Smart Talent Management: Building Knowledge Assets for Competitive Advantage

287 Pages·2008·1.56 MB·English

by  Vlad Vaiman

Smart Talent Management

Smart Talent
Management
Building Knowledge Assets for Competitive
Advantage
Edited by
Vlad Vaiman
FH Joanneum University of Applied Sciences,Austria
Charles M. Vance
Loyola Marymount University,USA
Edward Elgar
Cheltenham,UK • Northampton,MA,USA
© Vlad Vaiman and Charles M.Vance 2008
All rights reserved.No part of this publication may be reproduced,stored in
a retrieval system or transmitted in any form or by any means,electronic,
mechanical or photocopying,recording,or otherwise without the prior
permission of the publisher.
Published by
Edward Elgar Publishing Limited
The Lypiatts
15 Lansdown Road
Cheltenham
Glos GL50 2JA
UK
Edward Elgar Publishing,Inc.
William Pratt House
9 Dewey Court
Northampton
Massachusetts 01060
USA
A catalogue record for this book
is available from the British Library
Library ofCongress Cataloguing in Publication Data
Smart talent management :building knowledge assets for competitive
advantage / edited by Vlad Vaiman and Charles Vance.
p.cm.
Includes bibliographical references and index.
1.Knowledge management.2.Intellectual capital.3.Employee selection.
4.Personnel management.I.Vaiman,Vlad,1971– II.Vance,Charles,1952–
HD30.2.S624 2008
658.4′038—dc22
2008000458
ISBN 978 1 84720 513 1 (cased)
Printed and bound in Great Britain by MPG Books Ltd,Bodmin,Cornwall
Contents
List of figures vii
List of tables and boxes viii
List of contributors ix
1 Smart talent management:on the powerful amalgamation
of talent management and knowledge management 1
Charles M.Vance and Vlad Vaiman
PART 1 HR PLANNING AND STAFFING
2 Critical considerations of talent management and knowledge
management for effective HR planning 19
Patrick F.Schutz and Donald A.Carpenter
3 Talent staffing systems for effective knowledge management 33
Mark L.Lengnick-Hall and Leticia S.Andrade
4 Attracting and retaining Generation Y knowledge worker
talent 66
Siri Terjesen and Regina-Viola Frey
PART 2 TRAINING AND COACHING
5 The role of social networks in managing organizational
talent,knowledge and employee learning 93
Rob F.Poell and Ferd J.Van der Krogt
6 The power of career counseling for enhanced talent and
knowledge management 119
Ans De Vos and Nele Soens
7 Accelerated development of organizational talent 139
Konstantin Korotov
PART 3 PERFORMANCE MANAGEMENT
8 Reward and recognition concepts that support talent and
knowledge management initiatives 161
Nancy A.Inskeep and Bettie Hall
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vi Contents
9 Talent management,performance management,and the
management of organizational knowledge:the case for a
congruent relationship 176
Patrick F.Schutz and Donald A.Carpenter
PART 4 ORGANIZATIONAL LEARNING AND
DEVELOPMENT
10 Talent management and the global learning organization 195
Dennis Briscoe
11 Social capital:bridging the link between talent management
and knowledge management 217
Rhonda Jones
12 Certifying knowledge and skills is critical for talent
management 234
Jim M.Graber and William J.Rothwell
Index 263
Figures
3.1 Employee flows 39
4.1 Working age (15–64) population:% change expected 2005
to 2025 67
4.2 Extrinsic and intrinsic incentives 79
5.1 Process cycle 98
5.2 Relationships between the work network,work process,and
work structure 101
5.3 Four ideal-typical work-network structures along
three dimensions 104
5.4 Learning-program creation 106
5.5 Four ideal-typical learning-network structures and their
climates 107
6.1 An integrative model for career counseling within
organizations 127
9.1 Independent systems 184
9.2 Partially integrated systems 185
9.3 Fully integrated,loosely coupled systems 185
9.4 Fully integrated,tightly coupled systems 186
9.5 Comparison of performance appraisal systems 187
11.1 Nonaka’s SECI process 221
11.2 Formula for competitive advantage for all organizations 224
12.1 ALR data collection template 249
12.2 Introduction section of completed template 251
12.3 Learning objectives section of template 252
12.4 Developmental opportunities section of template 252
12.5 Knowledge and skill section of template 252
12.6 Review questions section of template 253
vii
Tables and boxes
TABLES
3.1 Issues in integrating knowledge management and talent
staffing systems 60
4.1 Mean ratings of organizational attributes by importance 73
4.2 Mean ratings and differences in perceptions 75
4.3 Relationship between attractiveness and likelihood to apply 77
4.4 Retention tools 81
5.1 Relationships expected between work-network structures
and work structures 102
5.2 Relationships expected between learning-network structures
and learning programs 111
10.1 Sample elements of intangible capital 201
12.1 Elements of CT5 241
12.2 How CT5was implemented at ALR 246
12.3 How CT5was implemented at PDC 255
BOXES
12.1 ALR’s Phase 1 steps 247
12.2 Organizational readiness dimensions assessed at ALR 247
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Contributors
Leticia S. Andrade is a doctoral student in the Organization and
Management PhD program at the University ofTexas at San Antonio.She
has an articleforthcoming in Emergence:Complexity and Organizationon
conflict in organizations. Her current research interests include: strategic
human resource management, organizational unlearning, managing
human capital in dynamic environments, and the effects of employment
discrimination on victims.
Dennis Briscoeis Professor of International Human Resource Management
and former Associate Director of the John M. Ahlers Center for
International Business at the University of San Diego. His PhD is in
Management from Michigan State University and his BBA and MBA are
from Washington State University. Dr. Briscoe has published six books,
including International Human Resource Management, 2nd edition, with
Randall Schuler (the 3rd edition,with Dr.Lisbeth Claus,is due in early 2008),
Industrial Relations Around the World,and over 60 articles.He has about 20
years’experience as a manager and human resource manager,has founded or
helped to found a number oforganizations,both for-profit and not-for-profit,
and has served on a number of boards.Dr.Briscoe has worked and lived in
15 countries and traveled fairly extensively in about 70.Dr.Briscoe taught at
the University of San Diego for 28 years (he retired in June 2007) and speaks
around the world on topics related to the new world of business and careers.
He is a member of the Academy of International Business,the Academy of
Management,Society for Industrial and Organizational Psychology (SIOP),
and Society for Human Resource Management (SHRM) Global Forum and
is recognized globally as an authority on international human resource man-
agement. Dr. Briscoe speaks and consults on organizational learning and
knowledge management,global executive development,cross-cultural com-
munication and management,and project leadership.When Dr.Briscoe is not
busy with his academic activities, he is actively engaged in volunteer work,
with organizations such as Habitat for Humanity.
Donald A.Carpenteris Professor of Computer Information Systems (CIS) in
the Department of Business at Mesa State College in Grand Junction,
Colorado.Previously he taught at Pikes Peak Community College,University
of Colorado at Colorado Springs, and University of Nebraska at Kearney,
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