Smart Talent Management

Smart Talent Management

Building Knowledge Assets for Competitive Advantage

Edited by Vlad Vaiman and Charles M. Vance

This book takes a fresh look at human talent in organizations, focusing on employees at all levels who represent key agents of knowledge management in acquiring, transferring, and applying important knowledge for competitive advantage.

Chapter 6: The Power of Career Counseling for Enhanced Talent and Knowledge Management

Ans De Vos and Nele Soens

Subjects: business and management, human resource management


Ans De Vos and Nele Soens INTRODUCTION Practitioners and researchers generally agree that career management is an important part of an organization’s talent management (Sullivan, 1999; Baruch & Peiperl, 2000; Baruch, 2004a; Rothwell et al., 2005). Over the past decades, changes in the socio-economic environment have dramatically altered the concept of a career and have contributed to the development of new models for career management (Arthur, Inkson, & Pringle, 1999; Baruch, 2004b). Central to the notion of the so-called ‘new career’ is the concept of organizations that can no longer offer their employees careers structured along a well-defined and fairly predictable upward trajectory, which parallels their increasing tenure within the organization (Hallier & Butts, 1999; Hall, 2002; Baruch, 2004b; Arthur, Khapova, & Wilderom, 2005; Feldman & Ng, 2007). In order to remain competitive in a business environment characterized by globalization and rapid technological innovations, hierarchical layers have been replaced by flatter and more flexible structures. In this new organizational setting, lateral or horizontal movements, temporary movements, and movement ‘in place’ by job enrichment are gaining importance as valid alternatives for the traditional linear career trajectory (Arthur et al., 1999; Currie, Tempest, & Starkey, 2006; Peiperl et al., 2000). This evolution has important implications for both the demand and the supply sides of the internal labor market. On the supply side, this evolution is promising for those employees who value the development of their talent in directions that may deviate from the traditional predefined vertical career structures and who want to engage in a...

You are not authenticated to view the full text of this chapter or article.

Elgaronline requires a subscription or purchase to access the full text of books or journals. Please login through your library system or with your personal username and password on the homepage.

Non-subscribers can freely search the site, view abstracts/ extracts and download selected front matter and introductory chapters for personal use.

Your library may not have purchased all subject areas. If you are authenticated and think you should have access to this title, please contact your librarian.

Further information