V Skill HF-D4.1-002 transversal 9 umiejętności
Strategic thinking
Analysing developments in the environment, market and technology and deriving strategic choices and alternatives from them for the longer term of an organisation or unit.
W jaki sposób serwis hrmforce to mierzy
- Metoda oceny
- Assessment centre · rho 0.29 (SD 0.09)
- hrmforce narzędzie
- Ability Scan, Competency Check
- Kompetencje (50-ramowe)
- Conceptual thinking
- Możliwość szkolenia
- medium
- Prognoza popytu na lata 2026–2030
- rising
Multiple exercises, multiple assessors, dimension-wise scoring.
Kotwice behawioralne
| Poziom | Zachowanie na tym poziomie |
|---|---|
| N1 Guided | Collects data on market and competitors on request and summarises the main developments for the manager. works under supervision and follows instruction · routine, one variable at a time · own task |
| N3 Proficient | Places figures, customer signals and trends side by side and names two or three strategic options with their consequences. sets own approach and seeks input proactively · several variables, some ambiguity · own team or process |
| N5 Leading | Develops scenarios for the whole organisation, weighs uncertainties explicitly and sets the strategic agenda together with the executive board. 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 | Conducting an environmental analysis PESTEL analysis | Maps the political, economic, social, technological and legal factors that influence the organisation's field of work. | rising |
| V | Making a SWOT analysis SWOT | Sets strengths, weaknesses, opportunities and threats side by side and links strategic choices to that picture. | stable |
| V | Making a competitor analysis Competitive analysis | Analyses the position, offering and pricing of competitors and determines where the own organisation stands out. | stable |
| V | Applying scenario planning Scenario planning | Works out several plausible future scenarios and determines for each which choices remain sensible. | rising |
| V | Weighing strategic options Strategic option appraisal | Compares strategic alternatives on feasibility, return and risk and substantiates a preferred direction. | rising |
| V | Mapping the business model Business model canvas | Describes how the organisation delivers value, to whom, with which resources and at what cost. | rising |
| V | Determining market positioning Market positioning | Chooses which target groups, segments and promises the organisation puts at the centre of its offering. | stable |
| V | Building a strategy map Balanced scorecard | Sets strategic goals, cause and effect links and indicators clearly on one map for the organisation. | stable |
| V | Identifying organisational core competences Core competences | Establishes which knowledge, processes and resources make the organisation valuable and hard to copy. | rising |