G Behavioural competence HF-D5.3-005 transversal 7 umiejętności
Mental toughness control
Acts on the control component of the 4C model, Control, Commitment, Challenge and Confidence, by actively seeking influence over the work and own response.
W jaki sposób serwis hrmforce to mierzy
- Metoda oceny
- Personality questionnaire · rho 0.40 (SD 0.15)
- hrmforce narzędzie
- Mental Resilience (4C), Big Fifty
- Kompetencje (50-ramowe)
- Stress resilience
- Możliwość szkolenia
- low
- Prognoza popytu na lata 2026–2030
- rising
Self-report of behavioural preferences. At hrmforce the Big Fifty and the 15PF.
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 | Names which part of a stalled task can be influenced personally and asks the supervisor about the rest. works under supervision and follows instruction · routine, one variable at a time · own task |
| N3 Proficient | Focuses effort on what is controllable, reframes complaints into actions and keeps own response under own control when pressure rises. sets own approach and seeks input proactively · several variables, some ambiguity · own team or process |
| N5 Leading | Increases the experienced influence over work across the organisation by explicitly assigning decision rights in processes and roles. 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 | Separating what you can and cannot influence Circle of influence | Writing down for an unpleasant situation which factors you can influence yourself and which you cannot. | rising |
| G | Tackling controllable factors first Acting on the controllable | Starting with the item on a list of bottlenecks that you can actually do something about. | rising |
| G | Naming own response as a choice Response control | Stating in a conversation that you choose how you respond to an event and which choice you make. | rising |
| G | Claiming control over own tasks Claiming autonomy | Asking to determine the order, method or planning of own work yourself. | rising |
| G | Increasing influence by joining decision making Gaining influence | Signing up for the working group or meeting where decisions about own work are taken. | rising |
| V | Separating facts from interpretation after a setback Separating fact and interpretation | Writing down after a setback what factually happened and which conclusion is own interpretation. | rising |
| V | Planning for what you can control Controllables plan | Making a plan for own preparation, effort and communication when the outcome is uncertain. | rising |