V Skill HF-D3.6-003 transversal 8 umiejętności
promoting psychological safety
Acting so that others can voice mistakes, doubt and criticism without disadvantage, by keeping own reactions predictable and following up on what is raised.
W jaki sposób serwis hrmforce to mierzy
- Metoda oceny
- 360-degree feedback
- hrmforce narzędzie
- Pulse Survey, 360 Feedback
- Kompetencje (50-ramowe)
- Sensitivity
- Możliwość szkolenia
- medium
- Prognoza popytu na lata 2026–2030
- rising
Multiple raters around the person rate behaviour against behavioural anchors.
Kotwice behawioralne
| Poziom | Zachowanie na tym poziomie |
|---|---|
| N1 Guided | Responds calmly when a colleague reports a mistake and thanks that person for raising it. works under supervision and follows instruction · routine, one variable at a time · own task |
| N3 Proficient | Explicitly asks the team for doubt and dissent, names own mistakes and reports back what was done with signals raised. sets own approach and seeks input proactively · several variables, some ambiguity · own team or process |
| N5 Leading | Measures across the organisation whether people feel safe to speak up and steers leadership behaviour on those outcomes. 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 | Making mistakes discussable in the team Learning from errors | Setting up a fixed moment where mistakes and near misses are discussed without repercussions. | rising |
| G | Bringing own mistake as an example Modelling vulnerability | Being the first to name an own misstep in the team and telling what you took from it. | rising |
| G | Reacting predictably to bad news Predictable response | Asking questions first when bad news arrives and only then discussing consequences and measures. | rising |
| V | Making room for questions and doubt Inviting questions | Explicitly asking after an explanation or decision which doubt or question still remains. | rising |
| V | Following up on a concern raised Closing the loop | Taking up a concern raised, telling the person what you did and reporting back the result. | rising |
| V | Leading a blameless review Blameless postmortem | Directing a review of an incident at causes in the process rather than at who did it. | rising |
| V | Organising anonymous input Anonymous input | Using a short anonymous round or survey so that sensitive points still reach the table. | rising |
| V | Agreeing team rules for dissent Team ground rules | Agreeing with the team how and when members may contradict each other and what happens next. | rising |