by: Namami Borthakur KNOWLEDGE MANAGEMENT

Introduction It includes – Knowledge generated from outside sources. – Organizational values, practices and ethics. – Transferring and sharing of knowledge. Learning: – Individual – Organizational

HR perspective Knowledge management is the process by which the organization generates wealth from its intellectual or knowledge based assets

Definition Understanding gained through experience or study. It may be through accumulation of facts, procedural rules or heuristics. Fact Procedural rule Heuristic

Techniques of Knowledge Management On site observation Brainstorming Delphi Method – Anonymous response – Controlled feedback – Statistical group response Black boarding: problem solving

Decision Making

Types of knowledge Shallow and deep knowledge Knowledge as know-how Reasoning and heuristics. Common sense as knowledge Procedural to declarative knowledge.

Types of Knowledge Management Data, information and knowledge – Data: symbols, facts out of context. – Information: data acquiring meaning. – Knowledge: information that is structured, relevant, actionable and based at least partially on experience.

Explicit and Tacit Knowledge Explicit: can be formally articulated, easily transferred/shared; is abstract and removed from direct experience. Tacit: knowledge-in-practice; developed from experience and action; highly pragmatic and situation specific, subconsciously understood and applied. Application – Innovation – Problem finding – Competitive advantage

Pillars of knowledge management a)Leadership b)Organization c)Technology Knowledge Management LeadershipOrganizationTechnology

a)Leadership Qualities of a leader – Design capability – Competitiveness – Success/failure management Successful KM requires champion who can provide strong and dedicated leadership needs for cultural change.

b) Organization Survival equation: – For an organization or individual to survive, the rate of learning must be greater than rate of changing environment. S = L > C – Need to modify behavior reflecting the skills knowledge and transfer of knowledge.

c) Technology Knowledge PeopleProcessesTechnology

HUMAN RESOURCES &KNOWLEDGE MANAGEMENT

Who is a knowledge worker? Creates, manipulates or disseminates knowledge from any source Adds value to information, company’s products & services by applying knowledge They are people who use their heads more than their hands to produce value

Knowledge worker Thinking skill Risk taking & decision making Innovation & Creativity Continuous learning A knowledge worker takes problems to responsible source, discusses/brainstorms and settles for the best solution

Role of HR HR as primary champion of knowledge management. HR as an architect of knowledge management. HR as key contributor.

Knowledge Audit Qualitative evaluation Answers questions like – What the organization needs? – What knowledge assets or resources does it have and where are they? – How does knowledge flow in the organization? – What blockages are there in the knowledge flow?

What are the benefits? – Clearly identify what knowledge is needed to support overall organizational goals. – How knowledge is being effectively managed and indicates where improvements are needed. – Identifying pockets of knowledge where knowledge is not being used – Providing vital information for the development of effective knowledge management programs – Presenting an inventory of knowledge assets.

Steps in Knowledge audit 1.Identifying knowledge needs 2.Drawing up knowledge inventory 3.Analyzing knowledge flows 4.Creating a knowledge map

RICE MODEL: for Knowledge management Responsiveness InnovationCompetency Efficiency

This model helps in defining the key pieces of knowledge strategy, assess where you have your strengths or weakness and focus on what will help the company the most

Steps: Start at Competency – Hire people who already have the needed skills. – Build individual competency by “time to talent” Formal training program (individual learning) Communities of practice. (org learning) Move to Efficiency – Codification, reusability of teams, individuals. – Build org memory. Innovation and responsiveness

Success Factors  Knowledge Sharing culture  Top management Support  Knowledge Champions and Stalwarts  Technological Infrastructure  Rewards and Incentives for participation

Summarize Innovation Responsiveness Productivity Competency

Case Study:

ICICI bank: “wiseguy” Need – Whenever an employee leaves, he does not leave behind any documented information – Merger of ICICI with ICICI bank. Required a common platform. Initiation of KM – Co-ordination group to sell the idea. – Group members: research, HRD, library staff, ICICI InfoTech

Initiation of KM Acknowledgements: top 3 contributors Award: articles/write-ups, responses to queries Photographs of the winners Confidential sections: client information Learning matrix: own pace Scorecard Links: MIT knowledge base, ICRA database, Banking Rules, etc

Thank You