A Practical Guide to Knowledge Management (Thorogood by Sue Brelade, Christopher Harman

By Sue Brelade, Christopher Harman

Knowledgeable yet jargon-free advisor enablea you to control the data on your association successfully--to determine, assemble and use that wisdom to greatest advantage.Organize and deal with your whole wisdom assets adequately and you may: raise productiveness; decrease dear error; in achieving your goals extra fast; differentiate yourselves from others. it is a no-nonsense clarification of what KM is, what it will probably do on your association and what you want to recognize and do. It contains 4 exact checklists and 3 in-depth case experiences.

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Sample text

Mentoring or coaching)/induction of new team members • The generation of new ideas and improvements (in their own areas of work and more widely) by the team/individuals. These can be combined with generally defined ‘areas of competence’ in good knowledge management, for the purpose of assessing performance of either individuals or teams (or both). The requirements of retaining knowledge workers within their field of expertise may also present a challenge to traditional ‘pay hierarchies’ and it may be necessary to develop different routes for pay progression that do not require people to leave their area of expertise and move into ‘management’.

THOROGOOD PROFESSIONAL INSIGHTS 33 3 KNOWLEDGE MANAGEMENT – THE PEOPLE DIMENSION Within one of the organisations that we looked at, although fairly traditional, positive steps had been taken to motivate and retain knowledge workers through a reward strategy incorporating: • Developing ‘recognition’ systems to publicise achievements • Establishing two promotion routes – one technical for those who wished to stay in their area of technical expertise, the other a route for technical people wishing to enter management • Merit pay (based on judgements about performance, potential and value to the business) • Support for attending and presenting at conferences and taking further qualifications • Flexible working • Secondments externally.

In one of the organisations that we spoke to these were summarised as follows: • Providing a common information database • Providing a virtual space for work in progress • Establishing technical and behavioural communications protocols • Establishing progress tracking and ensuring the work ‘stayed on topic’. The importance of behavioural as well as technical protocols was stressed. This was seen as particularly important with virtual teams whose members lived in different countries. It was felt that electronic communications could easily create cross-cultural misunderstandings.

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