G Behavioural competence HF-D2.3-001 transversal 8 umiejętności
Persuasiveness
Moving others towards a position, decision or behaviour they initially resisted, using substantive arguments, examples and personal presence.
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)
- Persuasiveness
- 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 | Puts forward an own proposal in a meeting and supports it with one concrete example from practice. works under supervision and follows instruction · routine, one variable at a time · own task |
| N3 Proficient | Chooses per counterpart the argument that matches their interest and checks along the way whether the agreement is genuine. sets own approach and seeks input proactively · several variables, some ambiguity · own team or process |
| N5 Leading | Wins board and external parties over to a far reaching change of course and sustains that support when resistance increases. 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 | Tailoring arguments to the other party Tailored arguments · Audience specific reasoning | Selects those arguments that connect to the interest and concerns of this particular counterpart. | rising |
| G | Using examples and anecdotes Using examples · Illustrative anecdote | Makes an abstract point concrete with an example or short experience from practice. | rising |
| G | Projecting conviction Executive presence · Projecting confidence | Shows in posture, voice and wording that the position is genuinely held and sustains that under pressure. | rising |
| G | Countering objections Objection handling · Countering objections | Takes an objection seriously, concedes the valid part and refutes the remaining point with evidence. | rising |
| G | Using social proof Social proof · Peer referencing | Refers to what comparable organisations or colleagues already do to make a proposal more credible. | stable |
| G | Using reciprocity Reciprocity · Give and take | First visibly does something for the other party and then asks for a step in own direction. | stable |
| G | Asking for and locking in commitment Securing commitment · Closing the ask | Summarises the agreement, asks for an explicit commitment and records it in writing at once. | rising |
| G | Persuading in a group setting Persuading a group · Room dynamics | Moves a meeting towards a position by naming allies and addressing objections in the room. | rising |