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Role of HR in Knowledge

Management


2/23

Agenda

What is Knowledge?

Types of Knowledge

What is Knowledge Management?

The Essence of Knowledge Management

Why Knowledge Management?

What does leveraging "collective knowledge" involve?

An overview of Knowledge Processes


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Benefits of Knowledge to Enterprise

HUL's Packaging Network

What are the barriers for implementing Knowledge Management

The role of HR in institutionalizing KM in an organization

HR processes and practices impact the knowledge sharing in a firm

How do we create a knowledge sharing culture?

HR should be the catalyst for culture change


4/23

What Is Knowledge?

Data

A Record of a

Change of

State

InformationData

organized with

a purpose. A

message

KnowledgeLiterally

what people

know


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Types of Knowledge

Explicit knowledge

Tacit knowledge

Formal knowledge(Visible)

Available in theform of books,reports, audiotapes, video tapes

etc.

Can be articulated

Informal knowledge(Highly Invisible)

Confined in the mindof a person

Difficult to articulate


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Knowledge Management

Knowledge Driven Organization

Fully leverage the "collective knowledge" in an organization

Creation and sharing of knowledge

KM processes provide a framework for connecting people topeople and people to information


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KM helps the Organization to:

Improveorganizationaleffectiveness andReturns

Buildcompetitiveadvantage

Creategreatervalue

See theopportunitiesand exploitthem


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The Essence of Knowledge

Management

The central theme of Knowledge Management is toleverage and reuse knowledge resources that alreadyexist in the organization so that people will seek out best

practices rather than reinvent the wheel.


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Why Knowledge Management?

Marketplaces are increasinglycompetitive and the rate of

innovation is rising

Reductions in staffing createa need to replace informal

knowledge with formalmethods

The amount of time availableto experience and acquireknowledge has diminished

Early retirements andincreasing mobility of thework force lead to loss of

knowledge

Knowledgemanagement


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What does leveraging

"collective knowledge" involve?

Working in collaborative teams, capturing and sharingknowledge and delivering business excellence.

Developing and sharing "best practices."

Faster replication of innovations through faster movementof knowledge through the organization.

Acquisition and sharing of "new knowledge."

Creating an environment that is comfortable to the idea ofopenness, knowledge sharing, risk of failure as well asrewards for success.

Managing organizational learning.


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Knowledge Management Process

Create stage

Customer Acceptance

Apply stage

Share stage

Store stage

Select stage

Collect stage

Identify stage


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Benefits of Knowledge to Enterprise

Unleash new Ideas and Creativity.

Improve and accelerate Learning.

Enhance Team Collaboration & Coordination.

Improve the Flow of knowledge.

Attract, and retain motivated, loyal, and committed talent.


13/23

Knowledge Management Initiatives

HUL's Packaging NetworkOpportunities / Challenges: Packaging in our company isvery important, both for providing protection to theproduct in transit and storage as well as its contribution topack presentation / brand image.

How do we make sure that the collective knowledge of thepackaging professionals in the company is fully leveragedby the packaging professionals in each business, to addvalue to his business, through problem solving as well asinnovations to reduce cost and or improve functionality?

HULs response:

Formed a knowledge community.

The team meets once in two months for structuredknowledge sharing and monitoring progress ofimplementation of the charter.


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The basic approach and methodology adopted by the team:

Develop clarity on business expectations

Appointed sub-teams to specialize / lead in each of theknowledge blocks.

Knowledge workshops" with the core team and theextended team to generate new ideas and opportunities.

Intranet application with collaborative working tools, tofacilitate knowledge sharing on a continuous basis, inbetween the face to face meetings.

Results achieved:

The Packaging community has been consistentlydelivering as per their charter.

To strengthening knowledge sharing behaviour throughfacilitation, training and leadership.


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The barriers for implementing

Knowledge Management?

Conceptual / mindset related issues: We should movefrom hoarding of knowledge to gain power" to "sharing ofknowledge to gain power."

Operational issues: KM should not be seen as a separateinitiative, but should be integrated into current workflowas a more effective way to achieve business results.


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The role of HR in institutionalizing

KM in an organization

Focus on strengthening collaborative team effort toleverage collective knowledge of the enterprise.

Corporate Education.

Performance Management and nurturing (sharing, doingand caring) culture.

Talent management.

Recruitment, training, skill and competency development.

New HRM roles are those of human capital steward,

knowledge facilitator, relationship builder, and rapiddeployment specialist.


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Human capital steward

Creates an environment and culture in whichemployees voluntarily contribute skills, ideas, andenergy

Human capital is not owned by organization

Knowledge facilitator

Procures necessary employee knowledge and skill setsthat allow information to be acquired, developed, anddisseminated

Provides a competitive advantage

Must be part of strategically designed employeedevelopment plan

New HRM Roles


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Relationship builder

Develops structure, work practices, and culture thatallow individuals to work together

Develops networks that focus on strategic objectives

Rapid deployment specialist

Creates fluid and adaptable structure and systems

Global, knowledge-based economy mandates flexibilityand culture that embraces change


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How then do HR processes and

practices impact the knowledge sharing

in a firm?

Job rotations

Networked organization

Training

Knowledge communities (Teams)

E- Learning

Culture change


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How do we create a knowledge

sharing culture?

Realign incentive and reward program:

The best KM practitioners reward employees for learning,sharing and collaborating.

Step HR could implement are:

Institute Team awards

Xerox: Eureka Hall of Fame"

Hewlett Packard Consulting: in their "vision" statement:

"Our consultants feel and act as if they have the knowledge of theentire organization at their fingertips when they consult with

customers. We will recognize those consultants that share andthose that leverage other's knowledge and experience as mostvaluable members of the HP team."


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HR should be the catalyst for

culture change

HR will also be a key facilitator in implementing acompanywide communication of value behaviours.

Team excellence workshops and process improvement

(speed, simplicity and excellence) workouts are amongthe key initiatives that will soon be launched by HR tosupport the culture change.

These culture change initiatives will strongly support ourefforts to become a stronger knowledge driven company,committed to business excellence.

Develop "Knowledge Pull.


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Some of the steps that HR could

take for cultural change :

Performance Development Planning (PDP);

1.Learning from experience

2.Team commitment

3.Developing others

Develop a mechanism to communicate effectively.

Collaborative effort and knowledge.

Make KM part of the Company training modules.

Hold visible knowledge sharing events.


23/23

Conclusion:

Transformation into knowledge driven organization

HR has a key role to play in nurturing and strengtheningknowledge management through "learning initiatives" and"culture change initiatives.

HR is best placed to play the role of an effective facilitator, and

give positive reinforcements for Knowledge Management .

Knowledge management has already been embraced as a sourceof solutions to the problems of todays business.

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