V Skill HF-D4.5-001 transversal 10 kompetenser
Change management
Planning and guiding change by involving stakeholders, phasing steps, influencing behaviour and tracking the results the change is meant to deliver.
Hur hrmforce mäter detta
- Bedömningsmetod
- Assessment centre · rho 0.29 (SD 0.09)
- hrmforce instrument
- Competency Check, 360 Feedback
- Kompetens (50-ramverk)
- Organizational Sensitivity
- Utbildningsbarhet
- medium
- Prognos för efterfrågan 2026–2030
- rising
Multiple exercises, multiple assessors, dimension-wise scoring.
Beteendeankare
| Nivå | Beteende på denna nivå |
|---|---|
| N1 Guided | Adapts own way of working to an announced change and asks for explanation when steps are unclear. works under supervision and follows instruction · routine, one variable at a time · own task |
| N3 Proficient | Makes a change approach for the team with those involved, chooses interventions per group and follows the implementation. sets own approach and seeks input proactively · several variables, some ambiguity · own team or process |
| N5 Leading | Leads organisation wide change programmes, aligns with works council and supervisors and sets the change approach of the organisation. sets the standard and the policy · strategic, under high uncertainty · organisation, value chain or profession |
N2 och N4 är medvetet inte förankrade. Bedömarna placerar dem mellan förankringarna, i enlighet med konventionen O*NET.
Grundläggande kompetenser
Dessa kompetenser ärver bedömningsvägen och beteendeankarna för detta konstrukt.
| T | Kompetens | Definition | Prognos för efterfrågan 2026–2030 |
|---|---|---|---|
| V | Drawing up a change plan Change plan | Records the goal, phasing, participants, communication and measurement points of a change in a plan. | rising |
| V | Making a stakeholder analysis Stakeholder analysis | Maps those involved with their interest, influence and stance and determines an approach per group. | rising |
| V | Making a change communication plan Change communication plan | Determines message, channel, timing and sender per audience for communication about the change. | rising |
| V | Substantiating urgency and necessity Creating urgency | Makes clear with facts, figures and examples why the current way of working is not sustainable. | rising |
| K | Applying Kotter's change approach Kotter change model | Knows Kotter's successive steps and uses them as an ordering framework for a change process. | stable |
| V | Organising sponsor and ambassadors Change sponsorship | Secures a visible sponsor and a group of colleagues who model the change in daily work. | rising |
| V | Making a change impact analysis Change impact analysis | Determines per team which tasks, systems, authorities and skills the change will alter. | rising |
| V | Running baseline and effect measurement Baseline measurement | Measures a few indicators before and after the change and determines whether the intended effect occurs. | rising |
| V | Setting up a pilot for a new method Pilot design | Tests a new working method first in one defined team and sets the roll out criteria in advance. | rising |
| V | Involving employee representation in change Works council involvement | Involves the works council or staff representation in time and incorporates their advice into the approach. | stable |