Building Knowledge Assets for Competitive Advantage
Edited by Vlad Vaiman and Charles M. Vance
Chapter 7: Accelerated Development of Organizational Talent
Konstantin Korotov Organizations in many parts of the world are experimenting with ways to speed up the development of their management and employee talent in order to respond to current and anticipated pressures from the marketplace. They aim to equip organizational members with the skills, knowledge, attitudes, and behavioral patterns necessary for success in future roles and tasks. Those future roles and tasks are perceived to be more challenging and important than the ones currently held by the accelerated development program incumbents. At the same time, preparation for the next steps in one’s career is combined with the expectation of ongoing success in one’s current position. Stepping up to the next level is contingent upon doing extremely well in the current role, (over-)achieving the targets set, and demonstrating readiness for the next challenge. Accelerated development may also take place as part of the organization’s succession management eﬀorts. In preparation for an expected promotion of an executive, knowledge needs to be transferred to his or her potential replacement, and the latter needs support in preparation for the new job. Thus, in eﬀective accelerated development and broader succession planning and implementation eﬀorts we can see an essential link between talent management and knowledge management. Following Abel (2005), the challenge of a person going through a highspeed developmental journey in modern organizations is in the dual requirement of being excellent in the current job while preparing to take a signiﬁcantly more challenging responsibility ahead. A person put on...
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