business knowledge management

Role of HR in Institutionalizing Knowledge Management in an organization

INTRODUCTION:

HR has a key role in the movement of knowledge management, human resources means (HR) processes – business education, performance management and education (sharing, action and support) of culture – have a key role in the development of the company founded on knowledge.

Before discussing the role of human resources in the institutionalization of knowledge management in an organization, we will draw briefly what knowledge management is all about.

For example: One of our knowledge management initiatives in Hindustan Lever Limited. (HLL) – The community of packaging, so that senior HR professionals could bring their own additional ideas / views on how best to exploit human resources to complete the management process knowledge in an organization.

KNOWLEDGE:

When we use the term "knowledge" that we go beyond simple facts and data, or "information" through this is important. Presumably, the knowledge that is learned from information and experiences.

In general, three broad categories of knowledge are distinguished:

Explicit – Who can be articulated, captured and exchanged. It includes information, experiences and ideas, which we interact with everyday through the written word and the Internet.

Tacitus – which is integrated into the experience and wisdom of people and leads to decisions and advice, but difficult or impossible to articulate in a coded form.

Relational – knowledge how to work with specific people, a good understanding of what matters to them and how they operate.

Management Knowledge:

Sustainable competitive advantage a company has is that it "knows collectively, the" efficiency with which he uses what he knows and how easy it "acquires and uses new knowledge," In short, becoming a knowledge-based organization. Knowledge Management (KM) provides a framework to take advantage of this. It helps to institutionalize the process to take full advantage of knowledge "collective" in an organization.

Knowledge management refers to all systematic activities for creation and knowledge sharing that knowledge can be used for organizational success. Knowledge management processes provide a framework for the connection between people and Individuals with information, develop and share knowledge distilled and best practices.

Why manage knowledge?

In this competitive knowledge economy, our most valuable asset is knowledge. It is often said that in this economy, it is not what "we own," but "we know" that give us the competitive advantage.

Baruch Lev reports that today's investments are 6 to 1 in intangible assets of an organization – 90 per cent in industries with high knowledge intensity as Microsoft and America On Line (AOL).

Knowledge Management provides a framework to leverage the "collective knowledge". When knowledge management is "the way we work," it helps us deliver on priorities and strategic business goals – Growing market, innovation, responsiveness, quality of response, the faster the opportunity to reinforce learning organizational, protect and operational excellence in a functional organization structure disintegrated.

Collective Knowledge:

Optimization "collective knowledge" implies,

Working in collaborative teams, capturing and sharing knowledge and delivery of business excellence.
Development and sharing of "best practices".
rapid replication of innovations accelerating the movement of knowledge across the organization.
Acquisition and sharing of "new knowledge. "
Create an environment that is comfortable with the idea of openness, sharing knowledge, and the default risk and rewards for success. Management Organizational learning.

PROCESS knowledge management:

Management knowledge in the process by which firms create and use their institutional or collective knowledge.

It includes three sub-processes as follows:

Organizational learning: The process by which firms acquire information and / or knowledge

knowledge production: the process that transforms and integrates raw information into knowledge, which in turn is useful for solving business problems and

dissemination of knowledge: The process that allows members of the Organization to access and use the collective knowledge of the company.

BARRIERS TO IMPLEMENTING KNOWLEDGE MANAGEMENT:

v mentality concepts related issues /:

We must create a culture of sharing. Often, knowledge is considered as power and in a competitive environment there may be a tendency to hoard knowledge. The key to success of knowledge management is creating knowledge-sharing culture and the elimination of organizational barriers and cultural communication. We must move from "hoarding knowledge to gain power "to" sharing knowledge to gain power. "

Questions Operational v:

The typical executive is already pressed for time. He has no time for a further initiative, if it is considered a diversion to focus on immediate results. Thus, it is important to integrate knowledge management into existing business processes in the organization and integrate into workflow. Knowledge management should not be considered as a separate initiative, but should be integrated into current workflow as a more effective way to achieve business results.

THE ROLE OF HR in institutionalizing KM in an organization:

As can be seen from the above, knowledge management is essentially a people in a related discipline, with an emphasis on strengthening the team effort to take advantage of collective knowledge of the company.

HR has a central role to play in the KM movement. Key HR processes – Corporate Education, Performance Management and Education (sharing, doing and caring) culture, have a very important role in the development of the company founded on knowledge.

Talent management, which is the area of HR and management knowledge are closely interrelated. While talent management focuses on the individual level – recruitment, training, skills development and skills and career planning of an individual, knowledge management focuses on people at the collective level, how to take advantage of knowledge collective enterprise, through mentoring and sharing knowledge and collaborative teamwork.

KM should be developed in One of the main skills of the population.

HR processes and practices IMPACT Sharing knowledge in a firm:

Let us briefly examine some of the HR processes and practices that should be aligned to enhance knowledge management.

At the stage of induction new managers in the organization, coaching and mentoring systems for the transfer of knowledge, exposure during training the variety of functions, units and geographic locations contribute to the awareness / knowledge transfer.

Employees benefit from mentoring, not only during the first months, but also long after. The mentor's role in the final period would challenge the executive to look beyond the obvious, the quest for past learning and basing decisions on a platform more informed.

Job rotation: a job well planned (role) rotations of geographical considerations and business in a firm to help not only the development of people, but also offer the best of an important vehicle for the transfer of knowledge and practices, even if an organization obviously can not depend on this as the main source of knowledge transfer.

Network organization: An organization with a network of people who play multiple roles, as part of several teams – a team vertical (business / category) and a Horizontal Team (function / area of knowledge), and the way forward is to leverage knowledge effectively "collective" of company. HR should play a key role in the development of such a network organization, through sponsorship and / or facilitation of communities knowledge (teams), cutting across formal organizational silos.

TRAINING: Learning and knowledge are interrelated. Knowledge strategies should include early learning and knowledge initiatives need to converge with training initiatives. training program of a company must focus on functional and business specific programs for skills development and skills development programs targeted.

knowledge communities (teams) that the owners and users knowledge, should play an active role in the development of appropriate teaching materials for courses and specific business function.

Knowledge management can be practiced without a clear focus on "learning" within the organization.

Change Culture: Develop the collective knowledge is possible only when people value based on other ideas and sharing their reflections. Most of those shaped by the culture of the organization. In some cultures, where knowledge is seen as the power-sharing Knowledge can be regarded as being in conflict with individual interests (individual excellence / competitive advantage). By Consequently, the institutionalization of knowledge management requires HR to focus on change management culture / mentality of people to strengthen the team collaborative and knowledge sharing.

How to create a knowledge sharing culture?

Realign program to encourage and reward

"People do not do what you tell them, but what you are able to." HR must set a system of rewards and recognition, training and development practices of performance – activities that strengthen the discipline of sharing, document knowledge and reuse ideas of others with pride to achieve business objectives.

Business people often behavior that increases their career opportunities, or recognize their achievement. Most organizations reward individual effort or task completion. They reward something done in times of crisis, but most programs do not reward incentive to avoid crisis. The best practitioners of KM reward employees for learning, sharing and collaboration.

Some measures that could save implementation of HR are as follows:

Institute Team Award to recognize and reward excellent teamwork collaboration, which has greatly contributed to business results. Ensure high visibility for the teams who have excelled in learning / sharing to provide excellence in business. Many businesses have found a team award as very useful in building enthusiasm and commitment for team collaboration and knowledge sharing in the early years, although after a while, they would have stopped these times they have moved beyond the necessity for the price, once the sharing of knowledge is embedded in the culture.

commitment leadership is further evidenced by the Knowledge Masters Award, which recognizes excellence in knowledge creation and use. This prestigious award recognizes employees whose knowledge mastery best example of the culture of innovation in balance with the reusability, and contributed impact on businesses significant and measurable. Nominations for these awards were accompanied by stories written reasons why people have been appointed. The stories not only reflected the growing understanding of the concepts and application of knowledge management, but stories also provided demonstrated that the enterprise value of sharing knowledge.

HR should be the catalyst cultural change:

We're launching a few key initiatives for cultural change, to establish " corporate culture ", on the basis of our" values – truth, courage, action and its preservation. HR has been a factor key in the measurement process to help articulate the behaviors and action plans with large post.

HR will also be a key facilitator in the implementation of a communications company value range of behaviors. workshops for excellence and improvement team processes (speed workouts simplicity and excellence) are among the key initiatives that will soon be launched by the HR to support the culture change. The culture change initiatives strongly support our efforts to become a stronger society based on knowledge, committed to business excellence.

Develop "knowledge pull" – the popular desire among employees to tap into their corporate intellectual resources. HR can have an impact through this – the training and practices that reinforce this desire.

Some of that could take this HR purpose are:

v Learn from experience (actively looking for other ideas, the willingness to discuss failures and openness to comments)

v Developing Others (commitment to share their ideas, help others shine, to focus on future)

v engagement team (promoting cooperation and trust, open and active participation in team projects, working groups, communities of practice / networks, confirming the ideas and proposals of the team).

CONCLUSION:

Transformation-based organization of knowledge is essentially a people related issues. HR has a key role to play in the emergence and strengthening the management of knowledge through "learning initiatives" and "culture change initiatives." HR is the best placed to act as an effective facilitator, and provide positive reinforcement of knowledge management by organizing knowledge sharing visible events and skills enhancement and development of employee skills.

SHREE Manju R.
Faculty
RVS Institute for Studies managent

Coimbatore Tanilnadu

About the Author

R.MANJU SHREE
Faculty
RVS Institute of Managent studies

Coimbatore, Tanilnadu

IE Knowledge Pills: Knowledge Management