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 9: Talent Management, Performance Management, and the Management of Organizational Knowledge: The Case for a Congruent Relationship

Patrick F. Schutz and Donald A. Carpenter


Patrick F. Schutz and Donald A. Carpenter INTRODUCTION The relationship between talent management (TM), performance management (PM), and knowledge management (KM) may be elusive and often confusing. Perhaps the reason for the confusion is because management practitioners in each of the three disciplines tend to become somewhat myopic in their areas of specialization. Managers spend countless hours attempting to determine how to improve their employees’ performance— always seeking the kind of practice or system that may encourage workers toward higher levels of self-motivation and productivity. Talent managers, performance managers, and knowledge managers alike are primarily concerned with accomplishing their tasks within their own environments and time constraints. Understandably, managers tend to seek answers to their questions, their challenges; as a result they tend to work in parallel universes—within the same organization. Hence, the reason for continual seminars and innumerable symposia intended to bring the practitioners of the various disciplines together to gain knowledge and share their experiences in an attempt to advance the common comprehension of what works in management and what does not. More frequently however, talent managers, performance managers, and knowledge managers choose to attend meetings and seminars that are in their own respective fields, rather than spend their limited, scarce, and valuable time discussing and learning about the potential benefits that may be derived from the creation of congruent and synergistic connections between their disciplines. Yet, human resource managers, work supervisors, department heads, and executive officers from all functional areas of the organization seem...

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