V Skill HF-D4.1-003 transversal 10 skills
Translating direction into goals
Converting strategy and vision into concrete, measurable goals and result agreements for teams and employees, with a clear ordering in time and priority.
How hrmforce measures this
- Assessment method
- Structured interview · rho 0.42 (SD 0.19)
- hrmforce instrument
- Competency Check, 360 Feedback, Development Review
- Competency (50-framework)
- Results-Orientation
- Trainability
- high
- Demand outlook 2026 to 2030
- stable
Behaviour-based interview with fixed questions and a rating scale per question.
Behavioural anchors
| Level | Behaviour at this level |
|---|---|
| N1 Guided | Turns a given team goal into own tasks with a deadline and discusses this with the manager. works under supervision and follows instruction · routine, one variable at a time · own task |
| N3 Proficient | Translates department goals into measurable result agreements per team member and records how and when progress will be measured. sets own approach and seeks input proactively · several variables, some ambiguity · own team or process |
| N5 Leading | Builds an organisation wide goal structure in which strategy, annual plans and team agreements align, and sets the measurement standards. 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 up an annual plan Annual planning | Puts the goals, activities, resources and responsibilities for a calendar year into one coherent plan. | stable |
| V | Deriving quarterly goals Quarterly goal setting | Splits annual goals across quarters with an achievable interim position and a clear owner for each goal. | stable |
| V | Formulating OKRs OKR | Formulates an ambitious objective with a few measurable key results and reviews progress each cycle. | rising |
| V | Formulating SMART goals SMART goals | Writes goals that are specific, measurable, attainable, relevant and time bound so they can be tested later. | stable |
| V | Selecting and defining KPIs Key performance indicators | Chooses a few indicators per goal, fixes the calculation rule and sets source, frequency and owner. | stable |
| V | Recording result agreements Performance agreements | Records in writing per employee or team which result is delivered when and how that will be evidenced. | stable |
| V | Translating team goals into individual goals Individual goal setting | Divides a team goal among employees so each has an own, fitting and visible share in it. | stable |
| V | Building a goal tree Goal cascading | Maps organisational, departmental and team goals hierarchically so that the coherence between them becomes visible. | stable |
| V | Setting targets and norms Target setting | Determines per indicator which value counts as sufficient, good or below norm in the coming period. | stable |
| T | Setting up a goals dashboard KPI dashboard | Builds an overview in which goals, current values and trends per team become visible automatically. | rising |