G Behavioural competence HF-D4.1-001 transversal 7 umiejętności
Developing vision
Sketching a coherent picture of where the organisation or team will stand in a few years, based on trends, signals and own judgement.
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- Metoda oceny
- Assessment centre · rho 0.29 (SD 0.09)
- hrmforce narzędzie
- Big Fifty, Competency Check, 360 Feedback
- Kompetencje (50-ramowe)
- Vision
- Możliwość szkolenia
- medium
- Prognoza popytu na lata 2026–2030
- rising
Multiple exercises, multiple assessors, dimension-wise scoring.
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 | States in own words where the team wants to stand in a year and which work belongs to that. works under supervision and follows instruction · routine, one variable at a time · own task |
| N3 Proficient | Connects trends in market and profession into a picture for the own team and tests it with colleagues. sets own approach and seeks input proactively · several variables, some ambiguity · own team or process |
| N5 Leading | Formulates a multi-year vision for the whole organisation, underpins it with scenarios and uses it as a test for investments. 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 | Writing a vision document Vision statement | Records a picture of the future for the organisation in a concise document with ambition, choices and substantiation. | rising |
| G | Formulating a compelling future picture Future vision | Puts into plain language where the team or organisation wants to stand a few years from now. | rising |
| G | Weighing trend signals for vision building Trend interpretation | Judges which societal, technological and market signals genuinely matter for the organisation's own picture of the future. | rising |
| G | Formulating mission and core values Mission and values | Describes why the organisation exists and which values should guide the behaviour of its employees. | stable |
| G | Testing vision with stakeholders Vision validation | Presents a draft vision to employees, clients and supervisors and incorporates their reactions into the text. | stable |
| G | Revising vision on new information Vision review | Periodically judges whether the picture of the future still holds and adjusts it when major developments occur. | rising |
| G | Setting a multi year ambition Long term ambition | Determines the level of result, quality or growth the organisation aims for in three to five years. | stable |