**4. On how to manage talent as knowledge management**

To further elaborate on how a perspective on knowledge-related talent management provides an insight into possible management programmes and tools, attention needs to be paid to how objectives of talent management are to be specified. This concerns a necessary preparation for answering the third question posed in the introduction regarding the management practices of what can be labelled as 'knowledge-intensive talent management'. According to Van Beers (2005), the objectives of talent management are 'the optimal obtaining, mobilizing, developing and retaining of the talents which are needed for organizations to distinguish themselves on the market and in their provision of services'. This definition identifies two classes of objectives. Firstly, external objectives are included that concern distinguishing the organization from competitors or establishing its external identity (talents as vehicles for strategic positioning). These objectives link to the strong relation that exists between talent management and the strategic organizational objectives of the organization (Mensink, 1991; Van der Sluis, 2009). Thus the objectives of talent management can be described in terms of achieving competitive advantages and increased organizational performance. As signalled above, what talents are from a knowledge perspective is exactly those organizational knowing and learning capabilities that can be used to gain a competitive edge. To identify what strategic talents are, the knowledge management literature offers suited support in the processes of defining a knowledge strategy (e.g. the approach developed by Zack, 1999) that could be used in connection with a focus on talent to around knowledge domains, A-performers on these domains and key positions associated with the processing of these knowledge domains.

Next to these strategic objectives in Van Beers' definition, it also refers to the 'optimal obtaining, mobilizing, developing and retaining of the talents'. These objectives refer to organization-internal prerequisites for effective external positioning via talents. We will label this second class of objectives as infrastructural objectives: the objective of the organizational infrastructure will be to make sure that talents are and remain indoor that are indispensible for meeting the strategic objectives. A further specification of these infrastructural objectives is provided by Van der Sluis (2009) who states that 'talent management is about the finding, binding, captivating and flourishing of people in organizations with the goal of optimizing the labour productivity of their workforce'. Van der Sluis (2009) distinguishes the following three steps:


When combining goals of talent management as presented by Van der Sluis (2009) and Van Beers (2005) the following list of infrastructural goals of talent management emerges:


Talent Management in Knowledge-Intensive Organizations 365

 *Providing perspective, professionalism and collegiality:* in addition to the contractual arrangements, a confidential environment is important in binding talented employees to the organization (Van der Sluis, 2009). To captivate as well as motivate talent, the organization has to provide perspective in the form of opportunities to develop and by offering enough learning opportunities (Van der Sluis, 2009) which is in line with the

 *Talent development:* focus on innovation, performance and learning in order to develop the talents of employees. Talent development supports employees through their life cycle with the organization (Schiemann, 2009, p. 45). With talent development an existing learning climate has to be at hand (Christiaensen et al., 2009) to enable knowledge workers to constantly adapt their knowledge to new situations. Besides, every talented employee needs performance feedback on previous stated objectives of

 *Career development:* to retain talented knowledge workers, enough career prospects have to be provided. A common problem in many knowledge-intensive organizations is for talented employees to leave their jobs because they are not being allowed to do as much as they would like to do for their organizations (Blass, 2009). Talented workers should be stimulated to constantly develop their talents in working towards higher job levels. Retaining talented workers also flows from constantly providing enough challenge in the work of professionals and again from contractual arrangements such as specific

In the description of these different human resource practices of talent management, a clear connection between these practices and knowledge and learning in organization becomes visible. In recruiting and selecting talented employees a strong focus can be put on the knowledge of these talented employees. Besides, in certain knowledge-intensive firms (Alvesson, 2004), potential employees will only be selected from a certain level of education (for instance an academic degree). The knowledge these talented employees possess is assumed to be strategic and decisive in achieving competitive advantage. The 'War for Talent' (Fishman, 1998) consists of attracting highly skilled, knowledgeable workers. Learning in organizations is also significant in, for example, the practices of 'career development', 'talent development' and providing 'perspective'. Without a learning climate, talented knowledge workers will not get the opportunity to develop themselves (Christiaensen et al., 2009); this learning climate is therefore very important when considering these practices. A learning climate means having enough possibilities to constantly adapt knowledge workers' knowledge to new situations. Because of this learning climate, the knowledge worker is constantly learning and will be provided enough

By means of a literature review of talent management, the main objective of this paper was to explore the connections between knowledge and learning in organizations and talent management. More specifically, talent management has been used as a potentially interesting specification vehicle for establishing the relationship between knowledge

to the people they want to attract (Blass, 2009, p. 13).

personal growth/development (Schiemann, 2009).

levels of pay (Van der Sluis, 2009; Van Beers, 2005).

challenges to remain within the organization.

**5. Conclusion** 

next HR practice of talent development.

compensation packages, quality of life considerations and career development in an environment that promotes diversity and communicate these conditions of employment


In addition to these objectives, Horowitz (2003: in Redman and Wilkinson, 2006), list the following objectives of talent management which are effective in motivating ('captivating'), developing and retaining talented knowledge workers:


Again, a clear connection can be observed when linking the concepts of knowledge and learning in organizations to the objectives of talent management. When pursuing the objectives of finding, binding, captivating, flourishing, developing and retaining talented employees (Van der Sluis, 2009; Van Beers, 2005) and by providing fundamentally interesting work, high levels of autonomy and significant opportunities for selfdevelopment (Horowitz, 2003 in Redman & Wilkinson, 2006), talent management will be most effective. By using talent management as a means to fill in the performance side to knowledge management, a positive relationship between knowledge management and performance in organizations can be established. Pursuing the objectives of talent management as presented in this paragraph therefore can be used to strive for a higher knowledge-related performance of organizations.

The means for achieving these classes of talent management objectives provided in the literature and practice of talent management (e.g. Bhatnagar, 2007; Cseres & Kelly, 2006; Farley, 2005; Frank et al., 2004; Romans et al., 2006; Romans & Lardner, 2005), specifically concern a series of human resource practices. Talent management can be employed by making use of several practices; by implementing these practices it is assumed that the strategic objectives of talent management will be reached. Authors argue that organizations need to come up with 'bundles of HR practices' which are effective for motivating, developing and retaining talented knowledge workers (Redman and Wilkinson, 2006). Talent management practices are referred to in 'bundles', given the recognition that these processes need to be well integrated. Without a cohesive system of talent management practices, the required high performance will not be achieved (Heinen and O'Neill, 2004). The objectives of talent management as distinguished by Van der Sluis (2009) and Van Beers (2005) will again be used here to discuss the most suitable human resource practices. The bundles of human resource practices consist of:


In addition to these objectives, Horowitz (2003: in Redman and Wilkinson, 2006), list the following objectives of talent management which are effective in motivating ('captivating'),




The means for achieving these classes of talent management objectives provided in the literature and practice of talent management (e.g. Bhatnagar, 2007; Cseres & Kelly, 2006; Farley, 2005; Frank et al., 2004; Romans et al., 2006; Romans & Lardner, 2005), specifically concern a series of human resource practices. Talent management can be employed by making use of several practices; by implementing these practices it is assumed that the strategic objectives of talent management will be reached. Authors argue that organizations need to come up with 'bundles of HR practices' which are effective for motivating, developing and retaining talented knowledge workers (Redman and Wilkinson, 2006). Talent management practices are referred to in 'bundles', given the recognition that these processes need to be well integrated. Without a cohesive system of talent management practices, the required high performance will not be achieved (Heinen and O'Neill, 2004). The objectives of talent management as distinguished by Van der Sluis (2009) and Van Beers (2005) will again be used here to discuss the most suitable human resource practices. The

 *Recruitment and selection:* find the talented employees organizations search for by means of applying accurate recruitment and selection practices. With recruitment and selection practices there has to be a proper 'fit' between new talent and the organization's current strategy and culture (Van der Sluis, 2009). Recruitment practices are vital in getting the right talent at the right place (Blass, 2009). When attracting talent, knowledge-intensive companies have to depict themselves as organizations having a clear focus on the

 *Contracts, arrangements and pay:* to attach your talented employees to an organization, the organization has to provide knowledge workers with attractive levels of pay and reward packages (Horowitz, 2003: in Redman & Wilkinson, 2006, p. 416). Talentoriented companies should provide talented employees with performance-based

personal development of these talented workers in a diverse environment.

group of workers (Horowitz, 2003: in Redman & Wilkinson, 2006, pp. 415-416). Again, a clear connection can be observed when linking the concepts of knowledge and learning in organizations to the objectives of talent management. When pursuing the objectives of finding, binding, captivating, flourishing, developing and retaining talented employees (Van der Sluis, 2009; Van Beers, 2005) and by providing fundamentally interesting work, high levels of autonomy and significant opportunities for selfdevelopment (Horowitz, 2003 in Redman & Wilkinson, 2006), talent management will be most effective. By using talent management as a means to fill in the performance side to knowledge management, a positive relationship between knowledge management and performance in organizations can be established. Pursuing the objectives of talent management as presented in this paragraph therefore can be used to strive for a higher


developing and retaining talented knowledge workers:

continuously satisfying and stimulating;

knowledge-related performance of organizations.

bundles of human resource practices consist of:

projects;

compensation packages, quality of life considerations and career development in an environment that promotes diversity and communicate these conditions of employment to the people they want to attract (Blass, 2009, p. 13).


In the description of these different human resource practices of talent management, a clear connection between these practices and knowledge and learning in organization becomes visible. In recruiting and selecting talented employees a strong focus can be put on the knowledge of these talented employees. Besides, in certain knowledge-intensive firms (Alvesson, 2004), potential employees will only be selected from a certain level of education (for instance an academic degree). The knowledge these talented employees possess is assumed to be strategic and decisive in achieving competitive advantage. The 'War for Talent' (Fishman, 1998) consists of attracting highly skilled, knowledgeable workers. Learning in organizations is also significant in, for example, the practices of 'career development', 'talent development' and providing 'perspective'. Without a learning climate, talented knowledge workers will not get the opportunity to develop themselves (Christiaensen et al., 2009); this learning climate is therefore very important when considering these practices. A learning climate means having enough possibilities to constantly adapt knowledge workers' knowledge to new situations. Because of this learning climate, the knowledge worker is constantly learning and will be provided enough challenges to remain within the organization.
