Talent Management

In particular AmikiGroup works with the development of 5 competences in our arrangement of talent programmes. The talent programmes are developed and made up in accordance with the customer’s needs. The competences we especially contribute to developing are the following:

Personal competence (focus and development variables)

1. Ensure that critical incidents do not affect the individual in an undesirable way and become decisive for the way the individual acts 
2. Ensure that curiosity and the desire to develop are generated, among other things through an appropriate degree of disturbance
3. Professional ethics
4. Attunement of expectations (highest and lowest expectations to one self safety zone)
5. Pride and impact (The performance triangle (posture, language and own conviction))

Social Competence (focus and development variables)

1. Ensure that others are part of the knowledge production
2. The forming of constructive relations (The establishment of a suitable degree of professional intimacy)
3. Ensure mutual consequences in the development process
4. The establishment of a suitable degree of professional intimacy
5. Analysis of how relations are formed and its consequences

Action Competence (focus and development variables)

1. Initiation of development processes
2. Adjust frameworks, roles and rules
3. Frameworks (the framework we are to act it, what resources and material do we have at our disposal)
4. Roles (who has the responsibility for what and what do we expect from each other)
5. Rules (which code of practice do we work under)
6. Utilization of others’ reflections and their space of action
7. How do we generate energy and mobilize resources from each other
8. Ensure attention with a view to creating something new, retaining initiatives and utilisation
9. Organisation of communication processes 

 Reflective Competence (focus and development variables)

1. Create space in order for colleagues to be able to mirror themselves and others in the learning process
2. Work with shifts in the level of abstraction (think out of the box but be able to make things practice-related at the same time)
3. Attune concepts and models
4. Relevance and coherence in relation to initiatives

 Political Competence

1. Know and understand how bases of power are formed and their position in the organisation
2. Understand how these bases of power can be influenced
3. Involvement and information and how to influence bases of power
4. How to handle and involve an organisation’s 5 powerful persons
5. The invisible intersections are run by the powerful 5 and thus ought to be oriented and heard