G Behavioural competence HF-D5.5-003 transversal 8 skills
Using feedback to sharpen self-image
Actively asks for feedback on own work and behaviour, compares it with the own self image and converts the outcome into concrete behavioural agreements.
How hrmforce measures this
- Assessment method
- 360-degree feedback
- hrmforce instrument
- 360 Feedback, Development Review, Big Fifty
- Competency (50-framework)
- Self-development
- Trainability
- medium
- Demand outlook 2026 to 2030
- rising
Multiple raters around the person rate behaviour against behavioural anchors.
This is a selection criterion, not a short-term development goal. Do not put a three-month development plan on it.
Behavioural anchors
| Level | Behaviour at this level |
|---|---|
| N1 Guided | Asks for feedback after a task, writes down the points and adjusts the very next piece of work accordingly. works under supervision and follows instruction · routine, one variable at a time · own task |
| N3 Proficient | Collects feedback from different stakeholders, names where it diverges from the own self image and records a development agreement. sets own approach and seeks input proactively · several variables, some ambiguity · own team or process |
| N5 Leading | Arranges that managers systematically collect and process feedback, and personally shows how criticism is turned into changed behaviour. 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 |
|---|---|---|---|
| G | Asking for feedback on a specific behaviour Targeted feedback | Asking a colleague to watch one named behaviour and to come back on it after a week. | rising |
| V | Comparing self-image with feedback from others Self-other comparison | Setting own judgement of a skill next to the scores of others and naming the difference. | rising |
| V | Discussing 360-degree feedback 360 feedback debrief | Going through the outcomes of a survey among colleagues and manager and drawing conclusions per theme. | rising |
| V | Formulating a development goal Development goal | Turning feedback into one behavioural goal with a concrete situation, a term and a way of checking. | rising |
| G | Translating feedback into behaviour Behaviour change | Doing the point discussed differently in practice and giving examples of it in a later meeting. | rising |
| V | Having progress on a behavioural goal reviewed Progress review | Asking colleagues after an agreed period whether they have seen the intended change. | rising |
| V | Comparing several feedback sources Triangulating feedback | Putting remarks from clients, colleagues and manager together and naming the recurring theme. | rising |
| G | Naming a blind spot after feedback Naming blind spots | Naming which effect of own behaviour you did not see yourself and what you now do about it. | rising |