Curricula

Objectives

The object of the course
Competence management is a prerequisite for the success of organisations as part of their business strategy. It is a multi-dimensional body of knowledge and skills that extends to all organisational levels and is therefore part of the basic competence of executives, supervisors and HR professionals. The purpose of competence management is to promote the attainment of the organisation’s objectives through the utilisation, maintenance and development of the competence of the personnel. Competence management skills ensure that the competence capital of the organisation will be fostered and developed in the competitive field of the future.

Course competences
Learning to learn
Operating in a workplace
Business Competence

The learning objectives of the course
You understand the link between competence management and strategy, development trends in working life, future competence requirements and the performance of the organisation. You understand the significance of agile learning. You recognise the different dimensions of competence. You recognise the competence mapping, competence gaps and development plan of the organisation. You recognise competence development methods. You understand the significance of the performance and development appraisal practice in competence management.

Content

Strategy-based competence assessment and development trends in working life
Recognition of an individual’s competence, knowledge, skills, attitudes, motivation and networks as part of professional competence
Future competence requirements
Link between learning and competence
Agile learning
Tacit knowledge, competence sharing
Competence mapping, identification of competence gaps, competence assessment, development plan and methods
Performance and development appraisals as part of competence management


Tools
The course provides you with tools for competence management and for the definition, identification and goal-oriented development of competence.

Time and location

The course is conducted as contact teaching.
The course includes group presentations.

Learning materials and recommended literature

Otala, Leenamaija & Meklin, Soili. 2021. Ketterä oppiminen 2 – strategiasta käytäntöön. Kauppakamari.
Available also as e-book at JAMK library.

Viitala, Riitta. 2014. Henkilöstöjohtaminen. Strateginen kilpailutekijä. Edita Publishing Oy.
Available also as e-book at JAMK library.

Viitala, Riitta. 2021. Henkilöstöjohtaminen. Keskeiset käsitteet, teoriat ja trendit. Edita Publishing Oy.
Available also as e-book at JAMK library.

Koskinen, Keijo. 2006. Johda yrityksesi osaamista – näkökulmia pk-yrityksille. Turku: Turun kauppakorkeakoulu, Yritystoiminnan tutkimus- ja koulutuskeskus.
http://docplayer.fi/799824-Johda-yrityksesi-osaamista-nakokulmia-pk-yrityksille.html

Teaching methods

The course progresses thematically through the topics.

Interactive introduction to themes and learning tasks.
Independent study alongside group assignments.
Collaborative group discussions and peer learning.
Final task in groups of a case organization ´s competence management.

Guidance during the course is provided as follows:
Guidance on group project from the teacher and peers.
Feedback on the case project.

The grade for the course is based on the group project.

Practical training and working life connections

As an assignment in the course, students are required to acquire a collaborating company or organization for which they will prepare a competency assessment.

Exam dates and retake possibilities

Thematic learning assignments are done and returned during the course.
Group work is done according to course schedule.
Group presentations are done and returned according to course schedule.

Alternative completion methods

Accreditation (replacement and inclusion)
Recognition of prior learning and experience acquired in other ways
Studification
More detailed instructions can be found from the Degree Regulations and the Study Guide

Student workload

Preparing for lectures and for thematic learning assignments 30 h
Interactive lectures 12*2 h = 24 h
Work life case -project and its presentation 70 h
Performance appraisal discussion 11 h

Further information for students

Continuous feedback in contact teaching, self-assessment, peer assessment, and qualitative, criterion-based assessment in the final assignment.

Evaluation scale

0-5

Evaluation criteria, satisfactory (1-2)

Adequate 1
You understand the link between competence management and strategy, development trends in working life, future competence requirements and the performance of the organisation. You understand the significance of agile learning. You recognise the different dimensions of competence. You recognise the competence mapping, competence gaps and development plan of the organisation. You understand the significance of the performance and development appraisal practice in competence management. You recognise systems related to competence management. Your reporting is unstructured and inadequate.

Satisfactory 2
You are able to explain the link between competence management and strategy, development trends in working life, future competence requirements and the performance of the organisation. You are able to explain the principles of agile learning. You recognise the different dimensions of competence. You are able to present the underlying principle of the competence mapping and competence gap analysis of an organisation and outline a development plan. You are able to apply competence development methods. You are able to explain the significance of the performance and development appraisal practice in competence management. You are able to apply systems related to competence management. Your reporting is consistent, but exhibits minor shortcomings with regard to language and reporting instructions.

Evaluation criteria, good (3-4)

Good 3
You are able to analyse the link between competence management and strategy, development trends in working life, future competence requirements and the performance of the organisation. You are able to analyse the principles of agile learning. You are able to name the different dimensions of competence. You are able to organise the competence mapping of an organisation, explain the competence gaps and organise a development plan. You are able to analyse the significance of the performance and development appraisal practice in competence management. Your reporting is consistent, well-reasoned and in accordance with the reporting instructions, but contains occasional mistakes.

Very good 4
You are able to assess the link between competence management and strategy, development trends in working life, future competence requirements and the performance of the organisation. You are able to substantiate the significance of agile learning. You are able to assess the different dimensions of competence. You are able to plan and organise the competence mapping of an organisation, recognise the competence gaps and organise a development plan. You are able to assess different competence development methods. You are able to substantiate the significance of the performance and development appraisal practice in competence management. You are able to assess systems related to competence management. Your reporting is consistent, analytical and fluent and complies with the reporting instructions.

Evaluation criteria, excellent (5)

Excellent 5
You are able to produce new perspectives on the link between competence management and strategy, development trends in working life, future competence requirements and the performance of the organisation. You are able to affirm the significance of agile learning. You are able to name the different dimensions of competence. You are able to plan and organise the competence mapping of an organisation, analyse the competence gaps and organise a development plan. You are able to affirm the significance of the performance and development appraisal practice in competence management. You are able to assess and select systems related to competence management. Your reporting is consistent, convincing and critical and complies with the reporting instructions.

Prerequisites

Knowledge of the central concepts and theories of leadership.

Objectives

The object of the course
Competence management is a prerequisite for the success of organisations as part of their business strategy. It is a multi-dimensional body of knowledge and skills that extends to all organisational levels and is therefore part of the basic competence of executives, supervisors and HR professionals. The purpose of competence management is to promote the attainment of the organisation’s objectives through the utilisation, maintenance and development of the competence of the personnel. Competence management skills ensure that the competence capital of the organisation will be fostered and developed in the competitive field of the future.

Course competences
Learning to learn
Operating in a workplace
Business Competence

The learning objectives of the course
You understand the link between competence management and strategy, development trends in working life, future competence requirements and the performance of the organisation. You understand the significance of agile learning. You recognise the different dimensions of competence. You recognise the competence mapping, competence gaps and development plan of the organisation. You recognise competence development methods. You understand the significance of the performance and development appraisal practice in competence management.

Content

Strategy-based competence assessment and development trends in working life
Recognition of an individual’s competence, knowledge, skills, attitudes, motivation and networks as part of professional competence
Future competence requirements
Link between learning and competence
Agile learning
Tacit knowledge, competence sharing
Competence mapping, identification of competence gaps, competence assessment, development plan and methods
Performance and development appraisals as part of competence management


Tools
The course provides you with tools for competence management and for the definition, identification and goal-oriented development of competence.

Time and location

The course is 100% virtual.
The course includes webinars and group discussions.

Learning materials and recommended literature

Viitala, Riitta. 2014. Henkilöstöjohtaminen. Strateginen kilpailutekijä. Edita Publishing Oy. 4. painos. Available also as e-book at JAMK library.
Otala, Leenamaija & Meklin, Soili. 2021. Ketterä oppiminen 2 – strategiasta käytäntöön. Kauppakamari.
Available also as e-book at JAMK library.
Valpola, Anneli. 2013. Onnistu kehityskeskustelussa. Talentum.
Available also as e-book at JAMK library.

Teaching methods

Thematic process method on the course.

Interactive introduction to the themes and learning assignments
Independent study
Collaborative group discussions and pear learning in webinars
Acquisition of work life case-organization
Individual final assignment

Guidance during the course will be given by teacher

Practical training and working life connections

It is possible to get a brief of the the final assignment from the student´s employer.

Exam dates and retake possibilities

Thematic learning assignments are done and returned during the course.
Assignment work is done according to course schedule.

Alternative completion methods

Accreditation (replacement and inclusion)
Recognition of prior learning and experience acquired in other ways
Studification
More detailed instructions can be found from the Degree Regulations and the Study Guide

Student workload

Preparing for webinars and for thematic learning assignments 30 h
Interactive webinars 12*2 h = 24 h
Work life case - project and its presentation 70 h
Performance appraisal discussion 11 h

Further information for students

Avoin amk 5 + Avoin amk -erillisryhmä 40

Evaluation scale

0-5

Evaluation criteria, satisfactory (1-2)

Adequate 1
You understand the link between competence management and strategy, development trends in working life, future competence requirements and the performance of the organisation. You understand the significance of agile learning. You recognise the different dimensions of competence. You recognise the competence mapping, competence gaps and development plan of the organisation. You understand the significance of the performance and development appraisal practice in competence management. You recognise systems related to competence management. Your reporting is unstructured and inadequate.

Satisfactory 2
You are able to explain the link between competence management and strategy, development trends in working life, future competence requirements and the performance of the organisation. You are able to explain the principles of agile learning. You recognise the different dimensions of competence. You are able to present the underlying principle of the competence mapping and competence gap analysis of an organisation and outline a development plan. You are able to apply competence development methods. You are able to explain the significance of the performance and development appraisal practice in competence management. You are able to apply systems related to competence management. Your reporting is consistent, but exhibits minor shortcomings with regard to language and reporting instructions.

Evaluation criteria, good (3-4)

Good 3
You are able to analyse the link between competence management and strategy, development trends in working life, future competence requirements and the performance of the organisation. You are able to analyse the principles of agile learning. You are able to name the different dimensions of competence. You are able to organise the competence mapping of an organisation, explain the competence gaps and organise a development plan. You are able to analyse the significance of the performance and development appraisal practice in competence management. Your reporting is consistent, well-reasoned and in accordance with the reporting instructions, but contains occasional mistakes.

Very good 4
You are able to assess the link between competence management and strategy, development trends in working life, future competence requirements and the performance of the organisation. You are able to substantiate the significance of agile learning. You are able to assess the different dimensions of competence. You are able to plan and organise the competence mapping of an organisation, recognise the competence gaps and organise a development plan. You are able to assess different competence development methods. You are able to substantiate the significance of the performance and development appraisal practice in competence management. You are able to assess systems related to competence management. Your reporting is consistent, analytical and fluent and complies with the reporting instructions.

Evaluation criteria, excellent (5)

Excellent 5
You are able to produce new perspectives on the link between competence management and strategy, development trends in working life, future competence requirements and the performance of the organisation. You are able to affirm the significance of agile learning. You are able to name the different dimensions of competence. You are able to plan and organise the competence mapping of an organisation, analyse the competence gaps and organise a development plan. You are able to affirm the significance of the performance and development appraisal practice in competence management. You are able to assess and select systems related to competence management. Your reporting is consistent, convincing and critical and complies with the reporting instructions.

Prerequisites

Knowledge of the central concepts and theories of leadership.

Objectives

The object of the course
Competence management is a prerequisite for the success of organisations as part of their business strategy. It is a multi-dimensional body of knowledge and skills that extends to all organisational levels and is therefore part of the basic competence of executives, supervisors and HR professionals. The purpose of competence management is to promote the attainment of the organisation’s objectives through the utilisation, maintenance and development of the competence of the personnel. Competence management skills ensure that the competence capital of the organisation will be fostered and developed in the competitive field of the future.

Course competences
Learning to learn
Operating in a workplace
Business Competence

The learning objectives of the course
You understand the link between competence management and strategy, development trends in working life, future competence requirements and the performance of the organisation. You understand the significance of agile learning. You recognise the different dimensions of competence. You recognise the competence mapping, competence gaps and development plan of the organisation. You recognise competence development methods. You understand the significance of the performance and development appraisal practice in competence management.

Content

Strategy-based competence assessment and development trends in working life
Recognition of an individual’s competence, knowledge, skills, attitudes, motivation and networks as part of professional competence
Future competence requirements
Link between learning and competence
Agile learning
Tacit knowledge, competence sharing
Competence mapping, identification of competence gaps, competence assessment, development plan and methods
Performance and development appraisals as part of competence management


Tools
The course provides you with tools for competence management and for the definition, identification and goal-oriented development of competence.

Time and location

The course is conducted mainly as contact lessons. Virtual guidance is also included in the course.

Learning materials and recommended literature

Otala, Leenamaija & Meklin, Soili. 2021. Ketterä oppiminen 2 – strategiasta käytäntöön. Kauppakamari. (myös e-kirja)
Viitala, Riitta. 2021. Henkilöstöjohtaminen. Keskeiset käsitteet, teoriat ja trendit. Edita Publishing Oy. (myös e-kirja)
Koskinen, Keijo. 2006. Johda yrityksesi osaamista – näkökulmia pk-yrityksille. Turku: Turun kauppakorkeakoulu, Yritystoiminnan tutkimus- ja koulutuskeskus.
http://docplayer.fi/799824-Johda-yrityksesi-osaamista-nakokulmia-pk-yrityksille.html
Työelämä 2020 -hanke. Osaamisen johtaminen
https://docplayer.fi/17813941-Osaamisen-johtaminen.html
Valpola, Anneli. 2013. Onnistu kehityskeskustelussa. Talentum. (myös e-kirja)
World Economic Forum. The Future of Jobs Report 2020
https://www.weforum.org/reports/the-future-of-jobs-report-2020/digest
Opetushallitus. Osaaminen 2035. Raportit ja selvitykset 2019:3
https://www.oph.fi/sites/default/files/documents/osaaminen_2035.pdf

Sekä mahdollinen muu relevantti oppimateriaali teemakohtaisesti.

Teaching methods

Thematic process method on the course.

Interactive introduction to the themes and learning assignments
Flipped learning
Independent and group study
Collaborative group discussions and pear learning in contact lessons
Acquisition of work life case-organization as a group work
Compentence inventory in a case organization as a group project
Group performance appraisal discussion

Guidance during the course will be given in contact lessons and in case-project both by teacher and by peer students. Collective feedback about the case project.

The grade of the course consists of the group project.

Practical training and working life connections

In the course a competence inventory is done in work life case-organization. Competence inventory as a case project is possible to do also in student´s employer organization.

Exam dates and retake possibilities

Thematic learning assignments are done and returned during the course.
Group work is done according to course schedule.
Group project and presentations are done according to course schedule.
The group project assignment is scheduled to be returned in the beginning of December 2023.
A more detailed schedule of assignments and returns, as well as retakes, will be announced at the beginning of the course.

Alternative completion methods

Accreditation (replacement and inclusion)
Recognition of prior learning and experience acquired in other ways
Studification
More detailed instructions can be found from the Degree Regulations and the Study Guide

Student workload

Preparing for contact lessons and for thematic learning assignments 30 h
Interactive contact lessons 12*2 h = 24 h
Work life case -project and its presentation 70 h
Performance appraisal discussion 11 h

Further information for students

The course assessment methods include:
Assessment of own competence in relation to the group project.
Self-assessment and peer assessment in relation to the group work.
Teacher’s and case organisation´s feedback on group project.
Assessment of competence, feedback and course grade based on the competence assessments and group project.

Evaluation scale

0-5

Evaluation criteria, satisfactory (1-2)

Adequate 1
You understand the link between competence management and strategy, development trends in working life, future competence requirements and the performance of the organisation. You understand the significance of agile learning. You recognise the different dimensions of competence. You recognise the competence mapping, competence gaps and development plan of the organisation. You understand the significance of the performance and development appraisal practice in competence management. You recognise systems related to competence management. Your reporting is unstructured and inadequate.

Satisfactory 2
You are able to explain the link between competence management and strategy, development trends in working life, future competence requirements and the performance of the organisation. You are able to explain the principles of agile learning. You recognise the different dimensions of competence. You are able to present the underlying principle of the competence mapping and competence gap analysis of an organisation and outline a development plan. You are able to apply competence development methods. You are able to explain the significance of the performance and development appraisal practice in competence management. You are able to apply systems related to competence management. Your reporting is consistent, but exhibits minor shortcomings with regard to language and reporting instructions.

Evaluation criteria, good (3-4)

Good 3
You are able to analyse the link between competence management and strategy, development trends in working life, future competence requirements and the performance of the organisation. You are able to analyse the principles of agile learning. You are able to name the different dimensions of competence. You are able to organise the competence mapping of an organisation, explain the competence gaps and organise a development plan. You are able to analyse the significance of the performance and development appraisal practice in competence management. Your reporting is consistent, well-reasoned and in accordance with the reporting instructions, but contains occasional mistakes.

Very good 4
You are able to assess the link between competence management and strategy, development trends in working life, future competence requirements and the performance of the organisation. You are able to substantiate the significance of agile learning. You are able to assess the different dimensions of competence. You are able to plan and organise the competence mapping of an organisation, recognise the competence gaps and organise a development plan. You are able to assess different competence development methods. You are able to substantiate the significance of the performance and development appraisal practice in competence management. You are able to assess systems related to competence management. Your reporting is consistent, analytical and fluent and complies with the reporting instructions.

Evaluation criteria, excellent (5)

Excellent 5
You are able to produce new perspectives on the link between competence management and strategy, development trends in working life, future competence requirements and the performance of the organisation. You are able to affirm the significance of agile learning. You are able to name the different dimensions of competence. You are able to plan and organise the competence mapping of an organisation, analyse the competence gaps and organise a development plan. You are able to affirm the significance of the performance and development appraisal practice in competence management. You are able to assess and select systems related to competence management. Your reporting is consistent, convincing and critical and complies with the reporting instructions.

Prerequisites

Knowledge of the central concepts and theories of leadership.

Objectives

The object of the course
Competence management is a prerequisite for the success of organisations as part of their business strategy. It is a multi-dimensional body of knowledge and skills that extends to all organisational levels and is therefore part of the basic competence of executives, supervisors and HR professionals. The purpose of competence management is to promote the attainment of the organisation’s objectives through the utilisation, maintenance and development of the competence of the personnel. Competence management skills ensure that the competence capital of the organisation will be fostered and developed in the competitive field of the future.

Course competences
Learning to learn
Operating in a workplace
Business Competence

The learning objectives of the course
You understand the link between competence management and strategy, development trends in working life, future competence requirements and the performance of the organisation. You understand the significance of agile learning. You recognise the different dimensions of competence. You recognise the competence mapping, competence gaps and development plan of the organisation. You recognise competence development methods. You understand the significance of the performance and development appraisal practice in competence management.

Content

Strategy-based competence assessment and development trends in working life
Recognition of an individual’s competence, knowledge, skills, attitudes, motivation and networks as part of professional competence
Future competence requirements
Link between learning and competence
Agile learning
Tacit knowledge, competence sharing
Competence mapping, identification of competence gaps, competence assessment, development plan and methods
Performance and development appraisals as part of competence management


Tools
The course provides you with tools for competence management and for the definition, identification and goal-oriented development of competence.

Time and location

The course is 100% virtual.
The course includes webinars and group presentations.

Learning materials and recommended literature

Otala, Leenamaija & Meklin, Soili. 2021. Ketterä oppiminen 2 – strategiasta käytäntöön. Kauppakamari.
Available also as e-book at JAMK library.

Viitala, Riitta. 2014. Henkilöstöjohtaminen. Strateginen kilpailutekijä. Edita Publishing Oy.
Available also as e-book at JAMK library.

Viitala, Riitta. 2021. Henkilöstöjohtaminen. Keskeiset käsitteet, teoriat ja trendit. Edita Publishing Oy.
Available also as e-book at JAMK library.

Koskinen, Keijo. 2006. Johda yrityksesi osaamista – näkökulmia pk-yrityksille. Turku: Turun kauppakorkeakoulu, Yritystoiminnan tutkimus- ja koulutuskeskus.
http://docplayer.fi/799824-Johda-yrityksesi-osaamista-nakokulmia-pk-yrityksille.html

Työelämä 2020 -hanke. Osaamisen johtaminen
https://docplayer.fi/17813941-Osaamisen-johtaminen.html

Valpola, Anneli. 2013. Onnistu kehityskeskustelussa. Talentum.
Available also as e-book at JAMK library.

Viitala, Riitta. Johda Osaamista. Luentosarja 7/7 Youtubessa. Fountain Park.
https://www.youtube.com/watch?v=6DY-fXSjNWY

The Future of Jobs Report 2020
https://www.weforum.org/agenda/2020/10/top-10-work-skills-of-tomorrow-how-long-it-takes-to-learn-them/

World Economic Forum Report 2020
https://www.weforum.org/reports/the-future-of-jobs-report-2020/digest

Osaaminen 2035
https://www.oph.fi/sites/default/files/documents/osaaminen_2035.pdf

Teaching methods

Thematic process method on the course.

Interactive introduction to the themes and learning assignments
Independent and group study
Collaborative group discussions and pear learning in webinars
Acquisition of work life case-organization and competence of case-organization as an individual, pair or group work
Group reflection as a performance appraisal discussion
Final assignment

Guidance during the course will be given both by teacher and by peer students. Collective feedback about the case project. The grade of the course consists of the group project.

Practical training and working life connections

It is possible to get a brief of the the final assignment from the student´s employer.

Exam dates and retake possibilities

Thematic learning assignments are done and returned during the course.
Group work is done according to course schedule.
Group presentations are done according to course schedule.
The final assignment is scheduled to be returned in December 2023. A more detailed schedule will be announced at the beginning of the course.

Alternative completion methods

Accreditation (replacement and inclusion)
Recognition of prior learning and experience acquired in other ways
Studification
More detailed instructions can be found from the Degree Regulations and the Study Guide

Student workload

Preparing for webinars and for thematic learning assignments 30 h
Interactive webinars 12*2 h = 24 h
Work life case -project and its presentation 70 h
Performance appraisal discussion 11 h

Further information for students

Avoin amk 3

Evaluation scale

0-5

Evaluation criteria, satisfactory (1-2)

Adequate 1
You understand the link between competence management and strategy, development trends in working life, future competence requirements and the performance of the organisation. You understand the significance of agile learning. You recognise the different dimensions of competence. You recognise the competence mapping, competence gaps and development plan of the organisation. You understand the significance of the performance and development appraisal practice in competence management. You recognise systems related to competence management. Your reporting is unstructured and inadequate.

Satisfactory 2
You are able to explain the link between competence management and strategy, development trends in working life, future competence requirements and the performance of the organisation. You are able to explain the principles of agile learning. You recognise the different dimensions of competence. You are able to present the underlying principle of the competence mapping and competence gap analysis of an organisation and outline a development plan. You are able to apply competence development methods. You are able to explain the significance of the performance and development appraisal practice in competence management. You are able to apply systems related to competence management. Your reporting is consistent, but exhibits minor shortcomings with regard to language and reporting instructions.

Evaluation criteria, good (3-4)

Good 3
You are able to analyse the link between competence management and strategy, development trends in working life, future competence requirements and the performance of the organisation. You are able to analyse the principles of agile learning. You are able to name the different dimensions of competence. You are able to organise the competence mapping of an organisation, explain the competence gaps and organise a development plan. You are able to analyse the significance of the performance and development appraisal practice in competence management. Your reporting is consistent, well-reasoned and in accordance with the reporting instructions, but contains occasional mistakes.

Very good 4
You are able to assess the link between competence management and strategy, development trends in working life, future competence requirements and the performance of the organisation. You are able to substantiate the significance of agile learning. You are able to assess the different dimensions of competence. You are able to plan and organise the competence mapping of an organisation, recognise the competence gaps and organise a development plan. You are able to assess different competence development methods. You are able to substantiate the significance of the performance and development appraisal practice in competence management. You are able to assess systems related to competence management. Your reporting is consistent, analytical and fluent and complies with the reporting instructions.

Evaluation criteria, excellent (5)

Excellent 5
You are able to produce new perspectives on the link between competence management and strategy, development trends in working life, future competence requirements and the performance of the organisation. You are able to affirm the significance of agile learning. You are able to name the different dimensions of competence. You are able to plan and organise the competence mapping of an organisation, analyse the competence gaps and organise a development plan. You are able to affirm the significance of the performance and development appraisal practice in competence management. You are able to assess and select systems related to competence management. Your reporting is consistent, convincing and critical and complies with the reporting instructions.

Prerequisites

Knowledge of the central concepts and theories of leadership.

Objectives

The object of the course
Competence management is a prerequisite for the success of organisations as part of their business strategy. It is a multi-dimensional body of knowledge and skills that extends to all organisational levels and is therefore part of the basic competence of executives, supervisors and HR professionals. The purpose of competence management is to promote the attainment of the organisation’s objectives through the utilisation, maintenance and development of the competence of the personnel. Competence management skills ensure that the competence capital of the organisation will be fostered and developed in the competitive field of the future.

Course competences
Learning to learn
Operating in a workplace
Business Competence

The learning objectives of the course
You understand the link between competence management and strategy, development trends in working life, future competence requirements and the performance of the organisation. You understand the significance of agile learning. You recognise the different dimensions of competence. You recognise the competence mapping, competence gaps and development plan of the organisation. You recognise competence development methods. You understand the significance of the performance and development appraisal practice in competence management.

Content

Strategy-based competence assessment and development trends in working life
Recognition of an individual’s competence, knowledge, skills, attitudes, motivation and networks as part of professional competence
Future competence requirements
Link between learning and competence
Agile learning
Tacit knowledge, competence sharing
Competence mapping, identification of competence gaps, competence assessment, development plan and methods
Performance and development appraisals as part of competence management


Tools
The course provides you with tools for competence management and for the definition, identification and goal-oriented development of competence.

Further information for students

Avoin amk 40 (HR-paketti)

Evaluation scale

0-5

Evaluation criteria, satisfactory (1-2)

Adequate 1
You understand the link between competence management and strategy, development trends in working life, future competence requirements and the performance of the organisation. You understand the significance of agile learning. You recognise the different dimensions of competence. You recognise the competence mapping, competence gaps and development plan of the organisation. You understand the significance of the performance and development appraisal practice in competence management. You recognise systems related to competence management. Your reporting is unstructured and inadequate.

Satisfactory 2
You are able to explain the link between competence management and strategy, development trends in working life, future competence requirements and the performance of the organisation. You are able to explain the principles of agile learning. You recognise the different dimensions of competence. You are able to present the underlying principle of the competence mapping and competence gap analysis of an organisation and outline a development plan. You are able to apply competence development methods. You are able to explain the significance of the performance and development appraisal practice in competence management. You are able to apply systems related to competence management. Your reporting is consistent, but exhibits minor shortcomings with regard to language and reporting instructions.

Evaluation criteria, good (3-4)

Good 3
You are able to analyse the link between competence management and strategy, development trends in working life, future competence requirements and the performance of the organisation. You are able to analyse the principles of agile learning. You are able to name the different dimensions of competence. You are able to organise the competence mapping of an organisation, explain the competence gaps and organise a development plan. You are able to analyse the significance of the performance and development appraisal practice in competence management. Your reporting is consistent, well-reasoned and in accordance with the reporting instructions, but contains occasional mistakes.

Very good 4
You are able to assess the link between competence management and strategy, development trends in working life, future competence requirements and the performance of the organisation. You are able to substantiate the significance of agile learning. You are able to assess the different dimensions of competence. You are able to plan and organise the competence mapping of an organisation, recognise the competence gaps and organise a development plan. You are able to assess different competence development methods. You are able to substantiate the significance of the performance and development appraisal practice in competence management. You are able to assess systems related to competence management. Your reporting is consistent, analytical and fluent and complies with the reporting instructions.

Evaluation criteria, excellent (5)

Excellent 5
You are able to produce new perspectives on the link between competence management and strategy, development trends in working life, future competence requirements and the performance of the organisation. You are able to affirm the significance of agile learning. You are able to name the different dimensions of competence. You are able to plan and organise the competence mapping of an organisation, analyse the competence gaps and organise a development plan. You are able to affirm the significance of the performance and development appraisal practice in competence management. You are able to assess and select systems related to competence management. Your reporting is consistent, convincing and critical and complies with the reporting instructions.

Prerequisites

Knowledge of the central concepts and theories of leadership.

Objectives

The object of the course
Competence management is a prerequisite for the success of organisations as part of their business strategy. It is a multi-dimensional body of knowledge and skills that extends to all organisational levels and is therefore part of the basic competence of executives, supervisors and HR professionals. The purpose of competence management is to promote the attainment of the organisation’s objectives through the utilisation, maintenance and development of the competence of the personnel. Competence management skills ensure that the competence capital of the organisation will be fostered and developed in the competitive field of the future.

Course competences
Learning to learn
Operating in a workplace
Business Competence

The learning objectives of the course
You understand the link between competence management and strategy, development trends in working life, future competence requirements and the performance of the organisation. You understand the significance of agile learning. You recognise the different dimensions of competence. You recognise the competence mapping, competence gaps and development plan of the organisation. You recognise competence development methods. You understand the significance of the performance and development appraisal practice in competence management.

Content

Strategy-based competence assessment and development trends in working life
Recognition of an individual’s competence, knowledge, skills, attitudes, motivation and networks as part of professional competence
Future competence requirements
Link between learning and competence
Agile learning
Tacit knowledge, competence sharing
Competence mapping, identification of competence gaps, competence assessment, development plan and methods
Performance and development appraisals as part of competence management


Tools
The course provides you with tools for competence management and for the definition, identification and goal-oriented development of competence.

Evaluation scale

0-5

Evaluation criteria, satisfactory (1-2)

Adequate 1
You understand the link between competence management and strategy, development trends in working life, future competence requirements and the performance of the organisation. You understand the significance of agile learning. You recognise the different dimensions of competence. You recognise the competence mapping, competence gaps and development plan of the organisation. You understand the significance of the performance and development appraisal practice in competence management. You recognise systems related to competence management. Your reporting is unstructured and inadequate.

Satisfactory 2
You are able to explain the link between competence management and strategy, development trends in working life, future competence requirements and the performance of the organisation. You are able to explain the principles of agile learning. You recognise the different dimensions of competence. You are able to present the underlying principle of the competence mapping and competence gap analysis of an organisation and outline a development plan. You are able to apply competence development methods. You are able to explain the significance of the performance and development appraisal practice in competence management. You are able to apply systems related to competence management. Your reporting is consistent, but exhibits minor shortcomings with regard to language and reporting instructions.

Evaluation criteria, good (3-4)

Good 3
You are able to analyse the link between competence management and strategy, development trends in working life, future competence requirements and the performance of the organisation. You are able to analyse the principles of agile learning. You are able to name the different dimensions of competence. You are able to organise the competence mapping of an organisation, explain the competence gaps and organise a development plan. You are able to analyse the significance of the performance and development appraisal practice in competence management. Your reporting is consistent, well-reasoned and in accordance with the reporting instructions, but contains occasional mistakes.

Very good 4
You are able to assess the link between competence management and strategy, development trends in working life, future competence requirements and the performance of the organisation. You are able to substantiate the significance of agile learning. You are able to assess the different dimensions of competence. You are able to plan and organise the competence mapping of an organisation, recognise the competence gaps and organise a development plan. You are able to assess different competence development methods. You are able to substantiate the significance of the performance and development appraisal practice in competence management. You are able to assess systems related to competence management. Your reporting is consistent, analytical and fluent and complies with the reporting instructions.

Evaluation criteria, excellent (5)

Excellent 5
You are able to produce new perspectives on the link between competence management and strategy, development trends in working life, future competence requirements and the performance of the organisation. You are able to affirm the significance of agile learning. You are able to name the different dimensions of competence. You are able to plan and organise the competence mapping of an organisation, analyse the competence gaps and organise a development plan. You are able to affirm the significance of the performance and development appraisal practice in competence management. You are able to assess and select systems related to competence management. Your reporting is consistent, convincing and critical and complies with the reporting instructions.

Prerequisites

Knowledge of the central concepts and theories of leadership.

Objectives

The object of the course
Competence management is a prerequisite for the success of organisations as part of their business strategy. It is a multi-dimensional body of knowledge and skills that extends to all organisational levels and is therefore part of the basic competence of executives, supervisors and HR professionals. The purpose of competence management is to promote the attainment of the organisation’s objectives through the utilisation, maintenance and development of the competence of the personnel. Competence management skills ensure that the competence capital of the organisation will be fostered and developed in the competitive field of the future.

Course competences
Learning to learn
Operating in a workplace
Business Competence

The learning objectives of the course
You understand the link between competence management and strategy, development trends in working life, future competence requirements and the performance of the organisation. You understand the significance of agile learning. You recognise the different dimensions of competence. You recognise the competence mapping, competence gaps and development plan of the organisation. You recognise competence development methods. You understand the significance of the performance and development appraisal practice in competence management.

Content

Strategy-based competence assessment and development trends in working life
Recognition of an individual’s competence, knowledge, skills, attitudes, motivation and networks as part of professional competence
Future competence requirements
Link between learning and competence
Agile learning
Tacit knowledge, competence sharing
Competence mapping, identification of competence gaps, competence assessment, development plan and methods
Performance and development appraisals as part of competence management


Tools
The course provides you with tools for competence management and for the definition, identification and goal-oriented development of competence.

Time and location

The course is conducted mainly as contact lessons. Virtual guidance is also included in the course.

Learning materials and recommended literature

Otala, Leenamaija & Meklin, Soili. 2021. Ketterä oppiminen 2 – strategiasta käytäntöön. Kauppakamari. (myös e-kirja)
Viitala, Riitta. 2021. Henkilöstöjohtaminen. Keskeiset käsitteet, teoriat ja trendit. Edita Publishing Oy. (myös e-kirja)
Koskinen, Keijo. 2006. Johda yrityksesi osaamista – näkökulmia pk-yrityksille. Turku: Turun kauppakorkeakoulu, Yritystoiminnan tutkimus- ja koulutuskeskus.
http://docplayer.fi/799824-Johda-yrityksesi-osaamista-nakokulmia-pk-yrityksille.html
Työelämä 2020 -hanke. Osaamisen johtaminen
https://docplayer.fi/17813941-Osaamisen-johtaminen.html
Valpola, Anneli. 2013. Onnistu kehityskeskustelussa. Talentum. (myös e-kirja)
World Economic Forum. The Future of Jobs Report 2020
https://www.weforum.org/reports/the-future-of-jobs-report-2020/digest
Opetushallitus. Osaaminen 2035. Raportit ja selvitykset 2019:3
https://www.oph.fi/sites/default/files/documents/osaaminen_2035.pdf

Sekä mahdollinen muu relevantti oppimateriaali teemakohtaisesti.

Teaching methods

Thematic process method on the course.

Interactive introduction to the themes and learning assignments
Flipped learning
Independent and group study
Collaborative group discussions and pear learning in contact lessons
Acquisition of work life case-organization as a group work
Compentence inventory in a case organization as a group project
Group performance appraisal discussion

Guidance during the course will be given in contact lessons and in case-project both by teacher and by peer students. Collective feedback about the case project.

The grade of the course consists of the group project.

Practical training and working life connections

In the course a competence inventory is done in work life case-organization. Competence inventory as a case project is possible to do also in student´s employer organization.

Exam dates and retake possibilities

Thematic learning assignments are done and returned during the course.
Group work is done according to course schedule.
Group project and presentations are done according to course schedule.
The group project assignment is scheduled to be returned in the beginning of December 2022.
A more detailed schedule of assignments and returns, as well as retakes, will be announced at the beginning of the course.

Alternative completion methods

Accreditation (replacement and inclusion)
Recognition of prior learning and experience acquired in other ways
Studification
More detailed instructions can be found from the Degree Regulations and the Study Guide

Student workload

Preparing for contact lessons and for thematic learning assignments 30 h
Interactive contact lessons 12*2 h = 24 h
Work life case -project and its presentation 70 h
Performance appraisal discussion 11 h

Further information for students

The course assessment methods include:
Assessment of own competence in relation to the group project.
Self-assessment and peer assessment in relation to the group work.
Teacher’s and case organisation´s feedback on group project.
Assessment of competence, feedback and course grade based on the competence assessments and group project.

Evaluation scale

0-5

Evaluation criteria, satisfactory (1-2)

Adequate 1
You understand the link between competence management and strategy, development trends in working life, future competence requirements and the performance of the organisation. You understand the significance of agile learning. You recognise the different dimensions of competence. You recognise the competence mapping, competence gaps and development plan of the organisation. You understand the significance of the performance and development appraisal practice in competence management. You recognise systems related to competence management. Your reporting is unstructured and inadequate.

Satisfactory 2
You are able to explain the link between competence management and strategy, development trends in working life, future competence requirements and the performance of the organisation. You are able to explain the principles of agile learning. You recognise the different dimensions of competence. You are able to present the underlying principle of the competence mapping and competence gap analysis of an organisation and outline a development plan. You are able to apply competence development methods. You are able to explain the significance of the performance and development appraisal practice in competence management. You are able to apply systems related to competence management. Your reporting is consistent, but exhibits minor shortcomings with regard to language and reporting instructions.

Evaluation criteria, good (3-4)

Good 3
You are able to analyse the link between competence management and strategy, development trends in working life, future competence requirements and the performance of the organisation. You are able to analyse the principles of agile learning. You are able to name the different dimensions of competence. You are able to organise the competence mapping of an organisation, explain the competence gaps and organise a development plan. You are able to analyse the significance of the performance and development appraisal practice in competence management. Your reporting is consistent, well-reasoned and in accordance with the reporting instructions, but contains occasional mistakes.

Very good 4
You are able to assess the link between competence management and strategy, development trends in working life, future competence requirements and the performance of the organisation. You are able to substantiate the significance of agile learning. You are able to assess the different dimensions of competence. You are able to plan and organise the competence mapping of an organisation, recognise the competence gaps and organise a development plan. You are able to assess different competence development methods. You are able to substantiate the significance of the performance and development appraisal practice in competence management. You are able to assess systems related to competence management. Your reporting is consistent, analytical and fluent and complies with the reporting instructions.

Evaluation criteria, excellent (5)

Excellent 5
You are able to produce new perspectives on the link between competence management and strategy, development trends in working life, future competence requirements and the performance of the organisation. You are able to affirm the significance of agile learning. You are able to name the different dimensions of competence. You are able to plan and organise the competence mapping of an organisation, analyse the competence gaps and organise a development plan. You are able to affirm the significance of the performance and development appraisal practice in competence management. You are able to assess and select systems related to competence management. Your reporting is consistent, convincing and critical and complies with the reporting instructions.

Prerequisites

Knowledge of the central concepts and theories of leadership.

Objectives

The object of the course
Competence management is a prerequisite for the success of organisations as part of their business strategy. It is a multi-dimensional body of knowledge and skills that extends to all organisational levels and is therefore part of the basic competence of executives, supervisors and HR professionals. The purpose of competence management is to promote the attainment of the organisation’s objectives through the utilisation, maintenance and development of the competence of the personnel. Competence management skills ensure that the competence capital of the organisation will be fostered and developed in the competitive field of the future.

Course competences
Learning to learn
Operating in a workplace
Business Competence

The learning objectives of the course
You understand the link between competence management and strategy, development trends in working life, future competence requirements and the performance of the organisation. You understand the significance of agile learning. You recognise the different dimensions of competence. You recognise the competence mapping, competence gaps and development plan of the organisation. You recognise competence development methods. You understand the significance of the performance and development appraisal practice in competence management.

Content

Strategy-based competence assessment and development trends in working life
Recognition of an individual’s competence, knowledge, skills, attitudes, motivation and networks as part of professional competence
Future competence requirements
Link between learning and competence
Agile learning
Tacit knowledge, competence sharing
Competence mapping, identification of competence gaps, competence assessment, development plan and methods
Performance and development appraisals as part of competence management


Tools
The course provides you with tools for competence management and for the definition, identification and goal-oriented development of competence.

Time and location

The course is 100% virtual.
The course includes webinars and group presentations.

Learning materials and recommended literature

Otala, Leenamaija & Meklin, Soili. 2021. Ketterä oppiminen 2 – strategiasta käytäntöön. Kauppakamari.
Available also as e-book at JAMK library.

Viitala, Riitta. 2014. Henkilöstöjohtaminen. Strateginen kilpailutekijä. Edita Publishing Oy.
Available also as e-book at JAMK library.

Viitala, Riitta. 2021. Henkilöstöjohtaminen. Keskeiset käsitteet, teoriat ja trendit. Edita Publishing Oy.
Available also as e-book at JAMK library.

Koskinen, Keijo. 2006. Johda yrityksesi osaamista – näkökulmia pk-yrityksille. Turku: Turun kauppakorkeakoulu, Yritystoiminnan tutkimus- ja koulutuskeskus.
http://docplayer.fi/799824-Johda-yrityksesi-osaamista-nakokulmia-pk-yrityksille.html

Työelämä 2020 -hanke. Osaamisen johtaminen
https://docplayer.fi/17813941-Osaamisen-johtaminen.html

Valpola, Anneli. 2013. Onnistu kehityskeskustelussa. Talentum.
Available also as e-book at JAMK library.

Viitala, Riitta. Johda Osaamista. Luentosarja 7/7 Youtubessa. Fountain Park.
https://www.youtube.com/watch?v=6DY-fXSjNWY

The Future of Jobs Report 2020
https://www.weforum.org/agenda/2020/10/top-10-work-skills-of-tomorrow-how-long-it-takes-to-learn-them/

World Economic Forum Report 2020
https://www.weforum.org/reports/the-future-of-jobs-report-2020/digest

Osaaminen 2035
https://www.oph.fi/sites/default/files/documents/osaaminen_2035.pdf

Teaching methods

Thematic process method on the course.

Interactive introduction to the themes and learning assignments
Independent and group study
Collaborative group discussions and pear learning in webinars
Acquisition of work life case-organization and competence of case-organization as a group work
Group reflection as a performance appraisal discussion
Collective final assignment

Guidance during the course will be given both by teacher and by peer students. Collective feedback about the case project. The grade of the course consists of the group project.

Practical training and working life connections

It is possible to get a brief of the the final assignment from the student´s employer.

Exam dates and retake possibilities

Thematic learning assignments are done and returned during the course.
Group work is done according to course schedule.
Group presentations are done according to course schedule.
The group project assignment is scheduled to be returned in December 2022. A more detailed schedule will be announced at the beginning of the course.

Alternative completion methods

Accreditation (replacement and inclusion)
Recognition of prior learning and experience acquired in other ways
Studification
More detailed instructions can be found from the Degree Regulations and the Study Guide

Student workload

Preparing for webinars and for thematic learning assignments 30 h
Interactive webinars 12*2 h = 24 h
Work life case -group project and its presentation 70 h
Performance appraisal discussion 11 h

Further information for students

Avoin amk 3

Evaluation scale

0-5

Evaluation criteria, satisfactory (1-2)

Adequate 1
You understand the link between competence management and strategy, development trends in working life, future competence requirements and the performance of the organisation. You understand the significance of agile learning. You recognise the different dimensions of competence. You recognise the competence mapping, competence gaps and development plan of the organisation. You understand the significance of the performance and development appraisal practice in competence management. You recognise systems related to competence management. Your reporting is unstructured and inadequate.

Satisfactory 2
You are able to explain the link between competence management and strategy, development trends in working life, future competence requirements and the performance of the organisation. You are able to explain the principles of agile learning. You recognise the different dimensions of competence. You are able to present the underlying principle of the competence mapping and competence gap analysis of an organisation and outline a development plan. You are able to apply competence development methods. You are able to explain the significance of the performance and development appraisal practice in competence management. You are able to apply systems related to competence management. Your reporting is consistent, but exhibits minor shortcomings with regard to language and reporting instructions.

Evaluation criteria, good (3-4)

Good 3
You are able to analyse the link between competence management and strategy, development trends in working life, future competence requirements and the performance of the organisation. You are able to analyse the principles of agile learning. You are able to name the different dimensions of competence. You are able to organise the competence mapping of an organisation, explain the competence gaps and organise a development plan. You are able to analyse the significance of the performance and development appraisal practice in competence management. Your reporting is consistent, well-reasoned and in accordance with the reporting instructions, but contains occasional mistakes.

Very good 4
You are able to assess the link between competence management and strategy, development trends in working life, future competence requirements and the performance of the organisation. You are able to substantiate the significance of agile learning. You are able to assess the different dimensions of competence. You are able to plan and organise the competence mapping of an organisation, recognise the competence gaps and organise a development plan. You are able to assess different competence development methods. You are able to substantiate the significance of the performance and development appraisal practice in competence management. You are able to assess systems related to competence management. Your reporting is consistent, analytical and fluent and complies with the reporting instructions.

Evaluation criteria, excellent (5)

Excellent 5
You are able to produce new perspectives on the link between competence management and strategy, development trends in working life, future competence requirements and the performance of the organisation. You are able to affirm the significance of agile learning. You are able to name the different dimensions of competence. You are able to plan and organise the competence mapping of an organisation, analyse the competence gaps and organise a development plan. You are able to affirm the significance of the performance and development appraisal practice in competence management. You are able to assess and select systems related to competence management. Your reporting is consistent, convincing and critical and complies with the reporting instructions.

Prerequisites

Knowledge of the central concepts and theories of leadership.