Executives are spending more time concerned about oper-ational
risk than ever before. Operational risk is an
operational approach to represent knowledge management,
but in this case, it seeks to manage organizational knowl-edge
in order to identify, satisfy and retain talent.
Similar to customer relationship management, knowledge man-agement
is a critical enabler for identifying, satisfying and retaining
internal talent and also manifests itself as a significant driver that
motivates the development of relationships with outside talent.
Scholars have proven that executives can use knowledge manage-ment
to improve talent identification through acquiring additional
knowledge from employees, developing better relationships with
them and onboarding new hires in order to provide a higher qual-ity
of service and/or products for customers.
Today, the question remains: How can organizations establish
the relationship between talent management and knowledge man-agement?
Well, executives can play a critical role in developing
interactions and relationships. One way is by implementing more
effective changes at all levels of the organization. Executives can
also serve as an ideal vehicle to provide further opportunities for
talent to explore new ideas and knowledge. In addition, executives
can create new ideas and knowledge for innovation and to moti-vate
talent to effectively solve organizational problems.
Executives today realize that knowledge is one of the most stra-tegic
factors for organizations from a competitive standpoint.
Knowledge management is a necessary precursor to create new
knowledge and ideas within organizations. The creation of new
knowledge is a process and can be essential to identify the needs
INTEGRATING TALENT MANAGEMENT
AND KNOWLEDGE MANAGEMENT
By Mostafa Sayyadi
HRPROFESSIONALNOW.CA ❚ FEBRUARY 2019 ❚ 45