Team development
Turning a group into a collaborating team by discussing roles, mutual expectations and working agreements and by addressing tensions in the collaboration.
How hrmforce measures this
- Assessment method
- Assessment centre · rho 0.29 (SD 0.09)
- hrmforce instrument
- 360 Feedback, Pulse Survey, Colour Profile (Jung)
- Competency (50-framework)
- Collaborate
- Trainability
- medium
- Demand outlook 2026 to 2030
- rising
Multiple exercises, multiple assessors, dimension-wise scoring.
Behavioural anchors
| Level | Behaviour at this level |
|---|---|
| N1 Guided | Takes active part in team agreements and names in the team meeting what would make collaboration easier. works under supervision and follows instruction · routine, one variable at a time · own task |
| N3 Proficient | Discusses roles and irritations in the team, makes working agreements and evaluates them after an agreed period. sets own approach and seeks input proactively · several variables, some ambiguity · own team or process |
| N5 Leading | Develops the collaboration standard between teams and departments and guides managers through deadlocked cooperation across 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 | Distributing team roles Team roles | Distributes tasks and roles so that strengths are used and the team is complete together. | rising |
| V | Recording team working agreements Team charter | Records with the team how it consults, decides, stays reachable and holds each other to account. | stable |
| V | Facilitating a retrospective Retrospective facilitation | Leads a review in which the team names what worked, what did not and what it will change. | rising |
| V | Making team conflict discussable Team conflict facilitation | Brings latent tension in the group to the surface and guides the conversation towards concrete agreements. | rising |
| V | Designing a team session Team session design | Designs a half day with goal, methods and outcome that fits the question the team has. | rising |
| V | Strengthening psychological safety Psychological safety | Ensures team members can ask questions, voice doubt and report mistakes without personal risk. | rising |
| V | Recognising team development stages Team stages | Recognises which development stage the team is in and chooses a fitting way of guiding it. | stable |
| V | Exchanging mutual expectations Expectation setting | Has team members state what they need from each other and records the outcome as an agreement. | rising |
| V | Conducting a team evaluation Team evaluation | Assesses collaboration, results and workload with the team and determines two points for improvement. | rising |