G Behavioural competence HF-D3.2-003 transversal 8 umiejętności
organisational awareness
Recognising how formal and informal relations, interests and decision making work in the organisation and taking these into account in own actions.
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- Metoda oceny
- Situational Judgement Test · rho 0.12 (SD 0.11)
- hrmforce narzędzie
- Big Fifty, Competency Check, 360 Feedback
- Kompetencje (50-ramowe)
- Organizational Sensitivity
- 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 | Asks who needs to be involved in a topic before a proposal is shared with others. works under supervision and follows instruction · routine, one variable at a time · own task |
| N3 Proficient | Assesses which interests a proposal touches, involves the right people beforehand and chooses a suitable moment to raise it. sets own approach and seeks input proactively · several variables, some ambiguity · own team or process |
| N5 Leading | Sees through relations between organisational units and external parties and steers decision making by organising support at an early stage. 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 |
|---|---|---|---|
| V | Mapping the decision-making route Decision mapping | Establishing who decides on what in the organisation and in which order a proposal passes them. | stable |
| V | Identifying stakeholders Stakeholder analysis | Naming for a change or project who has influence, who is affected and what each interest is. | stable |
| G | Taking informal relations into account Informal networks | Weighing who is actually listened to in practice, also outside the formal organisation chart. | stable |
| V | Aligning a proposal with the management agenda Framing proposals | Framing an own proposal in the goals and figures that management steers on. | rising |
| G | Choosing the timing of a proposal Timing proposals | Introducing a proposal at a moment when decision makers have attention and budget for it. | stable |
| V | Building support for a proposal Building buy-in | Holding separate conversations with those involved before a decision to gather support and objections. | rising |
| G | Naming unwritten rules Organisational culture | Explaining to a new colleague which habits and sensitivities apply within the organisation. | stable |
| V | Explaining own department's position Explaining org structure | Explaining what the own department is tasked with and how that connects to other units. | stable |