G Behavioural competence HF-D4.1-004 transversal 6 umiejętności
Staying the course under pressure
Holding to the agreed course when facing criticism, disappointing results or outside pressure, while checking whether an adjustment is genuinely needed on the merits.
W jaki sposób serwis hrmforce to mierzy
- Metoda oceny
- Personality questionnaire · rho 0.40 (SD 0.15)
- hrmforce narzędzie
- Big Fifty, Mental Resilience (4C), 360 Feedback
- Kompetencje (50-ramowe)
- Perseverance
- Możliwość szkolenia
- medium
- Prognoza popytu na lata 2026–2030
- stable
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 | Keeps following the agreed working method when contradicted and reports doubt or discomfort to the manager. works under supervision and follows instruction · routine, one variable at a time · own task |
| N3 Proficient | Explains, when figures disappoint, why the course is maintained and which signals would lead to an adjustment. sets own approach and seeks input proactively · several variables, some ambiguity · own team or process |
| N5 Leading | Sustains the multi-year course of the organisation under public or political pressure and openly accounts for deviations to board and supervisors. 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 | Defending the course under criticism Defending direction | Keeps explaining and substantiating the chosen direction when employees, clients or executives criticise it. | stable |
| G | Holding priorities under time pressure Priority discipline | Does not release agreed priorities when incidents, ad hoc requests or peak workload compete for attention. | stable |
| G | Explaining an unpopular choice Explaining unpopular decisions | Explains a decision that lands badly, names the trade off and engages in conversation with those affected. | stable |
| G | Adjusting course with substantiation Substantiated course change | Changes course only on substantive grounds and makes clear which new insight caused the change. | stable |
| G | Acting consistently with own words Leading by example | Acts in line with the frames and priorities imposed on the team, also when that is uncomfortable. | stable |
| G | Keeping policy stable amid mixed signals Policy consistency | Prevents shifting policy by weighing contradictory signals before adjusting an agreed line of action. | stable |