G Behavioural competence HF-D4.1-001 transversal 7 kompetenser

Developing vision

Sketching a coherent picture of where the organisation or team will stand in a few years, based on trends, signals and own judgement.

Hur hrmforce mäter detta

Multiple exercises, multiple assessors, dimension-wise scoring.

Detta är ett urvalskriterium, inte ett kortsiktigt utvecklingsmål. Lägg inte upp någon tre månaders utvecklingsplan för detta.

Nivå	Beteende på denna nivå
N1 Guided	States in own words where the team wants to stand in a year and which work belongs to that. works under supervision and follows instruction · routine, one variable at a time · own task
N3 Proficient	Connects trends in market and profession into a picture for the own team and tests it with colleagues. sets own approach and seeks input proactively · several variables, some ambiguity · own team or process
N5 Leading	Formulates a multi-year vision for the whole organisation, underpins it with scenarios and uses it as a test for investments. 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.

Dessa kompetenser ärver bedömningsvägen och beteendeankarna för detta konstrukt.

T	Kompetens	Definition	Prognos för efterfrågan 2026–2030
G	Writing a vision document Vision statement	Records a picture of the future for the organisation in a concise document with ambition, choices and substantiation.	rising
G	Formulating a compelling future picture Future vision	Puts into plain language where the team or organisation wants to stand a few years from now.	rising
G	Weighing trend signals for vision building Trend interpretation	Judges which societal, technological and market signals genuinely matter for the organisation's own picture of the future.	rising
G	Formulating mission and core values Mission and values	Describes why the organisation exists and which values should guide the behaviour of its employees.	stable
G	Testing vision with stakeholders Vision validation	Presents a draft vision to employees, clients and supervisors and incorporates their reactions into the text.	stable
G	Revising vision on new information Vision review	Periodically judges whether the picture of the future still holds and adjusts it when major developments occur.	rising
G	Setting a multi year ambition Long term ambition	Determines the level of result, quality or growth the organisation aims for in three to five years.	stable