Smart Talent Management: Building Knowledge Assets for Competitive AdvantageVlad Vaiman, Charles Vance . . . the editors have done a good job of bringing together a series of contributions which provide a useful and welcome expansion of the theoretical foundations of talent management through a knowledge management lens. David Collings, Personnel Review Th |
Contents
| 1 | |
PART 1 HR planning and staffing | 17 |
2 Critical considerations of talent management and knowledge management for effective HR planning | 19 |
3 Talent staffing systems for effective knowledge management | 33 |
4 Attracting and retaining Generation Y knowledge worker talent | 66 |
PART 2 Training and coaching | 91 |
5 The role of social networks in managing organizational talent knowledge and employee learning | 93 |
6 The power of career counseling for enhanced talent and knowledge management | 119 |
PART 3 Performance management | 159 |
8 Reward and recognition concepts that support talent and knowledge management initiatives | 161 |
the case for a congruent relationship | 176 |
PART 4 Organizational learning and development | 193 |
10 Talent management and the global learning organization | 195 |
bridging the link between talent management and knowledge management | 217 |
12 Certifying knowledge and skills is critical for talent management | 234 |
Index | 263 |
Other editions - View all
Smart Talent Management: Building Knowledge Assets for Competitive Advantage Vlad Vaiman,Charles Vance No preview available - 2008 |
Smart Talent Management: Building Knowledge Assets for Competitive Advantage Vlad Vaiman,Charles M. Vance No preview available - 2010 |
Common terms and phrases
Academy of Management accelerated development program action theories activities actors agement apply assessment assets attract behaviors capture career counseling career development career discussions career management career mobility certification challenge competencies competitive advantage consultancy create critical culture effective enhance example feedback firm functional global goals Harvard Business School hiring HR planning human capital Human Resource Management identified implementation important individual integrated International izational job rotation Journal knowledge management knowledge transfer knowledge workers learning network learning paths learning programs learning-relevant experiences line managers ment mentoring motivation Nonaka one’s opportunities organization’s organizational learning organizations need participants performance management perspective positions potential practices professional recruitment relationships retention Review reward role skills social capital social networks stocks and flows strategy structure succession planning Sustained Competitive Advantage tacit knowledge talent management talent staffing systems tion workforce