Smart Talent Management
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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.
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Chapter 2: Critical Considerations of Talent Management and Knowledge Management for Effective HR Planning

Patrick F. Schutz and Donald A. Carpenter


2. Critical considerations of talent management and knowledge management for effective HR planning Patrick F. Schutz and Donald A. Carpenter INTRODUCTION Effective strategic management involves processes of both strategy formulation and implementation. A primary purpose of human resource (HR) planning is to join in the strategic management effort to assist the organization in formulating and achieving its strategic objectives (Greer, 2001). Certainly, the quality of an organization’s strategic management effort will depend upon the nature of the human talent, at all levels, that the organization is able to attract and mobilize through careful HR planning in formulating and implementing strategy. Thus, talent management (TM) is integral to HR planning, and the ongoing management of an organization’s human talent provides essential support to an organization’s effective strategic management process. Knowledge management (KM) processes also play a central role in the effectiveness of HR planning in serving strategic management. An organization’s human talent generates, obtains, and transfers critical knowledge used in strategy formulation. Knowledge transfer is also critical for developing understanding and ability to carry out strategy, and is essential for feedback and control in strategy implementation. In this chapter we will examine in more detail the central positions that both talent management and knowledge management play in effective HR planning. We also will examine important conditions and practices that should exist to enhance the impact of TM and KM on HR planning, and ultimately the strategic management process. 19 20 HR planning and sta...

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