Building Knowledge Assets for Competitive Advantage
Edited by Vlad Vaiman and Charles M. Vance
Chapter 6: The Power of Career Counseling for Enhanced Talent and Knowledge Management
Ans De Vos and Nele Soens
6. The power of career counseling for enhanced talent and knowledge 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in a business environment characterized by globalization and rapid technological innovations, hierarchical layers have been replaced by ﬂatter and more ﬂexible structures.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...
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