of talent and also recognize changes in the business environment.
Therefore, executives can effectively use knowledge management
to identify and satisfy talent through increased talent satisfaction.
Executives can also develop organizational communications
aimed at providing valuable resources for their organization. They
can enhance knowledge sharing among organizational members
and stipulate knowledge to be shared around the organization.
The new knowledge is shared with others and synthesized with an
aim to provide higher quality products and services.
This process can potentially improve a firm’s performance
through increasing customer focus, improving the quality of
products and services and enhancing the organizational reve-nue.
Knowledge management can also build an effective learning
company in which internal talent can continuously engage and
develop both personally and professionally. Knowledge man-agement
could, therefore, positively impact talent retention,
through meeting the goals of intellectual stimulation and per-sonal
Therefore, knowledge management can enable organizations
to close a gap between satisfying talent and meeting customer
needs. In addition, when executives show concern for the talent’s
needs, individuals begin to contribute more commitment and they
become more inspired to put extra effort into their work. This
extra effort also improves the quality of products, customer satis-faction
and impacts the return on assets, sales, shareholder value
and eventually improves executive operational risk management.
Executives can also reconfigure organizational knowledge to
meet new challenges and environmental changes as they occur.
Knowledge reconfiguration can enable organizations to actively
engage talent to respond to environmental changes through devel-oping
interactions with the external environment. Thus, executives
can use knowledge management to increase a firm’s performance
through improving the quality of products and putting the inter-nal
talent at the top.
In conclusion, this article can offer several implications for
practice. First, this develops a new and dynamic concept of the
integration between talent management and knowledge manage-ment
within organizations. This approach advances the current
literature on talent management by offering novel insights into
how knowledge management affects talent identification, satis-faction
and retention. Drawing from the existing literature, this
article suggests new insights to identify knowledge management as
a primary driver of effective talent management for companies. n
Mostafa Sayyadi is a senior management consultant, author and
business and technology journalist.
ALSO SERVE AS AN
IDEAL VEHICLE TO
TALENT TO EXPLORE
NEW IDEAS AND
46 ❚ FEBRUARY 2019 ❚ HR PROFESSIONAL