Innovation, talent attraction and retention

The success of an organization isn’t, in most cases, only shown trough their profits. Today the value of a company, with respect to its market value exceeds their financial quality. Intellectual capital is a major share in the value of the company. Managing employees with an emphasis on intellectual capital and talent is an emergency that arises in the path of human resource managers. The definition of intellectual capital and talent, leads us, first, to a high IQ (Intelligence Quotient), good schools and / or university results. But the intellectual capital and talent of an employee must be linked to his ability, to high performance and good results. How to manage, attract and keep these employees in organizations is also something that requires talent. Now, the basic skills of employees aren’t sufficient for competitive companies. There are currently required higher levels of skills, because there are a growing number of activities that involve "knowledge work". Most companies in the world have a great challenge for the coming years: the challenge of scarcity of talent. The most competitive companies will be those that have the most talented employees. In terms of originality, this paper aims to create discussion about the relationship between talent attraction, talent retention and innovation, as drivers of business competitiveness. The research is based on the categorization methodology defined by Yin (2003) as single case study carried out in a company that is specialized in high precision components.The findings presented here show a strong link between talents attraction, talents retention and innovation.

Representing traumatic pasts at the District Six Museum

Using this metaphoric framework as a starting point, I would like to focus on the characteristics of the District Six Museum which extend its work beyond being that of representation (of traumatic memory). Representation signifies in some ways distance and separation, a telling of a story depicted for others. The work of the Museum is more akin to what could broadly speaking be described as ‘engagement’. Although this is word is much over-used, it nonetheless indicates more closely an embodied practice which invites personal insertion, empathy and emplacement. It includes a whole range of sense-making practices by those closest to the Museum’s story – the dispossessed ex-residents – who participate in the memorialisation practices of the Museum in both harmonious and dissonant ways. The architectural metaphor of this seminar is key to this approach, indicating a practice which is constructed and layered, fixed yet changeable. It speaks to a spectrum of activities related to the imperatives to develop as well as conserve – elements which are central to the Museum’s work in relation to the process of return and restitution. To signify the unfinished business of representation, the permanent exhibition is called Digging Deeper, a framework which allows for an always further uncovering of facts, meanings and perspectives.