V Skill HF-D4.5-001 transversal 10 umiejętności
Change management
Planning and guiding change by involving stakeholders, phasing steps, influencing behaviour and tracking the results the change is meant to deliver.
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- Metoda oceny
- Assessment centre · rho 0.29 (SD 0.09)
- hrmforce narzędzie
- Competency Check, 360 Feedback
- Kompetencje (50-ramowe)
- Organizational Sensitivity
- Możliwość szkolenia
- medium
- Prognoza popytu na lata 2026–2030
- rising
Multiple exercises, multiple assessors, dimension-wise scoring.
Kotwice behawioralne
| Poziom | Zachowanie na tym poziomie |
|---|---|
| N1 Guided | Adapts own way of working to an announced change and asks for explanation when steps are unclear. works under supervision and follows instruction · routine, one variable at a time · own task |
| N3 Proficient | Makes a change approach for the team with those involved, chooses interventions per group and follows the implementation. sets own approach and seeks input proactively · several variables, some ambiguity · own team or process |
| N5 Leading | Leads organisation wide change programmes, aligns with works council and supervisors and sets the change approach of the organisation. sets the standard and the policy · strategic, under high uncertainty · organisation, value chain or profession |
N2 i N4 celowo nie zostały przypisane do konkretnych punktów odniesienia. Oceniający umieszczają je pomiędzy punktami odniesienia, zgodnie z konwencją O*NET.
Podstawowe umiejętności
Umiejętności te dziedziczą ścieżkę oceny oraz punkty odniesienia behawioralne tej konstrukcji.
| T | Umiejętności | Definicja | Prognoza popytu na lata 2026–2030 |
|---|---|---|---|
| V | Drawing up a change plan Change plan | Records the goal, phasing, participants, communication and measurement points of a change in a plan. | rising |
| V | Making a stakeholder analysis Stakeholder analysis | Maps those involved with their interest, influence and stance and determines an approach per group. | rising |
| V | Making a change communication plan Change communication plan | Determines message, channel, timing and sender per audience for communication about the change. | rising |
| V | Substantiating urgency and necessity Creating urgency | Makes clear with facts, figures and examples why the current way of working is not sustainable. | rising |
| K | Applying Kotter's change approach Kotter change model | Knows Kotter's successive steps and uses them as an ordering framework for a change process. | stable |
| V | Organising sponsor and ambassadors Change sponsorship | Secures a visible sponsor and a group of colleagues who model the change in daily work. | rising |
| V | Making a change impact analysis Change impact analysis | Determines per team which tasks, systems, authorities and skills the change will alter. | rising |
| V | Running baseline and effect measurement Baseline measurement | Measures a few indicators before and after the change and determines whether the intended effect occurs. | rising |
| V | Setting up a pilot for a new method Pilot design | Tests a new working method first in one defined team and sets the roll out criteria in advance. | rising |
| V | Involving employee representation in change Works council involvement | Involves the works council or staff representation in time and incorporates their advice into the approach. | stable |