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Introduction
Talent development in today’s business world is an important aspect any organization’s continuous improvement. For that matter, there is need to have a sound talent management programme in the organization. This helps improve skills and knowledge of the workforce to promote their output and for personal development. However, it is relatively important to continue reviewing training and development programme of employees in order to continuously respond to the changing needs of the organization and of the business world.
Conversely, one of the ways of achieving management effectiveness is through knowledge management. According to Bechtold (1997), knowledge management is believed to be an audit of human resource capacity as an intellectual asset. This is done by highlighting their unique sources, potential bottlenecks and critical functions which may hinder flow of knowledge for their usage.
For that matter, human resource plays a pivotal role in knowledge management. This is so since human resource processes like performance management, corporate education and nurturing culture are critical in development of an enterprise that is knowledge based.
Consequently, it was acknowledged by Bryson and others (2007) that knowledge management creates an enabling framework that facilitates achievement of competitive environment. Moreover, according to Chaharbaghi (2007), knowledge management is taken to be a set of activities that provide creation and knowledge sharing for success of the organization.
On the other hand, talent management is another concept that is applied by organizations in the corporate world in order to ensure their growth and development. Talent management therefore relates to complex collection of human resource processes that are of fundamental benefit for businesses (Holmberg & Cummings, 2009).
Nonetheless, the core purpose of talent management is to attract the best talent to the organization. This is so since talent brings forth performance. Therefore, management of talents in the organization is the strategy to effectiveness and efficiency.
For that reason, this paper discusses approaches to knowledge management by looking at different viewpoints and how they relate to today’s business world. The paper also goes further to discuss the role of human resource management in knowledge management.
Contribution of knowledge management to talent development in today’s business world
Importantly, before getting to understand the contribution of knowledge management to talent development in today’s business world, it is appropriate to understand initial development that results to knowledge management. In relation to this, there are several phases that organizations go through in order to get knowledge. This involves processing of data which passes through several stages to obtain knowledge (Choe & Roehl, 2007).
For that matter, data that is usually collected in the organization is useless unless it is processed to information. Furthermore, this information needs to be processed in order to obtain knowledge. Moreover, this knowledge in organizations is consumed and processed in order to attain wisdom which is a higher cadre of knowledge. The diagram below illustrates the phases that an organization goes through in search of knowledge.
Figure 1: A diagrammatic representation of how knowledge is processed in the organization.
Nonetheless, there are several perspectives that different authorities hold in relation to knowledge management. One of the perspectives relate to creation of knowledge. According to David and David (2003), it is believed that knowledge in any organization is created as a result of interaction and conversion between two major sources; tacit and explicit types of knowledge. However, in all these two major categories, there are several processes related to each one of them that help to acquire knowledge.
For instance, in relation to tacit knowledge, processes such as socialization in the organization take a center stage as a way of collecting knowledge. Through this experience, stakeholders are able to pass on knowledge in their possession to others through sharing experiences.
In addition, knowledge is also passed on from one person to the next through apprenticeships where people develop their own talents from imitation and observation of activities of their masters. It is at this point that Galbraith (2004) concurs with David and David (2003) that for knowledge management to be managed properly in the organization, it is relatively important for the organization to have good strategies towards talent management. Moreover, these two concepts supplement each other since each is dependent to each other.
Even so, knowledge management in the organizations in the current times is also approached through the process of externalization. According to Elbanna (2008), this is the process through which tacit knowledge is converted into explicit knowledge through approaches such as analogies, abstractions, metaphors or models.
Thereafter, explicit knowledge is documented and availed for usage by any stakeholder. For that matter, the recorded knowledge is then used during staff development programs like workshops, seminars and in house training where organization talents are developed. As a result, it is acknowledged that good knowledge management in the organization promotes talent development.
Besides, Fitzgerald (2002) opined that knowledge management in business organizations in today’s world also assumes an approach of internationalization. Internationalization of knowledge management on the other hand is taken to be a process that embodies tacit knowledge from explicit knowledge.
This is usually done through sharing of mental work practices. For instance, internationalization is usually achieved in knowledge management if knowledge is conveyed in document formats either in print or in non print. Internationalization has been facilitated by emergence of globalization and development of information communication technologies. This has enhanced development of talents in today’s business world since knowledge from all corners of the globe is shared by organizations irrespective of their geographical location.
For that matter, internationalization of knowledge has played a huge role in talent development in the current business world that is termed as a global village. The diagram below shows different approaches that organizations manage knowledge in today’s business environment which is characterized by stiff competition.
Figure 2: A diagrammatic representation of different approaches to knowledge management.
Nonetheless, according to Galbraith (2004), knowledge management takes an automated approach. One good example of this approach is the enterprise search systems. For instance, a system can be developed in the organization to aid in retrieval and general management of information. Some of the information systems also go further to analyse this information. The analyzed information is consumed in the organization by different stakeholders in order to build knowledge and later wisdom that helps in decision making process.
On the other hand, it is relatively important to understand that in the management of enterprise systems, talents are highly required into order to come up with good systems. Furthermore, in the management of these systems, highly skilled human resource is required. For that matter, Elbanna (2008) affirmed that both knowledge management and talent management is dependent to each other in order to improve service effectiveness in today’s business environment.
Nevertheless, it is necessary to acknowledge that knowledge management contributes immensely to talent development. However, for the development of these talents to be effective, organizations must ensure that they manage knowledge that relates to human resource development right from talent planning, attracting, recruiting and retention.
In relation to talent development, there are several factors that affect an organization’s approach to attracting talent. These factors can be categorized as external or internal to the organization. Normally, external factors are usually beyond control of the organization while internal factors are at its own discretion.
In relation to external factors, Elbanna and Younies (2008) provided demographic factors to be one of the determinants that affect an organization in attracting talent. Demographic factors involve several issues. These include sex, age, economic status, literacy level among others in the population of the operating environment. Therefore, knowledge of these factors informs business organizations on the best steps to partake in each circumstance. For that matter, it contributes immensely to development of talent.
Moreover, demographic factors in the environment affect an organization’s approach to attracting talent into its workforce. For instance, an environment with a population of people who consider themselves to be of high economic status may be less willing to go for employment in an organization which pays its workforce lowly.
On the other hand, an environment with a population whose demographic information in respect to economics is rated below the poverty line is likely to go for any employment opportunity no matter the kind of salary offered. For example, these people are always prepared to take a job in a less paying organization.
For this reason, Elbanna (2008) affirms that organizations in today’s business environment prioritize management of knowledge that relates to demographic information. Therefore, they prioritize knowledge that relates to economic performance of the environment in order to aid in planning talent development.
In addition, human resource management is acknowledged by several authorities to have several roles in both talent development and knowledge management. According to Davies (2000), human resource managers are responsible for developing programmes that relate to both talent and knowledge management. Usually, these programmes aim at attaining progress in talent development.
For that matter, human resource management approaches knowledge and talent management by use of different practices. For example, after recruitment of an employee, human resource management arranges for the induction process.
This is done through mentoring and coaching systems which are geared towards transferring knowledge that already exists in the organization to new employees. Therefore, through this approach, tacit and explicit knowledge is adopted by new recruits hence promoting both knowledge management and talent development.
Moreover, human resource practices such as job rotation form the basis for talent development and knowledge management. According to Fitzgerald (2002), job rotation approaches that involves employees in the organization going across different geographical locations promotes development of talents and acts as a vehicle for both knowledge and best practices transfer.
In addition, Galbraith (2004) affirms that job rotation practice is a major ingredient of talent development since each and every phase; employees are able to acquire and exchange new knowledge. This promotes both talent and knowledge management.
On the other hand, Davies, (2000) provided that once an individual talent has been attracted to the organization and recruited, it is relatively important to undergo an induction process. This process has several crucial purposes to the management of knowledge and talent development. In terms of knowledge development, this approach benefits the organization in the following ways;
- Acting as an avenue through which new recruits are able to learn expectations of the organization. This is a good way transferring knowledge to new people in the organization.
- Being the process through which the organization’s culture is inculcated in the new recruit. Culture in itself is taken as knowledge in the organization (Mintzberg & Lampel, 1999).
- Acting as a platform through which the new recruit is able to learn both the internal and external environment of the organization (Bechtold, 1997).
Therefore, in elaboration, this approach acts as an avenue through which new recruits are able to learn expectations of the organization. Through learning of the business processes, they are in a better position to learn how business is conducted in order to achieve the set goals and objectives.
Consequently, these approaches to human resource management through induction have benefits to an individual and to the organization as a whole. To begin with, it is evident that the induction process acts as an orientation process to the new recruit. This is a benefit since it enables him or her to learn the operation of the organization and to adapt to the new environment.
Moreover, it also benefits the new recruit by providing on job training before he or she is left to perform these duties on his or her own. On the other hand, it is beneficial to the organization since it advances the culture of the organization to the new recruit. In addition, it also acts as a platform through which the organization advances its expectations to new recruits.
Conclusion
Knowledge management is a key resource in organizations given the current business environment. This environment is characterized by stiff competition due to liberalization of business operations and advancement of information communication technologies. This has revolutionized the operating environment since globalization has taken the centre stage in most operations. For that matter, human resource management practices helps to advance management of knowledge in organizations which in turn advances talent development.
As discussed in the essay, it is evident that knowledge management is closely related to talent development and vice versa. This is so since all practices that are geared towards knowledge management are also intended to develop talents in the organization. For instance, job rotation as discussed helps new recruits in the organization to acquire both tacit and explicit knowledge (Mintzberg & Lampel, 1999).
Moreover, the knowledge acquired is used in developing talents by helping them to develop new skills. To this end, it evident that there are several approaches that are used in knowledge management that further promotes talent development. In addition, for this to be successful, it is relatively important for human resource management to play a central role in advancing these approaches. Therefore, it is important to affirm that excellent approaches in knowledge management results to excellent talent development.
References
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Bryson, J., Ackermann, F. & Eden, C. (2007) Putting the resource-based view of strategy and distinctive competencies to work in public organizations. Public Administration Review, 67(4), pp 702-717.
Chaharbaghi, K. (2007)The problematic of strategy: a way of seeing is also a way of not seeing. Management Decision, 45(3), pp 327-339.
Choe, S. & Roehl, T. (2007) What to shed and what to keep: corporate transformation in Korean business groups. Long Range Planning, 40(4/5), pp 465-487.
David, F. & David, F. (2003) It’s time to redraft your mission statement. Journal of Business Strategy, 24(1), p. 11.
Davies. W, (2000) Understanding strategy, Strategy and leadership, 28(5), pp 25-30.
Elbanna, S. & Younies, H. (2008) The relationships between the characteristics of the strategy process: evidence from Egypt. Management Decision, 46(4), pp 626-639.
Elbanna, S. (2008) Planning and participation as determinants of strategic planning effectiveness: evidence from the Arabic context. Management Decision, 46(5), pp 779-796.
Fitzgerald, L.A, (2002) Reflections. Chaos in organizational change, 15(4), pp402-411.
Galbraith, P. (2004) Organizational leadership and chaos theory, Journal of educational administration, 42(1), pp.9-28.
Holmberg, S. & Cummings, J. (2009) Building successful strategic alliances: strategic process and analytical tool for selecting partner industries and firms. Long Range Planning, 42(2), pp 164-193.
Mintzberg, H. & Lampel, J. (1999) Reflecting on the strategy process. Sloan Management Review, 40(3), pp 21-30.
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