G Behavioural competence HF-D4.2-001 transversal 8 umiejętności
Directing and steering people
Making clear to employees what is expected, giving assignments, setting boundaries and intervening when work or behaviour deviates from what was agreed.
W jaki sposób serwis hrmforce to mierzy
- Metoda oceny
- Assessment centre · rho 0.29 (SD 0.09)
- hrmforce narzędzie
- Big Fifty, Competency Check, 360 Feedback
- Kompetencje (50-ramowe)
- Management
- Możliwość szkolenia
- medium
- Prognoza popytu na lata 2026–2030
- stable
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 | Gives a colleague a concrete assignment with expected result and timing and checks whether the assignment is understood. works under supervision and follows instruction · routine, one variable at a time · own task |
| N3 Proficient | Sets expectations and boundaries per team member, addresses deviating behaviour directly and records agreements in writing. sets own approach and seeks input proactively · several variables, some ambiguity · own team or process |
| N5 Leading | Designs the management line for the whole organisation, addresses managers on their style and defines what good steering means here. 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 expectations explicit Setting expectations | States in advance which result, which quality and which behaviour are expected from an employee. | stable |
| G | Formulating an assignment clearly Task briefing | Gives an assignment with goal, frame, deadline and decision room so the other can start without asking. | stable |
| G | Setting frames and ground rules Setting boundaries | Establishes which limits, procedures and rules of conduct apply within the team and keeps them visible. | stable |
| G | Intervening on deviant behaviour Behavioural intervention | Intervenes in time when behaviour or working method deviates from the agreement and names the consequence. | stable |
| G | Holding people to agreements Holding to account | Addresses employees directly when an agreement was not kept and makes a new, concrete agreement. | stable |
| G | Applying situational leadership Situational leadership | Adjusts the amount of direction and support to the task maturity and motivation of the employee. | stable |
| G | Steering daily work on the floor Floor management | Walks the work, spots deviations in execution and adjusts immediately at the place where work happens. | stable |
| G | Using position and mandate appropriately Use of authority | Uses formal authority only where needed and explains why a decision is nonetheless imposed. | stable |