Talent Management and Influencing Interest GroupsLaajuus (5 cr)

Objective

The students
o understand the strategic significance of competence and its development from the viewpoint of managements' and organisations' success
o master central tools of competence development
o take interest group viewpoint into consideration in planning
o acknowledge the significance of additional value produced for interest groups from the viewpoint of organisation's strategic success

Content

Knowledge basis and methods of competence management
Interest group thinking and interest group management

Qualifications

YSKJ0100 Management Theory and Practice

Assessment criteria, satisfactory (1)

The general criteria of the competences that the Master's Degrees awarded by Finnish Universities of Applied Sciences provide can be found on JAMK's web pages (www.jamk.fi/english/forstudents/studyguidemaster). The learning outcomes of individual courses are assessed in relation to the objectives of the course concerned. Assessment is based on knowledge, skills and competence in accordance with the National and European Qualifications Framework (NQF/EQF), level 7.

If the student does not meet the minimum criteria set for the course, the grade is 0 (Fail).

1 (Sufficient) – 2 (Satisfactory)
The student knows the central concepts related to talent management and to cooperation with interest groups, and he is familiar with the theoretical background of the subject. He also recognises the strategic meaning of talent management and understands the meaning of competence-based thinking from the viewpoint of the development and management of his own work and work community.

3 (Good)
The student has the core knowledge required for the grades 1–2, and he proves his ability to apply it to practice. He is competent in using tools of talent and interest group management.

4 (Very good) – 5 (Excellent)
The student has the core knowledge and skills required for the grade 3, and he is able to apply them critically and innovatively. He is able to combine pieces of information acquired from various sources. He is able to review critically material on talent management. In his own work, he creates new approaches to talent management and to cooperation with interest groups, and independently develops the expertise of the work community or of the whole field.