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This article discusses the importance of knowledge management (KM) in organizations to prevent the loss of valuable information. It explains that there are three types of knowledge: tacit, implicit, and explicit. Tacit knowledge is acquired through personal experience and is difficult to express, while implicit knowledge comes from understanding and experience but is not formally documented. Explicit knowledge is written down and easily shared. The article emphasizes the need for organizations to identify and document their knowledge, foster a knowledge-sharing culture, and treat employees as valuable assets. It also suggests starting small and incorporating KM tools into daily operations. The article concludes by recommending the formation of a Knowledge Governance Committee to manage the knowledge gap analysis and advise on best practices for knowledge management. [Extracted from the article]

That readiness gap demonstrates that even though traditional work boundaries - the way jobs are organized, where work happens, and who qualifies for specific roles - are fading away, companies are resistant to completely adapting. Strict job definitions can limit workers' and organizations' ability to be agile and innovate in the face of disruption", says Michael Griffiths, principal and lead for Deloitte's learning consulting practice. Also in this issue Executives worldwide recognize the workplace is changing, but transforming their organizations to evolve with those changes has been difficult for them for many reasons. [Extracted from the article]

The article focuses on how China-based Tencent faced the shortage of managerial talent due to its rapid growth between 2006 and 2010. It is stated that Tencent Academy developed the Feilong Program, Accelerated Development of Reserve Middle Managers, while rising to the challenge. It is mentioned that Tencent followed three steps to design its training plans after completing the needs assessment.

The authors walk readers through a stepby-step method to apply analytical findings to people and produce positive outcomes. Solange Charas and Stela Lupushor Matt Holt Books, 336 pp., $28 Business thought leaders Charas and Lupushor explain the humanizing human capital concept as "a mutually beneficial, synergistic agreement between the company and its labor pool that ensures workers are an integral, fully leveraged part of the future.". [Extracted from the article]

The article discusses the highlights of a research study conducted by the Association for Talent Development (ATD) and full-service consulting firm Rothwell and Associates (R&A) to determine how organizations structure and align talent development functions. Topics covered include the process of building a talent development structure, the noted challenges encountered by talent development professionals, and how talent development professionals are affected by emerging industry trends.

The article presents the question and answers related to the human capital, customer relationships, innovation, and operational excellence by the corporations and discussing topics including preparedness of leaders to face challenges, employee development, and on-job learning for the employees. INSET: The Best Way to Implement a Global Program.

The article focuses on a Role Excellence (RolEx) function created at Microsoft Corp. to support key operational groups to improve its teams' performance. It is noted that Microsoft's operational structure is a unique approach to talent optimization and by working with various staff functions to align organizational structure, it provides incumbents with the integrated support they need to exceed expectations in their job.

Also in this issue As technological advancements continue to influence and affect today's business world, experts are forecasting a countertrend that may bring more human elements back to work. According to the 2021 Deloitte Global Human Capital Trends report, many organizations concluded during the pandemic that employees - not technology - were the most critical factors to sustainability. Superteams demonstrate how employees and technology can work best together to achieve organizational goals. [Extracted from the article]

The article focuses on achieving organizational change in public sector setting. It discusses the three critical levers of change in a public organization including the human capital, the infrastructure, and the organizational culture. It also outlines strategies to address cultural concerns in an organization which include opening leadership team meetings, civility brown-bag sessions, and cultural and linguistic competence survey.

By equipping employees with skills, companies can help displaced workers quickly procure stable employment. Those actions can decrease the skills gap, enable companies to build a more sustainable workforce, and help displaced employees find meaningful, stable employment. [Extracted from the article]

Although new leadership behaviors are being taught, said behaviors are not being practiced once the individual re-enters the workplace. We'd like to share with you the insights we've learned, drawing on the latest in psychology, neuroscience, and behavior science, and share some game-changing recommendations for achieving sustained leadership behavior change. [Extracted from the article]

The article provides tips for talent development professionals on managing minds. Topics discussed include a shift in the way people produce their work from using the hands into using the mind, the implications of this change on management, and the need to create the conditions for continuous learning in this new economy.

An interview with foundation and donor relations manager Lauren Petersen is presented. Discussed are learning and professional development challenges at nonprofit organizations as well as investments on human capital developments. Also mentioned is the significance of skills training for volunteers and employees at nonprofit organizations.

The article presents information on "The Global Human Capital Report 2017" released by the World Economic Forum. The areas around human capital development tackled in the report include capacity, development, deployment and know-how. It discusses the continents that have the smallest and largest gap in human capital development, and the importance of human talent development for a country.

The article discusses the need for companies to focus on strategic human resource (HR) activities that align with business outcomes in order to create long-term success. Topics covered include a study conducted by HR Certification Institute about human capital management, and guidelines for talent development professionals to help their companies' HR team become more strategic.

Statistics are given regarding the human capital issues including the fraction showing the importance of digital leadership, the percentage of respondents stating the highly developed leadership program in their organization, and the number who updates their engagement strategy.

The article reports on a survey by Route Fifty and Government Business Council that has identified six challenge-based public sector issues for 2016 in the U.S., including human capital and workforce and acquisition and procurement issues.

The article discusses the need for employers to rethink the importance of the employee and consider the overall employee experience to improve productivity, professional development and business outcomes. It references the report "Powering Productivity & Potential: Learning Trends 2016" by research firm Eudemonia, which outlines trends in what it calls "The Year of Enablement." It cites customizing learning and development, and facilitating social interactions as part of employee experience.

The article discusses the highlights of the Deloitte 2015 Global Human Capital Trends report. Topics covered are the non-traditional, 24/7 schedule work environment of the Millennials, the imperative for innovative human resource development systems on selection, training and performance management and the emerging theme of work simplification in response to the demands of globalization, compliance, business processes and technological connectivity and capabilities.