G Behavioural competence HF-D1.4-001 transversal 7 umiejętności
Decisiveness
Makes a choice within the time available, also when not all information is present, and stands behind its consequences.
W jaki sposób serwis hrmforce to mierzy
- Metoda oceny
- Situational Judgement Test · rho 0.12 (SD 0.11)
- hrmforce narzędzie
- Big Fifty, 360 Feedback
- Kompetencje (50-ramowe)
- Decision-making ability
- Możliwość szkolenia
- medium
- Prognoza popytu na lata 2026–2030
- stable
Scenario with response options, scored on knowledge or behavioural tendency.
Jest to kryterium selekcji, a nie krótkoterminowy cel programistyczny. Nie należy opracowywać trzy miesięcznego planu programistycznego w tym zakresie.
Kotwice behawioralne
| Poziom | Zachowanie na tym poziomie |
|---|---|
| N1 Guided | Decides on standard cases within the own task and refers deviating cases to the supervisor in good time. works under supervision and follows instruction · routine, one variable at a time · own task |
| N3 Proficient | Cuts through conflicting advice, communicates the decision and states when it will be evaluated. sets own approach and seeks input proactively · several variables, some ambiguity · own team or process |
| N5 Leading | Decides on irreversible matters with major consequences, records the trade off and sets which decisions others may take themselves. 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 |
|---|---|---|---|
| G | Making the call under time pressure Decisiveness under pressure · Making the call | Makes a choice within a short deadline and communicates it without postponing the decision further. | stable |
| G | Deciding on incomplete information Deciding with incomplete data | Chooses a direction while data are missing and names which risk that choice accepts. | stable |
| G | Owning the consequences Ownership of decisions · Accountability | Stands behind a decision taken, also when it turns out badly, and accounts for it. | stable |
| G | Breaking through decision avoidance Overcoming analysis paralysis | Notices when a decision keeps being postponed and sets a deadline and method to close it. | stable |
| G | Judging reversibility of a decision Reversibility · One way door decisions | Determines whether a choice is easy to reverse and adapts the pace of deciding accordingly. | stable |
| G | Communicating a decision clearly Communicating decisions · Decision rationale | Informs those involved what has been decided, on what grounds and what it means for them. | stable |
| G | Checking decision authority Decision rights · Mandate check | Checks whether a decision falls within own mandate and escalates as soon as it does not. | stable |