Building Knowledge Assets for Competitive Advantage
Edited by Vlad Vaiman and Charles M. Vance
Chapter 12: Certifying Knowledge and Skills is Critical for Talent Management
12. Certifying knowledge and skills is critical for talent management1 Jim M. Graber and William J. Rothwell INTRODUCTION Traditional talent management eﬀorts have prioritized recruiting, development, and retention of talent, but don’t address how we multiply the impact of talented individuals while they are with the organization, or retain their best practices when they ultimately depart. Knowledge and skill management can address this gap by identiﬁcation of critical knowledge and skills, followed by systematic transfer of this information. Organizations use many approaches to capture and transfer knowledge, such as formal training, mentoring, expert networks, best practice databases, and professional gatherings. Although these practices are very valuable, their ability to transfer knowledge consistently to other employees is unclear. Employee certiﬁcation is a rigorous, proactive approach to knowledge and skills management. It systematically addresses knowledge/skill acquisition and transfer. This chapter introduces a comprehensive approach to employee certiﬁcation called CT5 and provides two contrasting case studies that highlight the manner in which certiﬁcation can be tailored to organizational needs. ‘Our new nurses are stupid. They don’t even know the basics.’2 Mary’s comment may sound a bit extreme, but through her lens of 25 years of nursing experience, the new nurses appear ill-prepared. A veteran emergency physician also present during this conversation seconded Mary’s comment, noting that when he was on a ﬂoor at the hospital where he works, and an emergency occurred, he no longer spoke to new nurses. There was no time. Instead, he directed his instructions...
You are not authenticated to view the full text of this chapter or article.