G Behavioural competence HF-D4.5-002 transversal 7 umiejętności
Handling resistance to change
Seeking out objections and worries about change, discussing them seriously and using them to improve the approach without releasing the chosen direction.
W jaki sposób serwis hrmforce to mierzy
- Metoda oceny
- Situational Judgement Test · rho 0.12 (SD 0.11)
- hrmforce narzędzie
- Conflict Styles, Big Fifty, 360 Feedback
- Kompetencje (50-ramowe)
- Conflict Management
- Możliwość szkolenia
- medium
- Prognoza popytu na lata 2026–2030
- rising
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 | Asks colleagues what holds them back with a new working method and passes those signals on to the manager. works under supervision and follows instruction · routine, one variable at a time · own task |
| N3 Proficient | Discusses resistance openly in the team, separates substantive objections from emotion and adjusts the rollout where needed. sets own approach and seeks input proactively · several variables, some ambiguity · own team or process |
| N5 Leading | Engages critical groups across the whole organisation, addresses conflicts of interest and keeps the change alive along the way. 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 | Actively collecting objections Surfacing objections | Actively asks for objections and doubts instead of waiting until they show up in behaviour. | rising |
| G | Acknowledging employee concerns Acknowledging concerns | Shows that a concern has been heard and understood before offering a counter argument or solution. | rising |
| G | Recognising forms of resistance Diagnosing resistance | Recognises whether resistance stems from misunderstanding, inability, unwillingness or loss of position and acts accordingly. | rising |
| G | Leading a dialogue session on change Change dialogue | Leads a session in which objections are voiced openly and workable adjustments are sought together. | rising |
| G | Bounding room for input Bounding participation | Makes clear what is fixed and where employees do have influence, so that expectations are accurate. | rising |
| G | Handling open criticism in a group Handling public criticism | Stays calm and substantive when someone criticises the change harshly in front of a group. | rising |
| G | Persisting despite continued resistance Persisting through resistance | Pushes the change through once objections are weighed and processed, naming the consequence for those who lag. | stable |